By Jon Miller | Post Date: March 3, 2009 6:04 PM | Comments: 5
Jim had a good point in his comment:
A3 thinking may be just another case of old wine in new bottles. It is probably accurate to say that there is no part of the lean management system or TPS that is not at least 25 years old, and 80% of it is well over 50 years old. As part of the Toyota Production System it is problem solving structured around the PDCA cycle, one-page summaries and teacher-student dialogue. Quality improvement and planning tools such as 5 why, the Ishikawa diagram, the Pareto chart, the Gantt chart etc. are liberally used within A3 documentation also.
If A3 thinking had come from a less successful automotive company than Toyota, it would probably not be famous. There are books in Japan on the importance of saying "good morning" and greeting people by name when coming in to work each day, demonstrating the measurable impact on morale (absenteeism), quality and productivity. This sort of uncommonly practiced common sense doesn't meet the light of day until a successful company that has been in the news, or an iconoclastic CEO promotes it as the "latest thing". That it takes an exceptional case to return us to common sense is unfortunate, but we can be grateful when these good ideas to come to light and are shared.
What's the excitement all about? It's good to have an open mind to study old information packaged in a new way, since all information is old information rearranged. Anytime we discover something of practical value and use it's worth celebrating, even if it's been known by everyone else in the world forever. It's exciting to have your eyes opened to something obvious, so that you can really see it. I remember the day when I discovered that the F2 key lets you rename files. Whoa.
Although it can make a person a better problem solver, the most powerful aspect of adopting A3 thinking is not at the individual level. The best use of the A3 is to lock down a standard way of working for an organization when it comes to planning, problem solving or proposal writing. A3 is almost no use if a small number of people are A3 experts and the rest of the organization does things as always. Most people who "know A3 thinking" don't really practice it but only have it in their tool set as an option, not as an absolute mindset and behavior. Most 5 why analysis I have seen is shallow or not a drill down at all but multiple whys that don't pass the "therefore" or "so what" test. The A3 as a standard way of discussing and solving problems facilitates learning across an organization, and that's something to get excited about.Comments are moderated to filter spam and inappropriate content. There may be a delay before your comment is published.