A3 Problem Solving: The Lean Approach to Improvement
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OPEX Minute 7- What is
OPEX Minute 7- What is A3? Lean, A3 Problem Solving Approach. A3 Report. In this brief video we talk about the A3 approach to problem solving. Presented by EMS Consulting Group:
https://www.emsstrategies.com
To view our 2020 webinar on this topic, visit: https://emsstrategies.com/a3problemso...
#opexminute #leanmanufacturingmanagement #kaizen #problemsolving #a3
Welcome to today’s edition of the OpEx Minute, presented by EMS Consulting Group. Today we will be talking about A3 problem solving. Problem solving lies at the heart of a successful Operational Excellence system. Today, we will talk about the system that began with Toyota.
First of all, what is A3 and where did it come from? A3 is actually the European term for an 11 by 17 sheet of paper. Toyota chose this size of paper for things like business proposals and problem solving efforts because it was the largest size that would fit into a fax machine. In the early 2000’s, A3 became known as “A3 thinking” or “A3 problem solving,” and that really refers more to the process than the document itself. The key in understanding the process is that it is based on a dialogue between the Team Leader or person charged with leading the problem solving effort and his or her Mentor/Coach - usually direct supervisor. This interaction is how the problem solver hones his or her skills. As this takes place throughout the organization as a regular practice, the culture changes.
What about the problem solving process itself? You may have heard of the 8-step Toyota problem solving process sometimes called “Toyota Business Practices” or “A3 Problem Solving.” Similar to any good problem solving process based on Plan Do Check Act, it begins with defining the problem and breaking it down. Then we investigate and identify the root cause or causes. At this point, we might reset our target for improvement. Based on our analysis of causes, we may find that we need to adjust our target. We then select, test, and implement solutions or countermeasures to address the causes. Finally, as we implement, we check the impact, adjust as needed, standardize, and spread to other areas if appropriate.
If you have an interest in learning more about problem solving, visit our website at www.emsstrategies.com and contact us. We would be happy to help.
https://www.emsstrategies.com
To view our 2020 webinar on this topic, visit: https://emsstrategies.com/a3problemso...
#opexminute #leanmanufacturingmanagement #kaizen #problemsolving #a3
Welcome to today’s edition of the OpEx Minute, presented by EMS Consulting Group. Today we will be talking about A3 problem solving. Problem solving lies at the heart of a successful Operational Excellence system. Today, we will talk about the system that began with Toyota.
First of all, what is A3 and where did it come from? A3 is actually the European term for an 11 by 17 sheet of paper. Toyota chose this size of paper for things like business proposals and problem solving efforts because it was the largest size that would fit into a fax machine. In the early 2000’s, A3 became known as “A3 thinking” or “A3 problem solving,” and that really refers more to the process than the document itself. The key in understanding the process is that it is based on a dialogue between the Team Leader or person charged with leading the problem solving effort and his or her Mentor/Coach - usually direct supervisor. This interaction is how the problem solver hones his or her skills. As this takes place throughout the organization as a regular practice, the culture changes.
What about the problem solving process itself? You may have heard of the 8-step Toyota problem solving process sometimes called “Toyota Business Practices” or “A3 Problem Solving.” Similar to any good problem solving process based on Plan Do Check Act, it begins with defining the problem and breaking it down. Then we investigate and identify the root cause or causes. At this point, we might reset our target for improvement. Based on our analysis of causes, we may find that we need to adjust our target. We then select, test, and implement solutions or countermeasures to address the causes. Finally, as we implement, we check the impact, adjust as needed, standardize, and spread to other areas if appropriate.
If you have an interest in learning more about problem solving, visit our website at www.emsstrategies.com and contact us. We would be happy to help.
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