Should be closely aligned with organizational goals to avoid spending limited time and resources on trivial issues.Articulating the right theme will force you to focus on the right problem.Report Plan Do, Check, Act Theme: _ Owner: _ Background Countermeasures / Implementation Plan Current Condition Effect Confirmation Target Condition / Measurable Objectives Follow-up Actions Root Cause & Gap Analysis Report Plan Theme: _ Background Do, Check, Act Owner: _ Countermeasures / Implementation Plan Current Condition Effect Confirmation Target Condition / Measurable Objectives Follow-up Actions Root Cause & Gap Analysis Adjust as needed © 2011 Karen Martin & Associates 11 Measure results Check – Did the hypothesis prove out? Act 7. Test solutions – Confirm hypothesis Do 5. Consider potential solutions – Hypothesize 4. Explore the problem – What’s the true root cause? 3. Results & take appropriate action Develop hypothesis & design experiment Act Do Check © 2011 Karen Martin & Associates Measure results Conduct experiment Develops deep organizational capabilities.Transparency re: problems spawns a commitment to action.Fairness and accountability replace blame and deceit.Ownership role reduces risk of “it’s everything else’s problem.” © 2011 Karen Martin & Associates 8.Thorough root cause analyses reduce the risk of “band-aid” solutions.Forces a holistic/comprehensive view of the problem and solutions requires collaborative problem-solving.© 2011 Karen Martin & Associates 7Ĭreates consistency in how the organization goes about solving problems. – Beware of using “templates.” – Serve the iterative nature of the problem-solving process. Neither the format nor the specific sections are set in stone.Highly visual – graphics, charts, maps, drawings, etc.A “living document” that reflects the iterative nature of problem-solving and enables organizational learning.© 2011 Karen Martin & Associates 5Ĭoncise “story board” that reflects the problem solver’s discoveries and thought process along the way. International designation for 11 x 17” paper.A structured method for applying the PDCA (plan-do-check-act) approach to problemsolving.Albert Einstein © 2011 Karen Martin & Associates 4Ĭore of Toyota’s renowned management system. It takes a different kind of thinking to solve a problem than the kind of thinking that produced the problem. – Where the A3 fits into the Lean toolbox. How the A3 process shifts culture & develops the workforce.
The A3 Report – purpose & common components. Learn: – – – – – The fundamentals of A3 problem-solving.
UCSD Class: A3 Management and Root Cause Analysis
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