{"id":11970,"date":"2021-02-11T00:00:00","date_gmt":"2021-02-11T05:00:00","guid":{"rendered":"https:\/\/lei.flywheelsites.com\/the-lean-post\/articles\/why-a3-thinking-is-the-ideal-problem-solving-method\/"},"modified":"2023-10-16T10:37:26","modified_gmt":"2023-10-16T14:37:26","slug":"why-a3-thinking-is-the-ideal-problem-solving-method","status":"publish","type":"post","link":"https:\/\/www.lean.org\/the-lean-post\/articles\/why-a3-thinking-is-the-ideal-problem-solving-method\/","title":{"rendered":"Why A3 Thinking is the Ideal Problem-Solving Method"},"content":{"rendered":"\n

It is human nature to see or hear about something we call a \u201cproblem\u201d and think right past the situation to a solution. <\/span>Jumping to conclusions<\/span> causes us to miss <\/span>critical information that we need to <\/span>pinpoint the <\/span>problem<\/span>. <\/span>When <\/span>we <\/span>assume<\/span> that we know what\u2019s going on with whatever <\/span>we think is a problem situation, we often don\u2019t <\/span>\u201c<\/span>go <\/span>see<\/span>\u201d<\/span> what<\/span>,<\/span> specifically<\/span>,<\/span> is not working as it should.<\/span> <\/span><\/p>\n\n\n\n

Why does this matter? Not looking to <\/span>precisely <\/span>see <\/span>what is not <\/span>working as expected in a situation we are concerned about\u2014be it process, procedure, policy, or system\u2014<\/span>reduces<\/span> our chances of effectively changing the condition we want to eliminate. In a work situation<\/span>,<\/span> the conditions or events that we describe as problems <\/span>— <\/span>including <\/span>missed<\/span> deliveries and deadlines or information, rework, defects, errors, cost overruns, poor coordination, frustrated and resentful employees<\/span> — <\/span>result <\/span>when<\/span> something happen<\/span>s<\/span> (or <\/span>does <\/span>not happen<\/span>) <\/span>when we\u2019re doing <\/span>the work<\/span>.<\/span> If we don\u2019t stop to figure out what part of the operation is under<\/span>performing, we have little chance of changing the specific things that are creating the performance gap.<\/span> <\/span><\/p>\n\n\n\n

\n

It is a simple fact: you can\u2019t improve results until you identify and change what is not working as planned.<\/p>\n<\/blockquote>\n\n\n\n

It is a simple fact: you can\u2019t improve results until you identify and change what is not working as planned.<\/span> Therefore, to address a work-related problem, you first have to recognize that what you are concerned about does not exist in isolation. Th<\/span>at<\/span> is <\/span>what <\/span>mak<\/span>es A3 thinking<\/span> the ideal problem-solving method. The approach is <\/span>a<\/span> practical<\/span> and powerful<\/span> way to identify with precision the problem you must solve<\/span>.<\/span> <\/span><\/p>\n\n\n\n

Understanding How to Approach A3 Problem<\/span><\/strong>–<\/span><\/strong>Solving<\/span><\/strong> <\/span><\/h4>\n\n\n\n

The first challenge in A3 problem<\/span>–<\/span>solving is to grasp the performance situation in which the unwanted condition exists<\/span>, which <\/span>usually means answering some key questions:<\/span> <\/span><\/p>\n\n\n\n

    \n
  • How is what I am concerned about related to needed performance?<\/span><\/li>\n\n\n\n
  • Why does this issue in performance matter?<\/span><\/li>\n\n\n\n
  • What performance results are we currently getting in the situation?<\/span><\/li>\n\n\n\n
  • What performance results do we think we should be getting?<\/span><\/li>\n\n\n\n
  • What part of the work system is not performing as we expect?<\/span><\/li>\n<\/ul>\n\n\n\n

    Answering these <\/span>questi<\/span>ons <\/span>depends on realizing that whatever we call a problem is part of a <\/span>work process created to produce <\/span><\/em>specific <\/span><\/em>results <\/span><\/em>that it <\/span>can<\/span>not <\/span>currently <\/span>deliver<\/span>,<\/span> bring<\/span>ing<\/span> us back to understanding the real problem<\/span>.<\/span> <\/span><\/p>\n\n\n\n

    What seems to <\/span>you <\/span><\/em>to be a problem may not necessarily be a problem <\/span>the way<\/span> A3 think<\/span>ing defines <\/span>a problem<\/span>.<\/span> And what is a problem to <\/span>you <\/span><\/em>may not seem <\/span>to be <\/span>a problem to others. Fortunately, if you can show something is a problem in A3 problem<\/span>–<\/span>solving thinking, there\u2019s a good chance it will look like a problem to others in your company or operation.<\/span> <\/span><\/p>\n\n\n\n

    In A3 problem<\/span>–<\/span>solving, a problem <\/span>mu<\/span>st <\/span>meet two requirements to \u201cqualify\u201d as a problem:<\/span> <\/span><\/p>\n\n\n\n

      \n
    1. It must be an issue of performance in the workplace. The greatest concern for a business is <\/span>the <\/span>performance in deliver<\/span>ing<\/span> a product or service to a customer as planned. Continued operation as a business depends on achieving the intended results to survive and thrive. A problem needing attention is one that indicates that <\/span>it <\/span>is not happening in some way.<\/span> <\/span><\/li>\n\n\n\n
    2. It must be defined as a clear gap (ideally measurable) between a specific work condition or event and an agreed<\/span>–<\/span>to performance expectation or goal. These established expectations are usually described in the form of a standard, specification, procedure, process, target, policy<\/span>,<\/span> or system. Demonstrating that a performance problem exists depends on bringing a precise picture of what is or is not happening into comparison with an accepted description (ideally documented) for what should be happening in the situation.<\/span> <\/span><\/li>\n<\/ol>\n\n\n\n
      \"The<\/figure>\n\n\n\n

