A3 Problem Solving: A Notebook for Continuous Improvement Leaders

This is the perfect tool for leaders to keep their thoughts focused on getting to the root cause of problems and process issues. When opened, this notebook is designed with an A3 Problem Solving format that will walk the user through the Problem Solving process. The notebook folds out to 100 blank A3 Documents for you to work through your processes and problems in a tactile, pen to paper, form. The simplified A3 Document version allows for flexibility to various LEAN and Continuous Improvement tools with its open workspaces. Each A3 includes room for the problem's background, current state and problem statement, root cause analysis, desired state, countermeasures, an implementation plan, and PDCA follow-up. In addition, the bound format of a notebook allows for easy referral to past problems collected and worked to expedite knowledge transfer from one A3 to another. When used during meetings, the notebook assists the C.I. team involved in the A3 focused on one box at a time to improve meeting results. The A3 Notebook improves accountability with W3 implementation plans formatted on the pages. Use the notebook as a meeting discussion template for LEAN Six-Sigma Problem Solving. If you are looking at this notebook, you know doubt already know the benefits of using an A3 Document for problem-solving. It works in business and in life. That said, this notebook is not an A3 trainer. It will not teach you how to use A3 strategies. It is designed, however, to be a LEAN Continuous Improvement Tool for you to use in your own implementation of A3 Problem-Solving. The notebook folds out to 100 blank A3 Documents for you to work through your processes and problems in a tactile, pen to paper, form. The A3 format used within is a simple version that allows each user to use it as a canvas working through a problem to get to root cause and solutions. The A3 areas included in this notebook are: Background: This area should include the details of why a problem exists. It is the reason of why you believe you need to create an A3. Current State: Typically, this area will include observations of work processes, process maps, and quantification of the problem. The area should clearly show the context in which the problem exists. The Current State should allow the A3 Author to create a clear problem statement. Goal/Target/Desired State: Articulated here is the vision of what good looks like, how achieved success goals would benefit the organization, and/or what the ideal situation would be. Cause Analysis: This section should identify the root cause of the problem to prevent reoccurrences. Fishbone Exercises, Known Fact Maps, and 5 Why’s are commonly used here. Proposed Countermeasures: List here the countermeasure ideas that would address the root cause identified in the Cause Analysis. Each should cause a change in what current state is. Consider risks and stakeholders to understand greatest impact. Implementation Plan: List the top actionable countermeasures and assign an owner and when they should be ready to check in with outcomes. Follow-up / Check & Adjust Plan: This critical area of PDCA should be scheduled when you design your Implementation Plan. Include countermeasure successes and failures and create actions that sustain or adjust the action items within the countermeasures.