A3 PROJECT MANAGEMENT AND PROBLEM SOLVING THINKING

1. WHAT IS AN A3 PROJECT?
An activity that
(a) supports achievement of the continuous improvement objectives
(b) requires > 20 hours dedicated man-hours
(c) has an A3 worksheet
2. WHERE DO A3 PROJECTS COME FROM?
All functions & all personnel entitled to propose projects
Derived from e.g. continuous improvement objectives or VSM or other business critical source
e.g. compliance requirement or safety requirement

All projects pre-screened by snr managers prior to proposal for the master list
The master project list is maintained by the continuous improvement facilitator
3. A3 OBJECTIVE
To provide a one page (A3, 420mm x 297mm) summary of a programme, project or problem,
for the project team & relevant personnel within the organisation

4. WHY?
Encourages brevity & sharpness of thinking
Tells a logical story on one sheet for all viewers
Provides a common organisation-wide format for all programme, management, project
managment & problem solving activities

5. WHO?
Team leader of the programme or project, or process owner of the area under review
6. HOW?
Completion of the standard A3 Template. The template usually consistes of 7 to 9 boxes with
standard input requirements, that follow the 8 stpe path. The template is modified to suit
individual projects.

Use photographs, drawings & graphs to tell the story

7. UPDATE FREQUENCY
The A3 is a living document and is updated as the team moves through the stages of the
project
8. REVIEW FREQUENCY
The A3 document is reviewed by the team and programme or project champion on an as-
required basis during the project lifespan. Review frequencies are determined at the start of
the project.
 TOYOTA 8 STEP PROBLEM SOLVING PROCESS
Step and objective Tools used

Step 1: Clarify the Problem

Voice of the customer

Why am I looking at this problem? What is the problem? Who is interested
in the problem? What benefit does solving this problem have for me? How Stakeholder analysis
does it help to address the goals of the business?
Is/is not analysis

Step 2: Breakdown the Problem

SIPOC, process mapping, spaghetti

What is the size of the problem? What data do I have? What are the mapping, data collection, run chart, bar
component parts of this problem? How much will I address at this point?
chart, histogram, box plot

Step 3: Set the Target.

What outcome do I want? Visualise the desired results. Using the data, set a Goal setting. Agreement with
measurable and realistic goal. stakeholders on outcome

Step 4: Analyse the Root Cause

Interviews, 5 whys, cause and effects

Clarify the root cause. Consider as many potential cause factors as possible. analysis, regression & correlation, process
capability analysis

Step 5: Develop Countermeasures

Brainstorming
List as many potential countermeasures as possible. Identify an effective
countermeasure that directly addresses the root cause.
Team discussion

Step 6: Pick a Countermeasure and implement

Action plan
Select the most practical and effective countermeasure. Create a clear and
detailed action plan. Implement quickly.
Gantt chart

Step 7: Monitor Results & Process

Monitor progress and report findings to stakeholders. It may require more

than one attempt to get the desired result. Mistakes are an important part Run chart, control chart
of the learning process.

Step 8: Standardise & Share Success

Document the new process and set as new standard. Share the new
standard through Horizontal deployment. Reflect and celebrate success. Standard work
Start the next Improvement!

www.cordatus.ie Tel. +35391870780, email. info@cordatus.ie

 Toyota 8 step A3

A3 No. and Name Team members (name & role) Stakeholders (name & role) Department Organisation objective
Team Ficep S.pa 1. 1.
2. 2.
Team Leader (name & 'phone ext) 3. 3. Start date & planned duration
4. 4.

1. Clarify the problem / Problem Backgroud / Current situation 4. Analyse the Root Cause 6. Implement Countermeasure
Is: Inbound Logistics and Yard Management not proper allocation of space inside the yard.
Is not: JIT or Lean Manufacturing Management System

Problem statement:
1 Problem related to uncontrolled inbound logistics management.
2 Problem related to improper or no guidelines for the suppliers
3 no centralized system of coordination for inbound and outbound logistics
4 improper internal Logistics and Information Flow, no real time information visualization system

2. Breakdown the problem

what product might come when. they even donot have any proper guide lines for the suppliers regarding the contracts, the carriers also regarding the type of container they are allowed to transport items. these are resulting in the uncontrolled materialmanagement once the product enters the gate. they donot have any proper internal logistics mangement system which is why there is no visibility of the products inside the company which makes it difficult to locate

7. Monitor Results & Process

5. Develop Countermeasures
Countermeasure Impact on target

1 Indexing the places available and occupied Help us with locational indexing and finding the raw materilas

2 making proper guidelines for suppliers Reduce suppliers power in the supply value chain 8. Standardise & Share Success

help in knowing the time and location of material,intransit material both outside and inside the company
3 setting up real time logistics management system both internal and external

3. Set the Target

1 making a proper contract , guide line and rules for the suppliers
2 making sure the suppliers supplies the raw materials on time not before not after
3 properl allocation available place inside the ficep yard and give them proper locational indexes. And once the material is in the indexed location then putting a tag in it and updati
4
IS /IS NOT ANALYSIS
Used to develop a problem statement and define the scope of a project.

IS
Description
(Observation):

inbound logistic management and yard

What is the defect? mangement

regarding logistics flow of inbound material and

What processes? afterward the movement of those materials inside
the company

Where in the process ? inbound logistics part of supply chain

Who is affected? the company

When did it happen? present situation

How frequently did it always

happen?

Is there a pattern? not discovered yet, its all chaos

How much is it costing? no idea

Problem Statement: (from the IS column):

 IS NOT
(Observation):

regarding jit or leaan manufacturing problem

GUIDELINES FOR WRITING A CLEAR, RESULTS FOCUSED GOAL

Sequence Activity

Start with Action verb

add object of the action
add from current state
add to future state
finish with completion date by mm/dd/yyyy

e.g. "Decrease average manufacturing lead time for product X from 10 days to 2 days by 31 Jaunary 2014"
 Example

Increase
The right first time on application forms
from 50%
to 75%
by 31 March 2013

product X from 10 days to 2 days by 31 Jaunary 2014"