Solving problems in A3 format. Hoshin planning is a logical continuation of management by objectives Problem solving in A3 format

In my previous blog, I wrote that I used two tools to reduce the number of security incidents: lean manufacturing, but he didn’t say which ones.
So, the name of these two tools is A3 Thinking and Risk assessment.
A3 Thinking is used to solve an existing problem, in our case after the incident has occurred.
Risk assessment, on the contrary, is used to minimize and eliminate existing hazards and risks during work, which may subsequently lead to incidents. Risk assessments are carried out at every workplace without exception.

01. A3 Thinking and Risk assessment.

Today we will look at one of these two tools, the original name of which is A3 Thinking.
"A3 Thinking" is positioned as a problem-solving tool, which is based on an algorithm of actions according to the well-known PDCA (Plan-Do-Check-Act) cycle. In Russia, this tool is better known as the A3 report.
The A3 report is considered a universal, uncomplicated and effective tool that is used in solving problems.
The document was developed on an A3 sheet, hence the name. First of all, this format was chosen in order to limit oneself to one sheet of paper when solving problems, to express one’s thoughts more clearly and concisely, and not to create a bunch of documents. This report gives us the opportunity to understand the problem before we begin to solve it. Again, this format allows you to collect all the information about the problem on one sheet, which facilitates visualization and further familiarization of staff. Ordinary standard form report A3 contains the following information:
- description of the problem or event;
- place of the event;
- immediate restraining actions to eliminate deviations;
- analysis of causes;
- action plan;
- corrective actions;
- confirmation/standardization.

02. Structure of the A3 report

The left part of the report contains information about the problem, the right part - its solution and our further actions to standardize, develop and eliminate repetitions.

03.PDCA

Do you use the A3 report in your work?
If not yet, I recommend that you study and implement this effective problem-solving tool.
In the next blog I will talk about the tool - Risk Assessment.

A3 report (A3 format report) is a tool for visually displaying information. The report was first used at Toyota as a problem solving tool. The task was to fit all the necessary information about the analysis and solution of the problem on one side of an A3 sheet (11x17 inches). This sheet size was chosen because it was the largest sheet of paper that could be faxed. The format of the report turned out to be successful; its conciseness and, at the same time, information richness and clarity fully satisfied the requirements of managers. The Company is convinced that more can be expressed in less. The report became widespread and began to be used for various purposes:

to present, analyze and solve a problem;
business process descriptions;
presentation of the budget, plan;
project presentations, work of kaizen groups, quality circles, etc.

Report A3 embodies Toyota's decision-making process, which is based on the PDCA cycle. That is, what is important in a report is not the format itself, but the sequence, the logic of compilation and reading. The relationship between report sections and cycle stages is shown in Diagram 1.

Scheme 1. PDCA cycle in A3 report

The report is created along with the work it describes. And therefore, work on the report is long and painstaking. Typically, the report undergoes many changes, the purpose of which is to leave only the most important and visual information in the report. The entire report is aimed at decision makers - company managers, business owners, members of a special committee.

The AZ report is fundamentally different from other conventional paper reports and memos. The AZ report involves discussion, reflection, shows what was done and how. An official memo or report in the classical sense is usually created for one purpose - to obtain the status “Approved” and the signature of the manager, and then go to the folder and archive. In addition, the A3 report size limit allows you to be sure that the author has left only the most important information.

A3 report for lean events at Sberbank

Report A3 at one of the window companies.

Council of foremen - why is such an organization even necessary? Practice shows that participants in such meetings have the opportunity to discuss pressing problems, including with plant managers and specialists, to share experiences, and this is only a small part of all the functions that the council is vested with.

Summing up the results for the quarter, practical training, and sharing experiences were the main topics of the council of foremen, which was held on April 21 at our enterprise.

Acting Deputy Head of Mechanical Assembly Production Evgeniy Ovchinnikov spoke about the work to maintain and promote the “A3 format” program in his department:

- In A3 format, the issues of the existing problem, its current state and methods of solution are considered, indicating the deadlines and persons responsible for implementation. Everything is very simple - a minimum of formalities, a maximum of objectivity.

The A3 format includes the simplest things that may not be included in innovation or investment proposals, but can be very useful in the workplace. In our workshop we use this method to solve the problem. We hold meetings collectively, discuss existing problems, and work out all possible solutions. And we manage to find the causes and eliminate their further occurrence.

This process needs to be implemented in production, it helps employees listen to each other, offer their ideas, which in general improves our work.

It is worth noting that almost all the foremen present already have knowledge and skills in designing the A3 format. Using this program helps to detect and solve emerging problems in production process, therefore, if necessary, it should be used in departments.

