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
Ficep s.p.a. Logistics M. w47 1. Giulia Bossi 1. Loris Reato 1. Cells Warehouses Reduce spare parts
2. Thomas Cousin 2. Marco Brambilla 2. Internal Production
Team Leader (name & 'phone ext) 3. Pietro Borsani 3. Kaustav Kundu 3. Quality Control Start date & planned duration
Giulia Bossi 4. Sandeep Kumar Mishra 4. Alberto Portioli Staudacher 4. Dromone 04/11/15-29/01/16

1. Clarify the problem / Problem Backgroud / Current situation 4. Analyse the Root Cause 6. Implement Countermeasure
Is: Absence of items/components at the assembly line at the beginning we focused on understanding the flows coming in each department with a Preparation of a pilot test in both a delivery
Is not: JIT or LEAN management representation of the main areas and actors in a map(curren state map). We learnt how the planning, area and the quality control department in
purchasing and contracting phases are performed. Then we focused our attention to the suppliers that order to numerically evaluate the process
basically are not controlled properly. In existence there is a classification of them according to the capability of each supplier
Problem statement: quality level of their outputs and the way of transportation used. What we noticed was that there was
GROUP 1 not defined procedure to classify and controll them over time.
The main problem is a lack in logistics management concerning storage, picking, inbound logistics parking areas for raw materials
and outbound; as a matter of fact there is the clear need for clear and standard rules/procedures analysis of the number of claims coming from the quality control department in order to evaluate red
in each department and for the different type of activity. label suppliers
Start working on the raw materials location outside the assembly department by providing specific
space for every item looking at the size and weight (parking area)

2. Breakdown the problem

1. Small problems in the contracting phase
2. Presence of uncontrolled suppliers
3. Problem in assigning precise and unique codes to finish products
4. No logistics management except for practical activities
5. Lack of visual management 7. Monitor Results & Process
6. Tracing responsability is not so simple and direct

5. Develop Countermeasures
Countermeasure Impact on target
Introduction of a procedure to trace performances reduction in the flow complexity due to a better
of suppliers and properly classify them (possible management and understanding of the
pilot test) behaviour of suppliers during the delivery phase 8. Standardise & Share Success

3. Set the Target

1 Mapping the process in term of current state and future state
2 Definition of clear and standardised procedures along the entire process
3 Identification of the main KPI useful for the effective management
4 Introduction of a change in the culture
IS /IS NOT ANALYSIS
Used to develop a problem statement and define the scope of a project.

IS
Description
(Observation):

What is the defect? a matter of system quality

What processes? inbound logistics and storage system

from the entrance gate to the assembly line

Where in the process ? system

everybody in the company, from the operators to

Who is affected? top management but also the client

When did it happen? since the beginnig

How frequently did it every times they make an order and start the
happen? process

Is there a pattern?

How much is it costing? never considered by the company

Problem Statement: (from the IS column):

 IS NOT
(Observation):

a matter of product quality

not production system (assembly line)