A3 Tool Report

By

Student 1
&
Student 2

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 Table of Contents

Cover page ....................................................................................................................... 1

Table of contents ....................................................................................................................... 2
List of figures .................................................................................................................... 3
Introduction ............................................................................................................................... 4
History..................................................................................................................................... 5-7
Case study 1 ..........................................................................................................................8-11
Case study 2 .............................................................................................................. 12-16
Use in DMAIC cycle.................................................................................................................. 17
Proposed improvement .......................................................................................................... 18
References ............................................................................................................................... 19

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 List of figures

Figure 1 ................................................................................................................................................... 7
Blank A3 flow chart

Figure 2 ................................................................................................................................................... 8
Blank a3 flow chart 2

Figure 3 ................................................................................................................................................... 9
Completed A3 1

Figure 4 ................................................................................................................................................. 11
Completed A3 2

Figure 5 ................................................................................................................................................. 12
Case study 2 Clarify Problem

Figure 6 ................................................................................................................................................. 12
Case study 2 breakdown problem

Figure 7 ................................................................................................................................................. 13
Case study 2 set target

Figure 8 ................................................................................................................................................. 13
Case study 2 analyse the root cause

Figure 9 ................................................................................................................................................. 14
Case study 2 develop and implement countermeasures

Figure 10 ............................................................................................................................................... 14
Case study 2eveliate results

Figure 11 ............................................................................................................................................... 15
Case study 2 standardise

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 Introduction

This report has been undertaken to improve understanding of the A3 tool, it is desired that
the compiling process of the report, the reading of the report, the compiling of the
corresponding presentation, and attending the corresponding presentation of the report
will, will better equip a person with an understand of the tool. Hence equipping a person
with the knowledge and confidence to successfully apply the tool in the future.
In this report we will cover the origins of the tool, how to apply the tool, when and where to
apply the tool. The advantages and disadvantages of the tool, recommendations for
improving the tool, and two case studies.

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 History of A3

The A3 problem solving was first used by Toyota by the former manager of training Isao
Kato and is a structured problem and improvement approach. Some of the problem-solving
tools that are out there today involve numerous pages of information, graphs, reports and
charts. This tool is known to be a valuable tool for lean integrating problems. The problem is
described in identifications in a 10-step plan in which cooperation and personal
development of employees is promoted and encouraged. The tool has the ability to
continuously carry out improvements in a well laid out structure. Both the result of the
problem and the planning are identified in a concise A3 report. The tool gets its name from
being done on a A3 page. The goal is to be able to communicate the proposal or problem on
a single sheet. (Quality-One International, 2018)
(Matthews, 2011)

How to apply the A3 thinking process:

Step 0 – Identify a problem or need,
The team member recognizes and acknowledged the problem using the A3 thinking process.
Step 1 – understanding the current position,
The solve the problem there need to be an understanding of the current situation
Step 2 – Target,
A new target will be formulated by drawing up countermeasures and the A3 team will
describe the expected improvements.
Step 3 – Root Cause Analysis,

Measure can be taken by finding out the causes of the problem and the so called ‘Why’
question can be identified by the root cause analysis.
Step 4 – Countermeasures,
The A3 team can work purposefully by pointing out the contents and the details of the
countermeasures. The structural changes are made in the work process and will become
more efficient once more.

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Step 5 – Implementation Plan,

This goal is achieved by a well-planned and carefully thought out and workable
implementation that will be drawn up. This plan consists of an action list, responsible and
has a time limit. Expenses and resources can also be included.
Step 6 – Follow up Plan,
Changes and adjustments will yield the best result and the follow up plan check this. The
follow up plan will show the correct and proper execution of the implementation plan.
Step 7 – Involve affected parties,

Discussing the plans with all affected parties is vitally important and without consensus, the
plan is doomed to fail. By discussing the advantages and disadvantage of the plans with the
parties, the plan can be refined.
Step 8 – Approval,

A team leader can approve the A3 lean thinking process or from an authority within the
organization.
Step 9 – Implementation,
The A3 lean thinking process team can map out the steps of the execution, task, actions and
deadlines through regular meetings. There can be no radical change without a final
implementation.
Step 10 – Evaluation

When there are deviating result, it’s important to find out what could have caused these
deviations which only means it is impossible to determine whether the result have been
achieved by evaluation.
(A3 Problem Solving, 2015), (Mulder, 2012)

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Figure 1

(Mulder, 2012)

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 Case study 1

Aeronautical factory (Taylor and Francis, 2017)

A study was carried out in an aircraft repair and maintenance premises with onsite
manufacturing, one of these a3 reports will be used as a case study here to better aid the
understanding of the tool.

