How we use the A3 Management Process to solve problems in Lean Systems.
We use the A3 Management Process to solve problems in Lean systems by following the ten steps of the Process. While utilizing this ten-step approach, teams learn and understand three fundamental processes. The first is to understand problem-solving, then to gain the ability to come to rational conclusions that will improve company processes while simultaneously working together as a team. The ten-step approach is as follows.
1. Identify the problem.
a) If there is an issue within the company, whether production errors or goals are not being met, there is a problem that needs to be identified.
2. Understand the current situation.
a) The work process needs to be witnessed first-hand, and all visualizations are documented for future use.
b) Create a medium that shows how to current work process is being completed. This can include maps, charts, and diagrams.
c) The most important aspect is the quantify or explain how big of a problem there actually is. For instance, is the company losing a hundred dollars or a million dollars because of this issue.
3. Conduct a root cause analysis.
a) Create a table of the main problems and why they are problematic.
b) Continue with the question why until the question has been asked five or more times. Once surpassed, the root cause should be identified.
4. Create countermeasures to address the initial causes.
a) Specify the intended outcome and the plan for achieving it.
b) Create a clean and clear direct connection between the responsible parties.
c) Eliminate delays, loops, and workarounds.
5. Define the target state.
a) The countermeasures are used to identify new ways of getting the job done more proficiently or accurately.
b) The plan will describe how the countermeasures will work effectively.
6. Create an implementation plan.
a) Will include a list of actions that need to be done to utilize the countermeasures.
b) Individuals will be identified and targeted for correction.
7. Discuss the plans with all of the affected individuals.
a) The individuals responsible for overseeing the change will meet with the individuals involved with the hands-on work to facilitate change.
b) This is one of the most critical steps. Without clear communications between all affected parties, it will be difficult to initiate change management on a level that will cause improvement.
8. Develop a follow-up plan with predicted outcomes.
a) The questions we ask here are, was the plan appropriately executed,
b) Did the project conditions improve,
c) Were the expected results achieved?
9. Implement the plans.
a) Once all-cause has been identified, countermeasures created, the target stated, and the implementation plan set, it is time to implement the plan.
b) Change can not occur without taking the first steps.
10. Evaluate the results.
a) Lastly, identify if the predicted outcomes were met.
b) Did the results succeed in resolving the problem?
c) If the problem is not resolved, the Process will need to be started again.
Conclusion
By following these steps, individuals and/or the affected company can better understand problem-solving, decision-making, and collaboration management. In the ten-step approach, problems are solved in Lean Systems by identifying the problem, creating and making decisions to resolve the problem, and working with others collaboratively to fix the issue. Without the A3 Process, there would be communication errors, fundamental errors, problems without solutions, and inevitably utter chaos. In addition, the A3 Process allows all individuals to work from the same playbook instead of each individual working with their own playbook.
George, M. L. (2005). The lean six sigma Pocket Toolbook: A quick reference guide to nearly 100 tools for improving process quality, speed, and complexity. McGraw-Hill.
Shook, J. (2010). Managing to learn: Using the A3 management process to solve problems, gain agreement, mentor and lead. Lean Enterprise Institute.
