China
Africa
Explore chapters and articles related to this topic
Learning from Experience, Experiencing to Learn
Published in Jon M. Quigley, Shawn P. Quigley, Continuous and Embedded Learning for Organizations, 2020
Jon M. Quigley, Shawn P. Quigley
One form of root cause analysis is the A3, which is a graphical representation of the effort to determine the source of the anomalous or failing event. One of the benefits of the A3 approach, is that it encourages graphical representation of the problems and also the solutions and corrective actions. Visual representations of the problem as well as the solutions. A single page of information that describes the situation and the exploration and progress we are making in this regard. Identify the problemVisual representation of the problemSet the new targetDetermine the root causeDevelop countermeasuresInstitute countermeasuresMeasure performance – is this better?Standardize, make this common practice
Design the solution and plan for success
Published in Paul Walter Odomirok, Healthcare Affordability, 2018
A3 is a structured problem-solving and continuous improvement approach, first employed at Toyota and typically used by lean manufacturing practitioners. It provides a simple and disciplined approach that systematically leads to problems solved and processes improved. A3 if framed to emphasize problem-solving with structure. It’s placed on an ISO –ISO “A3” single sheet of paper, hence the title A3. A3 is has been referred to as SPS, or “Systematic Problem Solving.” The process is based on the principles of Edward Deming‘s PDCA (Plan-Do-Check-Act), and has also been mapped to Six Sigma’s DMAIC (Define, Measure, Analyze, Improve, Control).
The BASICS Model Overview
Published in Protzman Charles, Protzman Dan, Keen William, The BASICS Lean™ Implementation Model, 2019
Protzman Charles, Protzman Dan, Keen William
Deming’s 14 points embody problem-solving and the PDSA methodology (Figure 1.1). It is important to note that PDSA always starts with study. This is because you are assessing a problem after a plan, and action was already put in place. The outcome of the act of checking results in the discovery of a new gap from the A3. An A3 is a single sheet of paper, which we use to describe the story of how we solved a problem (Figure 1.2). An A3 can be used for not only problem-solving, but also deviation from the standard analysis, proposals, project status updates, i.e., new-product development, engineering design briefs, and more.
Use of A3-method by engineering students in industry projects
Published in Production Planning & Control, 2021
Gerlinde Oversluizen, Jannes Slomp
The A3-method is a structured problem-solving method, introduced by Toyota. The method supports a structured approach of improvement projects. The elements of the A3-method, as well as the visualisation of findings during the improvement project, are helpful in streamlining the project activities and the communication about intermediate findings during the project. The A3-method is described by several authors, i.e. Shook (2009), Sobek and Smalley (2011), Liker (2004), and Liker and Meier (2006). In Managing to Learn, John Shook (Shook 2010) describes the A3-method as a powerful tool that supports communication and leads to effective countermeasures based on facts. Moreover, he sees the use of the A3-method as a management process that produces organizational learning and hence creates a broader and deeper form of thinking. The A3-method works both as a problem-solving tool and a tool that supports the development of problem-solvers (Shook 2010).
A framework to assess sustaining continuous improvement in lean healthcare
Published in International Journal of Production Research, 2021
Daniel Barberato Henrique, Moacir Godinho Filho, Giuliano Marodin, Ana Beatriz Lopes de Sousa Jabbour, Charbel Jose Chiappetta Jabbour
Work standardisation, for example, is essential for organisational learning. The work standardisation gives the possibility to identify if the work is being executed in the planned way or not. It is a fundamental tool for organisational learning since it registers the best way to perform a certain task known up to that moment (Liker and Hoseus 2008; Shah and Ward 2007). Also, the A3 method is used to tell the story of a given project on a single sheet (A3 size of paper), containing the objective, the current situation with the problems, the projected situation, the action plan outlined and the monitoring indicators. In the same way, according to Sobek II and Jimmerson (2004), companies that use the A3 method are able to communicate better and simpler the process of change, being more likely to sustain lean improvements in the long term. Monitoring the key performance indicators is fundamental to avoid setbacks and continues to seek to improve the performance over time, contributing to the maintenance of the lean system implemented (Kaye and Anderson 1999; Garcia-Sabater and Marin-Garcia 2011; Parry and Turner 2006). Companies that use the Kaizen Event as a tool to implement improvements gain greater adherence from people in the control phase and have more chances to sustain lean improvements (Van Aken et al. 2010; Chen, Li, and Shady 2010). It is also interesting to note that the visual management of problems, indicators, and improvements through boards is a critical success factor to maintain lean implementations. Visual management boards are very important to communicate what problems are happening, planned improvements are going, and how the key performance metrics. This tool exposes to everyone in the organisation important metrics on the evolution of the lean journey and has an essential role to control what has been implemented, creating mechanisms to a continuous improvement culture in the organisation (Toussaint and Berry 2013; Poksinska, Swartling, and Drotz 2013; Liker 2004). In the same way, the practice of Gemba Walk, where all levels of the organisation go where things happen to see problems for themselves and discuss solutions is also crucial to sustaining lean improvements (Glasgow, Scott-Caziewell, and Kaboli 2010; Brandao de Souza and Pidd 2011; Toussaint and Berry 2013; Rahani and Al-Ashraf 2012).