A3 problem solving

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Example of worksheet used in "A3 problem solving" methodology. Worksheet size is ISO A3 size

A3 is a structured problem solving and continuous improvement approach, first employed at Toyota
and typically used by lean manufacturing practitioners.[1] It provides a simple and strict approach
systematically leading towards problem solving over structured approaches

The A3 approach is divided into a number of steps which can vary. Most often, eight (8) problem-
solving steps are used.

Some examples of A3 Problem Solving Steps are:

Problem description, Initial Perception (PLAN)

Breakdown of the Problem, Problem Clarification (PLAN)

Mapping out for this step can be driven by a set of questions. For example, the "5 W's (what, where,
when, why, who) and 2H's" (how, how many).

Point of Cause, Setting Target (PLAN)

Containment (PLAN)

Cause and Effect, Ishikawa (PLAN)

Follow Up Action, Corrective Actions (DO)

Effect Confirmation (CHECK)

Share the successfully implemented actions (ACT)

These steps are followed by any Follow Up Actions.

Ishikawa diagrams (also called fishbone diagrams, herringbone diagrams, cause-and-effect diagrams,
or Fishikawa) are causal diagrams created by Kaoru Ishikawa († 1968) that show the causes of a
specific event.[1]

Common uses of the Ishikawa diagram are product design and quality defect prevention to identify
potential factors causing an overall effect. Each cause or reason for imperfection is a source of
variation. Causes are usually grouped into major categories to identify and classify these sources of
variation.

Root causes[edit]
Root-cause analysis is intended to reveal key relationships among various variables, and the possible
causes provide additional insight into process behavior.

The causes emerge by analysis, often through brainstorming sessions, and are grouped into
categories on the main branches off the fishbone. To help structure the approach, the categories are
often selected from one of the common models shown below, but may emerge as something unique
to the application in a specific case.

Each potential cause is traced back to find the root cause, often using the 5 Whys technique.

Typical categories include:

The 5 Ms (used in manufacturing)[edit]

See also: 5M model

Originating with lean manufacturing and the Toyota Production System, the 5 Ms is one of the most
common frameworks for root-cause analysis:[6]

Machine (equipment, technology)

Method (process)

Material (includes raw material, consumables, and information)

Man / mind power (physical or knowledge work, includes: kaizens, suggestions)

Measurement / medium (inspection, environment)

Root cause analysis (RCA) is a method of problem solving used for identifying the root causes of
faults or problems.[1] A factor is considered a root cause if removal thereof from the problem-fault-
sequence prevents the final undesirable outcome from recurring; whereas a causal factor is one that
affects an event's outcome, but is not a root cause. Though removing a causal factor can benefit an
outcome, it does not prevent its recurrence with certainty.

Essentially it is based on four general principles[2][3], extended throughout this article:

Define and describe properly the event or problem ('five whys' technique).

Establish a timeline from normal situation until the final crisis or failure.

Distinguish between root causes and causal factor.

Once implemented (and with constant execution), RCA' is transformed into a method of problem
prediction.

Dear Mr Mishra,

Please find enclosed and hereunder the access plan to TCR offices from Brussels National
Airport (also locally called “Zaventem”).

The meeting (including a test) will start soon after you arrive and will last about 2 hours (no fixed
time).

Kind regards,

Christiane

Route to TCR offices from Brussels National Airport

Go to airport level O

Go to bus company DE LIJN platforms

Take any bus 651, 660, 682 or 686 FREE OF CHARGE

Underway the bus will drive along the massive DHL building (bordered with a yellow stripe)

After the bus stops at the far end of the DHL building, ring the blue bell

The greyish-white TCR building is located right next to the DHL building

In doubt, tell the bus driver you need to get off at TCR, one stop after DHL
If the driver asks for payment tell him you’re getting off within the free BRUCARGO zone.

Cross the street, the entrance of TCR is on the left hand side.

In case of problem, please call 02 752 86 20

Christiane Van Huffelen

Office Assistant

TCR International
Vliegveld 109 (Please note that the name of the street has changed – We are NOT MOVING!)
B-1820 Steenokkerzeel, Belgium

Tel. +32 2 752 86 20

Fax +32 2 751 67 17
E-mail: christiane.vanhuffelen@tcr-group.com
Website: www.tcr-group.com