This document provides an overview of the A3 problem-solving methodology. It discusses the key components of an A3 report including the plan, current condition, target condition, root cause analysis, countermeasures/implementation plan, effect confirmation, and follow-up actions. It also covers how to use A3 reports to develop organizational capabilities through coaching, mentoring, and leadership development. Some common pitfalls and success factors for effective A3 problem-solving are also outlined.
5. Common Components of the A3 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
6. Common Components of the A3 Report
Plan
Theme: “What is our area of focus?”
Background
Do, Check, Act
Owner: Person accountable for results.
Countermeasures / Implementation Plan
• Problem statement
• What?
• Context - why is this a problem?
• Who?
• When?
Current Condition
• Where? (if relevant)
• Diagram of current situation or process
• What about it is not ideal?
• Extent of the problem (metrics)
Target Condition / Measurable Objectives
• Diagram of desired state
• Measurable targets – how will we know that
the improvement has been successful?
Effect Confirmation
• What measurable results did the solution
achieve (or will be measured to verify
effectiveness)?
• Who’s responsible for ongoing
measurement?
Follow-up Actions
Root Cause & Gap Analysis
• Graphical depiction of the most likely direct
(root) causes
• Where else in the organization can this
solution be applied?
• How will the improved state be standardized
and communicated?
14. Common Components of the A3 Report
Plan
Do, Check, Act
Theme: “What is our area of focus?”
Background
Owner: Person accountable for results.
Countermeasures / Implementation Plan
• Problem statement
• What?
• Context - why is this a problem?
• Who?
• When?
Current Condition
• Where? (if relevant)
• Diagram of current situation or process
• What about it is not ideal?
• Extent of the problem (metrics)
Target Condition / Measurable Objectives
• Diagram of desired state
• Measurable targets – how will we know that
the improvement has been successful?
Effect Confirmation
• What measurable results did the solution
achieve (or will be measured to verify
effectiveness)?
• Who’s responsible for ongoing
measurement?
Follow-up Actions
Root Cause & Gap Analysis
• Graphical depiction of the most likely direct
(root) causes
• Where else in the organization can this
solution be applied?
• How will the improved state be standardized
and communicated?
16. Common Components of the A3 Report
Plan
Theme: “What is our area of focus?”
Background
Do, Check, Act
Owner: Person accountable for results.
Countermeasures / Implementation Plan
• Problem statement
• What?
• Context - why is this a problem?
• Who?
• When?
Current Condition
• Where? (if relevant)
• Diagram of current situation or process
• What about it is not ideal?
• Extent of the problem (metrics)
Target Condition / Measurable Objectives
• Diagram of desired state
• Measurable targets – how will we know that
the improvement has been successful?
Effect Confirmation
• What measurable results did the solution
achieve (or will be measured to verify
effectiveness)?
• Who’s responsible for ongoing
measurement?
Follow-up Actions
Root Cause & Gap Analysis
• Graphical depiction of the most likely direct
(root) causes
• Where else in the organization can this
solution be applied?
• How will the improved state be standardized
and communicated?
28. Coaching vs. Mentoring
Coach
Mentor
Purpose
Growth/development; helping people realize their potential,
while also generating results
Role
Teacher/consultant; learning/thinking partner
Relationship Built on respect and trust; supportive in nature
Process
Drawing out knowledge that
resides within coachee
Sharing knowledge that
resides within mentor
Questioning; coach engages Telling; Mentor shares
in inquiry to guide the
expertise, offering answers
coachee
and solutions
Focus
Primary: Developing strong
problem-solvers
Secondary: Assuring the
problem is thoroughly
dissected and solved
Primary: Assuring the
problem is thoroughly
dissected and solved
Secondary: Developing
strong problem-solvers
30. Types of Coaching
Owner’s Problem-Solving
Skill Level
Focus During Session
What to Ask / Do
Problem-solving is spot on.
Coaching
Goal: “Thought
partners”
“How’s it going?”
“What’s working well?”
“What’s not?”
“What have you learned?”
“What’s been most
surprising?”
“What are you doing next?”
“Do you need any help?”
Problem-solving is off course
and needs correction.
Coaching & Mentoring
Goal: Get person back
on track
Probe using Socratic
questioning. Focus on one
or two areas of the A3.
Problem-solving is on track
so far, but owner’s having
difficulty taking next steps.
Coaching & Mentoring
Goal: Build confidence;
remove obstacles;
create an action plan
Use Socratic questioning to
help person realize his/her
strengths & grow
competencies; provide
mentoring for knowledge
transfer (e.g. specific tools).