#a3 thinking

The applications of A3 thinking is often used in lean manufacturing industries. In this case, A3 involves a way of thinking instead of a written report. Toyota, which is one of the successful car manufacturers worldwide, attributes most of their achievements to this highly disciplined approach for problem solving. This approach is referred to as A3 thinking because of the size paper that is used to record the information during the problem solving project.

  A3 Thinking: Approach to Solve Problems in Lean Industries

With help of lean concepts, identifying problems and improving processes is often straightforward. However, there are always some difficulties when it comes to problem solving. Why?

In most working environments, including non-manufacturing and manufacturing, the problem is not really obvious. Besides that, there are often several root causes and no common method for problem solving. Quite often, these problems are caused by the employees, lack of information, politics, communication and more.

      Basically, the A3 thinking (and A3 Report)approach will highlight the problem to implement a resolution. Manufacturers generally use this approach to improve productivity, quality and safety. This way of thinking is focused on four main areas: planning, doing, checking and action. Find out more below:

1. Planning: This first step requires participants to come up with a theme for the particular problem, which could be to improve line operations, minimize defects or increase production. When everyone understands the background of their problem, it will be easier to identify the theme. It would also help if the participants are able to identify how the problem exists; how it impacts the company and the cost. A good way to plan a course of action to resolve the problem is to use data such as root cause analysis and key performance indicators.

2. Doing: After completing the planning process, it’s now time to concentrate on doing. This involves things like brainstorming and examining different solutions, communicating and developing ideas for implementation and eventually carrying out a plan.

3. Checking: This will require measurements that will help to monitor the progress. This monitoring stage is very important, because it will also give some flexibility to change or modify the plans for implementation if the measurement showed that the initial ones are ineffective.

4. Action: After completing the improvement plans, developing the plan to be executed through doing and the results are monitored, then it’s time to take action. This stage requires participants to evaluate the results to decide on the actions that will achieve the desired goal or prevent a reoccurrence.