      <\/span><\/p>\n\n\n\n

      Sounds relatively easy, but in my 30 years of experience, the hardest part of the problem<\/span>–<\/span>solving process is saying precisely (ideally visually) what problem you are trying to solve. The challenge is to bring together the facts (and data!) to <\/span>complete <\/span>the problem statement \u201cequation\u201d \u2013 the <\/span>current <\/span><\/em>performance <\/span><\/em>level <\/span><\/em>compared to expected performance equals a gap or problem the operation or business needs to <\/span><\/em>address.<\/span><\/em> <\/span><\/p>\n\n\n\n

      Getting Clear <\/span><\/strong> <\/span><\/h4>\n\n\n\n

      Let\u2019s take a closer look at why we often struggle to meet the two requirements in the \u201cstandard\u201d for an A3 problem statement. Why is it difficult to demonstrate in performance terms that a clear <\/span>gap between what is happening and what <\/span>should <\/span><\/em>be happening exist in a work situation? Let\u2019s look at an example showing how we often describe problems versus how they could be described (for easier problem-solving).<\/span><\/p>\n\n\n\n

      In touring a worksite once<\/span>,<\/span> I noticed a completed fishbone diagram with this problem description in the fish\u2019s head: \u201cInaccurate Weekly Work Plans.\u201d I assume everyone in the brainstorming session knew what that meant. <\/span>The diagram listed <\/span>at least a <\/span>dozen causes<\/span>, and the team had planned a similar number of <\/span>corrective actions<\/span>. But, with such a non-specific problem statement, the team was taking a shotgun approach to improvement and hoping that by shooting at every possibility<\/span>,<\/span> they would hit the real reasons that the work plans were inaccurate.<\/span> <\/span><\/p>\n\n\n\n

      A PDCA\/A3 problem<\/span>–<\/span>solving approach to that problem situation would be to ask, \u201cExactly what\u2019s wrong about the work plans we are creating currently?\u201d That would require asking, \u201cWhat do we know about what needs to be in an accurate and complete work plan? And how is it supposed to be created?\u201d<\/span> <\/span><\/p>\n\n\n\n

      \n

      If you want to improve the work plans, you need to know how they are different from what they are supposed to be.<\/span><\/p>\n<\/blockquote>\n\n\n\n

      The answers to those questions bring us to the fundamentals of lean\/A3 thinking.<\/span> If you want to improve the work plans, you need to know how they are different from what they are supposed to be. <\/span>Then you look at the <\/span>process <\/span><\/em>that produced the work plans and ask what is happening (or not happening) in <\/span>how<\/span> the process is being performed that created them. With some digging into the facts of what was happening (<\/span>the \u201cdirty details<\/span>\u201d<\/span>)<\/span>,<\/span> you <\/span>might<\/span> write a problem <\/span>statement <\/span>like<\/span> the following:<\/span> <\/span><\/p>\n\n\n\n

      I was not working with that team<\/span>,<\/span> so I don\u2019t know what happened next<\/span>. Still,<\/span> I am confident that the team could learn <\/span>what the <\/span>exact <\/span>discrepancies are. <\/span>S<\/span>eeing those errors and missing points <\/span>led them to describe the problem as \u201cInaccurate Weekly Work Plans\u201d in the first place. In A3 problem-solving, it is essential to know what those specific discrepancies from the standard are because you need to be able to track them back to the places in the process where the mistakes were made.<\/span> <\/span><\/p>\n\n\n\n

      \n

      41% of weekly work plans created by Production Team 4 are repeatedly inaccurate or incomplete in 7 critical ways. Those 7 discrepancies from the standard for work plans are: 1, 2, 3, 4, 5, 6, 7\u2026 <\/span><\/p>\n<\/blockquote>\n\n\n\n

      This example demonstrates, ironically, one of the problems created by a poorly stated problem. The team likely created a lot of extra work (maybe even wasted work) for themselves because they did not start their problem<\/span><\/span>–<\/span><\/span>solving effort by <\/span><\/span>clear <\/span><\/span>stating<\/span><\/span> what <\/span><\/span>problem<\/span><\/span> they needed to solve. <\/span><\/span> <\/span><\/p>\n\n\n\n

      Why does it matter to share a problem in the form of a problem statement with the help of this clear problem statement \u201cequation?\u201d As so many of us already know, \u201cA problem clearly stated is half solved.\u201d<\/span>\u00a0<\/span><\/span><\/p>\n\n\n\n

      This Post was previously published on LinkedIn by the Lean Transformation Group, where David is a Partner, Performance Improvement Consultant, and Coach.<\/em> <\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

      How A3 Thinking helps you overcome the most challenging yet vital part of problem-solving, according to Lean Coach David Verble.<\/p>\n","protected":false},"author":1,"featured_media":11971,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"7421,4174,11642,9664,3738,6789","_relevanssi_noindex_reason":"","footnotes":""},"categories":[31],"tags":[],"acf":[],"yoast_head":"\nWhy A3 Thinking is the Ideal Problem-Solving Method - Lean Enterprise Institute<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.lean.org\/the-lean-post\/articles\/why-a3-thinking-is-the-ideal-problem-solving-method\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Why A3 Thinking is the Ideal Problem-Solving Method - 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