What is an A-3 Report?

Gary Cox is a great Quality resource in addition to being very funny! gcox@barringtongrp.ca

REFLECTION: FOR STUDENTS: “Having no problems is the biggest problem of all.”- Taiichi Ohno

FOR ACADEMICS: “Data is of course important in manufacturing, but I place the greatest emphasis on facts.”- Taiichi Ohno

FOR PROFESSIONALS/PRACTITIONERS: “Make your workplace into showcase that can be understood by everyone at a glance.”- Taiichi Ohno

Foundation

The A3 Report is a model developed and used by Toyota and currently used by many businesses around the world. The A3 Report is named for a paper size-A3 (29.7 x 42.0cm, 11.69 x 16.53 inches). The entire current state and PDCA aspects of the project are captured visually for easy communication and reference. When CIP projects use an A3 methodology to track projects, it has been demonstrated that clear visual communication helps the team members and the overall organization be more aware of the team’s progress.

A minor improvement event, in my experience, is generally four weeks to six weeks. Still, when an issue needs to be addressed thoroughly, the organization must be willing to invest more time and resources. Almost every moment of improvement time spent may be wasted if the true root cause is not adequately addressed due to failure to properly invest resources. There are four distinct phases: 1) preparation and training; 2) process mapping and current state analysis; 3) process mapping and future state analysis; and 4) implementation and ownership. I will put up a basic template below and walk through the A3 report.

Example

Clarify the Problem
1. IS/IS Not Analysis-excellent first tool to use to define the scope of the problem.
1. After the scope of the problem has been defined, define the problem relative to the organization or process. The focus should always be on an underlying process or systematic issue, not an individual failure. Systematic failures are frequent but can be corrected with teamwork. The problem statement should never include a suggestion for a solution.
Breakdown the Problem
1. Clearly define the problem in terms of the 5 Why’s and 2 W’s (Who?, What?, When?, Where?, Why? And How?, How much or often?
Set goals for improvement towards the ideal state vs current state
1. Team sets S.M.A.R.T. goals relevant to block 1 state, establishing the end improvement target
Root Cause Analysis
1. Team uses focus areas from block 2 to determine Root Cause(s) employing relevant RCA tools
1. Common RCA tools
  1. Cause-Effect/Fishbone Diagram
  1. 5 Why Analysis
  1. Fault Tree Analysis
  1. Pareto Chart
1. Clearly state the determined root cause(s) and display the output of the tools
Develop Countermeasures
1. The team should take the root cause/causes from Block 4 and assign specific countermeasures.
1. Countermeasures should directly address the root cause and, in theory, should solve the problem identified in Block 1.
1. The completed fifth block is populated with any tool that will outline the countermeasures.

Implement Countermeasures
- The team tracks the countermeasures from Block 5 and ensures each one is accomplished.
- The completed sixth block should be populated with the tool used in Block 5 to outline the countermeasures and updated as each is accomplished.
Monitor Results and Process
- Effectiveness Check of Countermeasures
  - Before/After Analysis
  - SPC Control Charts
  - Use Data from block 1 to determine if countermeasures from block 5 are having the desired effect relative to the target.
- If countermeasures are not effective, go back to RCA-block 4 (PDCA) and reconvene.
  - Use the tool from block 6 to track countermeasure as ineffective in Block 7
Standardize successful processes
- If countermeasures are effective-
  - Standardize all successful processes and note successful countermeasures as Standardized as they are approved using the tool from block 6 in Block 7
  - A separate block can be used for Standardized processes

Conclusion

A complete A3 report can use many different tools, depending upon the problem being examined, so don’t fall into the habit of always using the exact same format. Be certain all four phases are completed. Innovation comes from creativity, so leave behind SOPs that demand exact clones of past reports. You may be dealing with a problem no person in your organization has yet to encounter, so outside of the box is thinking should always be on the table (Not locked away in a closed mind)