Below is an example of a blank a3 tool, this is the starting point for executing an a3
development plan.

Figure 2 (Taylor and Francis, 2017)

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The process requires the user to identify a problem, to describe and expand on the problem
to gain as much understanding as possible to help tackle the problem, to highlight a
satisfactory end to the problem so there is a clearly defined goal, to propose solutions to the
problem, to decide on plan of action to implement a solution, a follow up plan to ensure
results are achieved. (sixsigma.us, 2017)
The a3 tool is pleasantly flexible leaving room for graphs, flow charts etc. to aid with the
learning outcome, below is the completed a3 tool.

Figure 3 (Taylor and Francis, 2017)

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 This a3 analysis highlights how resources in the form of man hours were being wasted in a
process line by highlighting the value-added section and questioning the need for the rest of
the process to be so time consuming. The line was improved and the non-value adding time
was reduced.

The a3 was started by clearly stating the problem, i.e. that valuable time was being wasted.
It went on to clarify exactly the root cause of the problem, in this case any time spent not
adding value was the issue.

Next a complete picture of the current process was drawn up in order to show where when
how and why resources were being wasted. The problems were, a person walking between
stations to carry out the next job, time spent filling out paperwork, a person being idle while
waiting for a process to be complete.

The causes of these problems were noted to help with the reform stage. In this case it was
the necessity for a person to do what could be done by machine, or minimalize what could
not be done by machine.
A target condition was decided, so success could be defined. Here it was any advance on the
productive use of man hours.

An implementation plan to reform the problem is drawn up, the improvement of slow steps,
the rearrangement of the production line, and the implementation of software to automate
checks.
A follow up plan was drawn up to compare desired results versus actual results, the change
in productivity was logged for four weeks, at the end of which the use of system was
deemed a success.

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 Case Study 2
A3 Report Applied to a project to reduce line down due to lack of returnable boxes.
This study was carried out to reduce the high down time on IM/FA. The down time was over
15% between the weeks 25 – 28 and so they decided an A3 report was a suitable tool to
solve the problem.

Figure 4

(Marques, 2013)

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The first part of the report the user identifies the problem which is ongoing.

Figure 5

The problem which is identified is the high downtime in the IM/FA approximately between
the weeks 25 – 28 of 15 % over the limit which can been seen from fig1. The user is hoping
to reduce this high downtime.

The next step was to break down why the problem of the high Downtime and what area was
causing such high downtime and for what reason.

Figure 6

As from the image above Fig2. The problem was broken down was the waste was identified
which was waiting. Further research was looked into why the waiting was being cause and
turned out 100% of the planning is related to lack of available packages in the process. 15%
of the average downtime IM/FA is related to the planning. Because of the lack of available
packages in the process this was causing an average downtime of 5 hours per week.

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Figure 7

Once the problem has been broken down, a target was now set to overcome the
problem. The target was to eliminate planning downtime from5 hours per week to 0
hours per week by July 2012.

For analyse the root cause, a cause and effect diagram is most common used to find the
root of what is causing a problem. Because of the lack of available packages in this case
study the environment and method were taking into account and a closer look was done
in these areas.

Figure 8

Going through each case why this situation occurred eventually gets to the bottom of
the cause. Starting from ‘Why planning Downtime?’ to ending up with that there is no
standardization at location of packages by size and model.

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Figure 9

Now that the cause of the root has identified and analyse, countermeasures need to be
developed and implemented. There was 4 different countermeasure that had been
selected, providing an area for packaging in shelves, separation and standardization of
packages location according to the type, visual identification of each location for packages
and data collection (After improvement). A team or a member was assigned to one of the
selected countermeasures and target week was set to have them applied.

