Change Management Associates

October 2009

Featured Topic

Back to Basics - The A3 Process

Dear Drew,

There is a renewed interest in the Deming cycle "Plan-Do-Check-Act" and the basic quality tools associated. This is due in part to the tremendous interest in "A3's". Unfortunately many people are missing the point of A3 report writing. They see it as strictly a communication device and not as a problem solving, process improvement, and even a management tool. The true benefit to crafting A3's is not in the single page document that tyipcally results (A3 refers to the size of the sheet of paper - approximately 11" x 17"), but in the process of creating it.
A3 writing is about storytelling. The story can be about a problem that is being addressed, a project that is underway (usually to improve performance), even a business strategy (again, usually to address some business performance issue). Do you see a common theme here? Therefore, all A3s relate to Deming's "Plan-Do-Check-Act" improvement cycle.

Like any story, all A3's have the following: a "title", the "author" or "authors", and the timeframe in which the "story" takes place. There is a section for "Plan". This section typically contains a description of the subject (e.g. the problem), background information with supporting data, potential root causes, and possible solutions or countermeasures. There is a "Do" section which includes the actions to be or that were implemented, along with a schedule and status of the effort. The "Check" section includes various measures that will be monitored to verify that the desired results have been achieved. The "Act" section describes the means in which the changes - once proven effective - will become the new standard. As with any story there are "footnotes" that add clarity to any section.

The A3 document can succinctly capture information on previous improvement efforts for future reference. They can be used to communicate improvement efforts to others in an organization, thus sharing knowledge that can be used in other areas. This maximizes the benefits of any improvemnet effort. They can also be used as a management tool, in particular to help managers develop the continuous improvement skills of others.

Managers can use the development of A3s to teach the PDCA process while addressing real problems and issues in the organization. The real goal of a Lean Enterprise is to create a culture of kaizen or continuous improvement, where most all employees come to work looking for ways to improve performance of the processes in which they are involved. A3 development is an effective technique to develop the requisite skills within members of the organization to create such a culture. Managers can guide associates through the PDCA process in a "learn by doing" approach. The various basic quality management tools (e.g. Pareto charts, cause & effect diagrams) can be introduced as necessary. Associates can see the power in the use of these tools by solving real problems.

Managers can use A3's to monitor various improvement efforts that are underway in the organization. A well written A3 should demonstrate that the authors are following the PDCA process, thereby ensuring success. Based on the information provided in the A3, managers can provide appropriate direction as necessary. Perhaps all possible root causes are not being considered. Maybe an effective and comprehensive set of solutions or countermeasures has not been identified. In such cases, the manager can get involved and guide the team accordingly. In this way the role of a manager changes to one of facilitator or mentor.

So, if you or your organization is interested in the A3 process, recognize it for what it really is - a means to develop a culture for continuous improvement. Do not view it as just another "tool".

Upcoming Special Event!

Lean Product and IT Development at Steelcase

Grand Rapids, MI, December 1, 2009

This one-day AME sponsored event will demonstrate lean product development in actual practice. It includes a tour of working development project areas, and an opportunity to meet those involved. Steelcase has been applying lean concepts to development since 2005. Steelcase is a global market leader in the highly competitive office furniture industry. See set-based concurrent engineering, rapid prototyping, and visual management - all in practice during this event. For more information check out www.ame.org.

Upcoming Events

CMA has several events scheduled for Fall 2009

Association for Manufacturing Excellence (AME)

Covington KY

October

19-23

"Journey to Greatness"

60 company presentations, 40 plant tours, 25 workshops, 8 keynote speakers, and more!!

This is the conference to attend for all things lean!

Lean Enterprise Institute (LEI)

Rosemont, IL

Oct. 27-29

San Francisco, CA

Nov. 17-19

"Optimizing Flow in Office & Services", "Policy Deployment", "Lean Healthcare", and more from LEI the not for profit organization of the co-author of "Lean Thinking"!

Be sure to check out our publications:

"The Complete Lean Enterprise" (winner of a 2005 Shingo Prize)

"Value Stream Mapping for Lean Development" (new in 2008!)

Both books are available at www.productivitypress.com