But the practical lesson was on the topic “Managing Emotions.” Emotions accompany us everywhere. However, not everyone knows how to manage them, to restrain both positive and negative outbursts. This training has become very useful for foremen - line managers, since due to their line of work they constantly have to work with people. HR specialist Svetlana Mikhalitsina told those present how they can manage their own emotions and demonstrated this skill. And a practical lesson, the participants of which were the foremen of the mechanical assembly shop: Alexander Ponomarev, Evgenia Kamasheva, Kirill Bangert, helped to consolidate the studied material.

Such trainings not only teach you how to control your emotional state at work and in life, be more tolerant, and minimize negativity, but also help you unite as one team. Practical training is one of the best ways acquire such a skill. And remember: emotion is the main strength of a person!

At the end of the meeting, the interim results of the competition between the teams for the first quarter of this year were summed up. As a result, Svetlana Utkina, the foreman of workshop No. 4, is the leader among the main production workshops, and Sergei Sidorov, the boiler room foreman, is the leader among the auxiliary workshops.

The next meeting will take place on May 26. It is planned that council members will discuss topics on the submission and implementation of kaizen proposals and conduct training on the topic “Developing self-confidence”; leading specialists of the enterprise are also scheduled to speak.

V. Shiyan

ON A NOTE

The A3 format was created by Toyota Motor Corporation in the 60s and was named after the size of the paper. The company used it to develop its famous Toyota Production System (TPS). Subsequently, this method turned into a standard algorithm for solving emerging problems, submitting proposals, planning and evaluating the progress of the process. A3 format is included in the standard control set of the largest industrial enterprises world level.

This post will illustrate two tools that Toyota actively uses in its daily problem solving process: Kaizen and A3. I would like to immediately draw the reader’s attention to the fact that we will be talking specifically about applied tools (reports or formats in which employees solve problems), and not about the philosophy of continuous process improvement or the lean manufacturing methodology in general.

You can find out what the Kaizen Blitz report is in the section > >. Also on our website you can find several examples of A3 reports. To do this, look at the section > >. The corresponding reporting forms and training materials are also available to you. Use the search to find them if necessary.

So, let's start with a report completed by one of the participants in the Elimination of Wastes training:

As a result of the redistribution of work responsibilities, it was possible to increase labor productivity by 50%, reduce the processing time of a part by almost 40% and significantly reduce costs (or rather, increase profits).

Who can argue that this project does not deserve attention and praise?

In terms of the results obtained, this is a significant improvement. “Movement for the better” or “kaizen”, as the Japanese would say. But is the last slide of the report really a Kaizen blitz project?

If you look only at the last slide, you won’t understand:

problem (how do we know that order fulfillment times directly depend on the movement of operators to distribution points?);
measures taken (why do we call the use of additional resource of distributors an improvement?);
results (where does 50% of productivity come from?).

It is quite obvious that without the information that the project leader has presented on the previous slides, the report is meaningless. What to do?

You can use the report “as is”: 4 slides (not a shame for a good kaizen), but employees will be able to scroll through the entire report. You can use only the last slide, hoping that interested employees will find the project leader themselves and ask about the details of interest...

Toyota practices one-page formats without relying on employees to flip through reports or seek out colleagues to ask questions. If the information does not fit on A4, then why not take A3?

Here is an example of one of the A3 projects that you can find on our website:

As you can see, there was enough space for a description of the problem, an explanation of the current situation, an analysis, and a detailed explanation of the calculation of the economic effect.

As one of my colleagues said: I started Kaizen, there wasn’t enough space - you open A3 and continue... There wasn’t enough space? Well then continue in DMAIC format)))

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General information about A3 format

Format dimensions 420 x 297. The format is used for drawings of building products, structures, various diagrams, plans, sections, etc. The format is convenient to print, because... A3 sheets are sold in packs and there is no need to use rolls. No cutting of sheets is required. It is quite convenient to stitch into albums and folders, as well as use a project from sheets of this format. It is possible to copy and scan A3 format on a copier and scanner of the appropriate format, which does not cause difficulties, because Such equipment is quite widespread.

A3 storage

Storage of A3 format is carried out in accordance with GOST 2.501-2013.

D.1 Sheets of drawings of all formats should be folded first along lines perpendicular (longitudinal) to the main inscription, and then along lines parallel (transverse) to the main inscription.

D.2 Sheets of drawings after folding must have a main inscription on the front side of the folded sheet.

D.3 Sheets of drawings are folded in the sequence indicated in tables D.1 and D.2, with numbers on the fold lines.

D.4 The following types of folding are established:

— in folders in accordance with Table D.1;

- for direct stitching - in accordance with table D.2.