Figure 10

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After developing and implement countermeasure has been applied and finished on time an
evaluation was done. The evaluate results showed that the planning down time was
eliminated. The company also started saving money up to $28,440 a month which made a
massive difference and money that can be invested into the company.

Figure 11

The last and final section in the a3 report is the follow up and this section contains a
description of an audit plan, the result and recommendation for the next A3 report. The 5s
audit was used in this case study. The next challenge was set to eliminate buffer and other
wastes that can be solved by Planning Team. This project was shared with the production
leader and stock area employees. Lastly the lessoned learned in this project that the visual
management is an important tool and makes problem visible.
(Altomare, 2013) , (Marques, 2013)

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 DMAIC used in A3
The A3 problem solving uses the Plan-Do-Check-Act approach as followed:

1. Theme & Background, including problem statement

2. Current Condition (process map)
3. Root Cause Analysis
4. Target Condition
5. Implementation Plan
6. Follow-up Plan
7. Result Report
Now when the DMAIC tool is integrated into the A3 it gives us the following:
DEFINE:
Theme & Background, including problem statement
MEASURE:
Current Condition (process map)
ANALYZE:
Root Cause Analysis
IMPROVE:

Target Condition
Implementation Plan
CONTROL:

Follow-up Plan
Results Report
By using the DMAIC tool in the A3 report gives a more powerful approach than just using
the A3 alone. It also allows to overcome some of the limitation which have been levelled at
the DMAIC approach.
(Axxie, 2008)

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 Proposed improvement of tool

Undertaking the improvement of a tried and tested tool, essentially adds up to educated
guess work, the only way to know if you’ve been successful at improving the tool is solid
statistical verification.
One considerable factor is the advance of technologically since the time of the A3 tools’ first
conception and use.

One possibility would be upgrade the tools status as a living document, by creating a digital
copy with links to monitoring software, and automated emails to the relevant parties if the
monitorable limits ever wander outside the desired parameters.

This would tie in with what has been speculated as the future of industry, what has been
dubbed ‘the internet of things’ or ‘the industrial internet’.

Another possible improvement would be having a chart of experience of project manager

versus the financial steak of the project.
For example, the chart would tell a project manager with two years’ experience that he
should use a more detailed technique for a project with more than sixty thousand euro at
stake, but that a project manger with three years’ experience could proceed with the a3
technique.
This would minimalize the chance of rookie managers failing by under-analysing a problem.

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 References

References
A3 Problem Solving. (2015). Retrieved from Qualiy - one International: https://quality-one.com/a3/

All about lean. (18, 11 15). The A3 report. Retrieved from allaboutlean.com:
https://www.allaboutlean.com/a3-report-part-3/

Altomare, D. A. (2013). The A3 Problem Solving Report. A 10-Step Scientific Method to Execute
Performance Improvements in an Academic Research Vivarium.

Axxie, C. (2008, March 10). Integration of A3 into the DMAIC framework. Retrieved from
Learnsixsigma: https://leansigma.wordpress.com/2008/03/10/integration-of-a3-into-the-
dmaic-framework-2/

Marques, R. A. (2013, November 11). Lean A3 Report for Planning Downtime Elimination. Retrieved
from Slideshare: https://www.slideshare.net/RodrigoMarquesLSNSJC/2-elimination-of-
planning-downtime

Matthews, D. D. (2011). The A3 Work Book. New York: Taylor and Francis Group, LLC.

Mulder, P. (2012). A3 Thinking Process. Retrieved from Toolshero:

https://www.toolshero.com/problem-solving/a3-thinking/

Quality-One International. (2018, November 29). A3 Problem Solving. Retrieved from Quality-
one.com: https://quality-one.com/a3/

sixsigma.us. (2017, 12 18). https://www.6sigma.us/six-sigma-in-focus/a3-process-problem-solving/.

Retrieved from https://www.6sigma.us/six-sigma-in-focus/a3-process-problem-solving/:
https://www.6sigma.us/six-sigma-in-focus/a3-process-problem-solving/

Taylor and Francis. (2017, 11 12).

https://www.tandfonline.com/doi/abs/10.1080/10686967.2009.11918247?needAccess=true
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Ny4yMDA5LjExOTE4MjQ3P25lZWRBY2Nlc3M9dHJ1ZUBAQDA=. Retrieved from
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