A3 Problem Solving: Applying Lean Thinking

A3 problem solving

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The basic thinking process captured by this format is relatively simple, and has been around in many other forms and formats for a long time. There are different types of A3s , according to the situation. But the underlying principles and practices can be applied in any organizational setting. The A3 form exists to capture and document this material; it is not a formal document in and of itself.

Specifically, he explains how the cynefin framework developed by Dave Snowden and Mary Boone can help navigate the different situations in one might apply A3 thinking. Such a shared approach can bring about a core lean goal: Put simply, not all processes and problems are the same. There are fairly simple situations, in which the solution is known to all, and every observer will agree on what to do. More complicated and technical problems are the domain of the experts.

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There are known and knowable solutions, with a high probability of achieving the desired outcome, regardless of which is selected. Both of these types of problem lend themselves well to the use of the A3, and other tools that build on the underlying presumption that the causal relationships between the actions we take, and the outcomes we get, are known or knowable prospectively.

But we also know that many improvement and change challenges are in fact complex. Their underlying dynamics are highly varied, and outcomes of actions not predictable if we are lucky, we may make sense of what happened retrospectively. The optimal pattern of responding to complex problems, involves inviting those in and impacted by the system to tell their stories of what is happening.

A3 Thinking Roundup

To use this to negotiate meaning, purpose, and action. To then try multiple promising options, and learn fearlessly from both failure and success. Related Workshops Lessons in A3 Thinking: Why do we collect your email address? Please rest assured we will not share your email address. Making things better through lean thinking and practice. A3 Thinking Roundup by Tom Ehrenfeld. August 9, Comments 2. Some benefits in improved problem-solving, decision-making, and communications ability can be expected when individual A3 authors adopt this approach.

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When given a problem to solve, most individuals rush to provide the bestest solution the fastest. It is essential to begin with the problem statement , because it is a critical element on the path to lean thinking.

The problem statement has a huge impact on the trajectory we take. To develop A3 thinking, you need to correctly identify the problem. No matter how well we do at solving a problem, if we solve the wrong problem it was a waste of effort. If you get point A wrong, the problem, then all assumptions made to get to the solution may also be incorrect and, so too, the solution.

How you structure the problem statement determines your focus. Make sure your problem statement is actually about the current observable condition , not about a perceived solution, cause or what you want.

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How you word your problem statement has a huge impact on what data you collect and your observations. We underestimate how powerful the problem statement can be. Getting locked into the problem statement as though it is written on a stone tablet.

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You must be willing to adjust your problem statements. Writing a problem statement is an iterative process — problem statements are changed because you learn stuff through the process of examining the problem.

«A3 Problem Solving: Applying Lean Thinking»: тезисы | Блог Алексея Труфанова

Jumping the gun on too many assumptions before the problem statement is created. You insert unexamined causes and solutions into the problem statement, closing yourself off to many possibilities. There is only one solution to that problem—buy more ovens. It immediately closes you off to many possibilities.

When you assume too much too early, you limit what you can learn through observation and examination. Recommendations for improving problem statement development: Write down the problem statement. Rewrite your problem statement as you learn things. This is often a much better collaborative process than a solo one. Before you jump to reactive solutions, it is essential to deeply understand the current reality. This is not a sit-down exercise, it is an activity. Go observe what is actually happening.

You want the as-is, not the supposed-to-be or the my-belief-is version of reality. It is important to directly observe the problem before you can fix it. It is necessary to not just see but actually study and understand the problem. There is a big difference. If you start making improvements without understanding the current reality, two things are bound to happen.

First, you will repeat mistakes that you have already committed. This makes learning dreadfully expensive. Second, you will discard the good things you are already doing. Only by a deep understanding of current reality can you ensure that success builds on success, and failure is never repeated The ability to capture the current condition is found in these two key questions. What do I need to learn more about? And, how can I learn it? Developing a Target Condition: Once a team has developed a clear problem statement and understanding of the current condition, they also must develop a tangible vision of the target.

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