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: âWhat is our area of focus?â
Background
Do, Check, Act
Owner: Person accountable for results.
Countermeasures / Implementation Plan
âą Problem statement
âą What?
âą Context - why is this a problem?
âą Who?
âą When?
Current Condition
âą Where? (if relevant)
âą Diagram of current situation or process
âą What about it is not ideal?
âą Extent of the problem (metrics)
Target Condition / Measurable Objectives
âą Diagram of desired state
âą Measurable targets â how will we know that
the improvement has been successful?
Effect Confirmation
âą What measurable results did the solution
achieve (or will be measured to verify
effectiveness)?
âą Whoâs responsible for ongoing
measurement?
Follow-up Actions
Root Cause & Gap Analysis
âą Graphical depiction of the most likely direct
(root) causes
âą Where else in the organization can this
solution be applied?
âą How will the improved state be standardized
and communicated?
14. Common Components of the A3 Report
Plan
Do, Check, Act
Theme: âWhat is our area of focus?â
Background
Owner: Person accountable for results.
Countermeasures / Implementation Plan
âą Problem statement
âą What?
âą Context - why is this a problem?
âą Who?
âą When?
Current Condition
âą Where? (if relevant)
âą Diagram of current situation or process
âą What about it is not ideal?
âą Extent of the problem (metrics)
Target Condition / Measurable Objectives
âą Diagram of desired state
âą Measurable targets â how will we know that
the improvement has been successful?
Effect Confirmation
âą What measurable results did the solution
achieve (or will be measured to verify
effectiveness)?
âą Whoâs responsible for ongoing
measurement?
Follow-up Actions
Root Cause & Gap Analysis
âą Graphical depiction of the most likely direct
(root) causes
âą Where else in the organization can this
solution be applied?
âą How will the improved state be standardized
and communicated?
16. Common Components of the A3 Report
Plan
Theme: âWhat is our area of focus?â
Background
Do, Check, Act
Owner: Person accountable for results.
Countermeasures / Implementation Plan
âą Problem statement
âą What?
âą Context - why is this a problem?
âą Who?
âą When?
Current Condition
âą Where? (if relevant)
âą Diagram of current situation or process
âą What about it is not ideal?
âą Extent of the problem (metrics)
Target Condition / Measurable Objectives
âą Diagram of desired state
âą Measurable targets â how will we know that
the improvement has been successful?
Effect Confirmation
âą What measurable results did the solution
achieve (or will be measured to verify
effectiveness)?
âą Whoâs responsible for ongoing
measurement?
Follow-up Actions
Root Cause & Gap Analysis
âą Graphical depiction of the most likely direct
(root) causes
âą Where else in the organization can this
solution be applied?
âą 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
Ownerâs Problem-Solving
Skill Level
Focus During Session
What to Ask / Do
Problem-solving is spot on.
Coaching
Goal: âThought
partnersâ
âHowâs it going?â
âWhatâs working well?â
âWhatâs not?â
âWhat have you learned?â
âWhatâs been most
surprising?â
âWhat are you doing next?â
âDo you need any help?â
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 ownerâs 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).