FEATURE – In this new series, the author taps into LEI Hungary’s experience with lean transformations to highlight the most common mistakes people make when approaching the A3 framework.

Words: Csaba Barhács

Originally published by Lean Enterprise Institute Hungary here

We often say that a lean transformation is the result of our problem-solving exercises and the individual and organizational learning stemming from them. That’s why Lean Enterprise Institute Hungary supports its clients in the resolution of measurable, quantifiable company problems, with the A3 being the most frequently used framework.

After reviewing hundreds of A3s, we have seen a pattern emerge, offering lessons worth that we believe are worth discussing. In this series, therefore, we will examine the most common questions and misconceptions related to the A3 framework.

BITING OFF MORE THAN YOU CAN CHEW

Let’s start with the complexity and scope of the problems we might want to tackle with an A3. During our workshops, we are asked time and again – especially by lean colleagues – how to reduce the lead-time of A3s, which have often been open for more than a year and simply drift endlessly through the system. This has the additional effect of skewing the statistics around a company’s problem-solving activities (this could be the topic of an entire article).

In these cases, we most often find that the A3 owner is trying to restore or further improve a KPI-level indicator on a single A3 sheet. A typical example in manufacturing is improving OEE (Overall Equipment Effectiveness), while in an office environment, it could be the percentage of invoices paid on time.

The problem here is that these are high-level indicators that are influenced by many factors, which quickly leads us to try and solve everything at once. The direct consequence is an endless action plan that, due to shifting priorities, progresses slowly over many months without any breakthroughs, accompanied by dropping enthusiasm from those involved.

SLICE THE ELEPHANT

It's perfectly valid to start dealing with a KPI-level indicator as a primary problem or symptom. However, a KPI is merely a consequence. It's critical to close in on problem and break it down to identify the actual process- or activity-level causes.

In the case of OEE, for example, as a first step, we should select which of its three main components – Performance (P), Availability (A), and Quality (Q) – has the most significant impact on the indicator. But narrowing things down is still high level, making it necessary to go one step further. In the case of Availability, for instance, we should ask ourselves what the biggest problem is and what activity takes up most of our time (whether it is the breakdowns, material shortages, or product changes). We can then gid deeper into these categories, looking for the factors that may have the most significant impact on our process.

GO TO GEMBA

How do we do all this? By going to the gemba, observing the process, and gathering first-hand data.

Remember, an A3 problem-solving exercise has two primary goals:

1. Identify and eliminate the root causes, thereby preventing the problem from recurring.
2. Learn as much as possible about the given process.

Learning happens when the PDCA cycle outlined in an A3 has been completed, meaning that we have executed the planned action(s) targeting the identified root cause and measured whether they had the expected impact. This learning is most effective when PDCA cycles are completed within a short amount of time, ideally between two and six weeks – after which you can launch a new PDCA cycle with a new A3.

Mentors can play a crucial role in seeing through a particularly complex A3, because they can help us highlight when:

1. We are trying to solve a KPI-level discrepancy without breaking down and narrowing the problem.
2. Our definition of the current state is not observation-based but the result of brainstorming or estimates.

CONCLUSION

In summary, these are some of the best A3-related practices that we have observed:

• Break down the KPI-level problem into process-level (PI) and ideally into activity-level (I) problems. The saying "many small things add up" applies to A3s as well.
• Aim for short PDCA cycles to get feedback on your progress as soon as possible.
• Go see and gather first-hand information at the gemba.
• Get a mentor to guide you with the right questions and save you time and energy.
• Finally, keep in mind your and your team's learning process, and don't try to tackle huge problems a single A3 sheet. Things like world peace require other types of efforts!

_THE AUTHOR