By Sherif Attar
In a world of ever-changing ambiguity and uncertainty, executives have to face two challenges: excellent performance and people development. Where many managers think those endeavours are “competing”, this author believes they are “completing”. GET DOWN TO BUSINESS argues.
Adapted from Toolshero
Most organisations are perfectly capable of solving problems. However, realising a structured problem solving approach is often much more difficult.
Car giant Toyota has included the ability to continuously carry out improvements in operational performance in a structured process. This is called the A3 Lean Thinking Process.
Toyota describes problem identifications in a 10 step plan in which co-operation and personal development of employees is promoted. The name of the A3 Thinking Process is derived from this paper format.
Why A3 Lean?
Problems within an organisation are often addressed superficially. The deeper, underlying causes of the problem are not always considered, allowing repetition to lie in wait. The same problems will resurface with the result that operational performance does not improve. The A3 Thinking process helps to arrive at a joint and detailed problem resolution. Underlying causes are thus eliminated.
A3 Lean steps:
The A3 Lean template can be applied in almost any problem situation provided the steps followed in the process:
Step 0. Identify a problem or need
The problem is acknowledged and identified by the team members of the A3 Lean template. This is also known as a problem statement.
Example: Structural late deliveries to customers.
Step 1. Understand current position
It is important to determine the extent of the problem.
Example: What percentage of the deliveries are late?
Step 2. Target
By drawing up countermeasures a new target will be formulated. The A3 Thinking team will specifically describe the expected improvements: desired state.
Example: Because of the new form of communication, the status of the delivery will be clear to the customer and the company.
Step 3. Root Cause Analysis
By finding out the causes of the problems, measures can be taken. The main causes are identified by the ‘why’ questions via a Root Cause Analysis.
Example: Why are deliveries late? Why this percentage? Why are customers not informed?
Step 4. Countermeasures
Structural changes are made in the work processes so the work can become more efficient.
Example: the analysis in Step 2 has appointed ‘Poor communication to customers’ as the main cause. A countermeasure could be that Stock Control maintains contacts with both the suppliers and the customers on a daily basis.
Step 5. Implementation plan
To achieve the goal, a workable implementation or action plan will be drawn up. This execution plan consists of an action list, responsible participants and has a time limit. Expenses and resources can also be included.
Example: The number of complaints must be decreased by 70 per cent within three months.
Step 6. Follow-up plan
The follow-up plan checks whether the changes and adjustments will actually yield the best results.
Example: by carrying out spot checks, it will become clear whether the deliveries have improved.
Step 7. Involve affected parties
Discuss the plans with all the affected parties. Without a consensus, the plan is doomed to fail. By discussing the advantages and disadvantages of the plan with several parties, the plans can be refined.
Step 8. Approval
The A3 Lean template process team must obtain approval from an authority within the organisation.
Step 9. Implementation
Through regular meetings, the A3 Lean template team can map out the steps of the execution, tasks, actions and deadlines.
Step 10. Evaluation
Evaluation determines whether the final results have been achieved. When there are deviating results, it is important to find out what could have caused these deviations. Subsequently, changes and/or adaptations will have to take place in the process, so that the goal will still be achieved.
A3 Lean template : the Cycle
Based on the evaluation, another problem can be identified, as a result of which the whole cycle of the A3 Thinking Process begins again. Steps 0 up to 6 will be included in the A3 report. By documenting this part of the A3 Thinking Process, the people involved will have a better understanding of the working method and the problem analysis and problem resolution will have more structure.
Thus, repetition is reduced.
For questions or suggestions, please send your comments.
Sherif Attar, an independent management consultant/trainer and organisation development authority, delivers seminars in the US, Europe, Middle East and the Far East.
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