HandsOnAgile A3thinking 20130528 20160426aComparison of different A3’s Focus Problem solving...

© 2013 Tom Breur / Michael Mahlberg Slide #

A3 Thinking

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http://www.consulting-guild.de















http://www.xlntconsulting.com







































• A3 is an approach to continuous improvement, problem solving, and (secondary) also reporting• Rooted in PDCA

• A3 makes cooperation between unfamiliar colleagues more efficient (reduces pointless “discussion waste”, mura)

• Continuous improvement requires (effective) problem solving• Hypothesis driven (=planning phase) to transcend trial-and-

error

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Plan Do

CheckAct























































Problem perceived

1 Grasp the current

situation

2 Identify the root cause

3 Devise countermeasures and visualise the future

state

4 Create implementation

plan

5 Create follow-up plan

7 Obtain approval

8 Execute the

implementation plan

9 Execute the follow-up

plan

6 Discuss with affected parties

Targets met? 10 Establish process standard

No

Yes

Do Check Act

Plan

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A3 PROBLEM-SOLVING PROCESSPlan Do

CheckAct

Plan Do

CheckAct

Plan Do

CheckAct

Plan Do

CheckAct























































7 ELEMENTS OF A3 MINDSET

1 - Logical thinking process2 - Objectivity

3 - Results & process4 - Synthesis, distillation & visualization

5 - Alignment6 - Coherency within and consistency across

7 - Systems viewpoint

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1- LOGICAL THINKING PROCESS

• PDCA is an empirical, scientific method• Discern cause from effect• Consider alternative potential avenues• Take implementation into account• Anticipate stumbling blocks• Incorporate contingencies

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Planning with a capital P























































2 - OBJECTIVITY

• Different individuals have different mental representations• “right” versus “wrong” quickly disintegrates into blaming

• Focus on factual, objective, preferably quantitative (detail) data• facts over data

• Test understanding for assumptions, bias, misconceptions

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3 - RESULTS & PROCESS

• Personal development process while producing results• producing results without understanding of root cause and

investigating alternatives is unlikely to carry forward• following the process without results is equally useless;

results demonstrate understanding • Both process and results are essential for personal and

organizational development

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Agile Manifesto...?























































4 - SYNTHESIS, DISTILLATION & VISUALIZATION

• Brevity forces synthesis of learning• Integrate into a coherent “picture” (preferably graphic)• Enable detail efficiently alongside narration

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5 - ALIGNMENT

• Effective implementation hinges on consensus• 3D alignment:

• horizontal (peers)• vertical (superiors & subordinates)• longitudinal (consistent in time)

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6 - COHERENCY WITHIN & CONSISTENCY ACROSS

• Within:• establish ‘flow’, every section “naturally” leads to the next

• Across:• consistent A3 reporting style streamlines communication &

creates shared understanding between departments

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7 - SYSTEMS VIEWPOINT

• Emphasize the purpose of a (any) particular course of action• Tie immediate results to broader (organisational) objectives

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A3 Reporting

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A3 PROBLEM SOLVING & REPORTING

• Disciplined reporting that encourages disciplined problem-solving

• Thinking process is (much) more important than the resulting reports

• Report drafting is a collaborative exercise

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© 2013 Tom Breur / Michael Mahlberg Slide # 14

!!!!Background

!!!!

Current condition

!!!!Goal

!!!!

Root-cause analysis

!!!!

Countermeasures

!!!!

Effect confirmation

!!!!

Follow-up actions

Problem-solving A3 reportReport Theme Date

Plan Do

CheckAct























































PRACTICE PAPER PLANE A3 REPORT

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Example of the 5 Why’s method

The machine stoppedWhy?

The overload circuit trippedWhy?

The pump was seizing upWhy?

Metal shavings damaged the shaftWhy?

Shavings entered lubrication systemWhy?

!No filter on the inlet pipe!























































!!!!Background

!!!!

Current condition

!!!!Goal

!!!!

Root-cause analysis

!!!!

Countermeasures

!!!!

Effect confirmation

!!!!

Follow-up actions

Problem-solving A3 reportDateReport Theme

Plan Do

CheckAct























































!!!!Background

!!!!

Current condition

!!!!Proposal

!!!!

Analysis/evaluation of alternatives

Report Theme

!!!!

Plan details

!!!!

Unresolved issues (optional)

!!!!

Implementation schedule

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Proposal A3 reportDate

Plan Do

CheckAct























































!!!!Background

!!!!

Current condition

!!!!Proposal

!!!!


Report Theme

!!!!

Plan details

!!!!


!!!!



Plan Do

CheckAct























































!!!!

Plan details

!!!!Proposal

!!!!Background

!!!!

Current condition

!!!!


Report Theme

!!!!


!!!!


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Plan Do

CheckAct























































!!!!Background

!!!!

Current condition

Theme

!!!!

Results

!!!!

Remaining Issues/Action Items

Status review A3 reportDate

Plan Do

CheckAct























































Comparison of different A3’s

Focus Problem solving Proposal writing Project status review

Thematic content or focusImprovements related to quality, cost, delivery, safety, productivity, and so on

Policies, decisions, or projects with significant investment or implementation

Summary of changes and results as an outcome of either problem solving or proposal implementation

Tenure of person conducting the work Novice but continuing throughout career Experienced personnel; managers Both novice and more experienced managers

AnalysisStrong root-cause emphasis; quantitive/analytical

Improvement based on considering current state; mix of quantitative and qualitative

Less analysis and more focus on verification of hypothesis and action items

PDCA cycleDocuments full PDCA cycle involved in making and improvement and verifying the result

Heavy focus on the Plan step, with Check and Act steps embedded in the implementation plan

Heavy focus on the Check and Act steps, including confirmation of results and follow-up to complete the learning loop

Plan Do

CheckAct

Plan Do

CheckAct

Plan Do

CheckAct






















































HandsOnAgile A3thinking 20130528 20160426aComparison of different A3’s Focus Problem solving...

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