When you hear A3, what comes to mind? A paper size, tool, or a process? Look at the diagram below. Where would your organization fall on this chart? Our observation is most people use A3s on special projects as a “report out” tool of the results. Although this provides the benefit of a quick summary it doesn’t begin to take advantage of the benefit of the A3 or of the A3 thinking process. Using an A3 as a report out tool is like using a smartphone exclusively for phone calls. Yes, you are getting some value, but only a fraction of what is possible.
As Jim Womack says, "The most basic definition of an A3 would be a P-D-C-A storyboard or report, reflecting Toyota's way of capturing the PDCA process on one sheet of paper. But the broader notion of the A3 as a process–embodying the way of thinking represented in the format–captures the heart of lean management. In this context, an A3 document structures effective and efficient dialogue that fosters understanding followed by the opportunity for deep agreement.” How often do you experience “deep agreement” in your team or organization? He goes, “It's a tool that engenders communication and dialogue in a manner that leads to good decisions, where the proposed countermeasures have a better chance of being effective because they are based on facts and data gathered at the place where the work is performed, from the people who perform it."
Description: The purpose of this workshop is to explore the lessons and insights of Managing to Learn from four perspectives.
1. First, you’ll learn sound A3 thinking and management by following the stages of learning shared in Managing To Learn (MTL). MTL describes how a young manager learns to handle a significant problem-solving responsibility by creating an A3 that earns him the authority to address the problem in the ways he proposes. You’ll examine how the A3 changes with each revision, what the young manager has learned about the A3 thinking, the A3 process that he applies in each revision, and what the course of his development indicates about the deep problem-solving focus that characterizes lean thinking.
2. Next, you’ll get the chance to develop your own eyes and ears to recognize effective A3 stories. You’ll describe the problem-solving thinking that is required for each section of the A3 for the PDCA story it tells to be effective.
3. Then, you’ll create your own A3s. You’ll address real problems you’re already working on every day for this exercise. You’ll work in small groups to read, discuss, and evaluate each other's A3s. And then you’ll have the chance to coach each other, offering guidance on how to improve each other’s A3 stories.
4. Finally, you’ll learn various forms and uses of the A3 process. You’ll have examples from Managing to Learn to use as a guide. And you’ll explore the following:
Basic types of A3 stories and how the format differs for each
Role that A3 plays in the process for gaining alignment with the stakeholders in a problem situation and seeking their agreement to proceed with the countermeasures or improvements being proposed
Ways that A3 functions as a change management tool, a general management tool, a human development tool and a knowledge sharing too
Through instruction, small group discussions and exercises, the workshop participants will:
Learn the basic formats of A3s and uses of the A3 as a management process
Gain experience in the three basic roles of the A3 process (Author/Owner, Responder, Coach)
Who should attend:
Any manager who wishes to improve his or her organization
Any manager who wishes to lead and manage his or her organization more effectively
Change agents, lean promotion office managers, and specialists
HR and OD professionals who wish to seek more effective means to deeply improve the thinking, behavior, alignment, and performance of their organization and the people in it
Senior executives who wish to improve their abilities to lead and manage
Anyone who wishes to improve his or her critical lean thinking
John Shook is recognized as a true sensei who enthusiastically shares his knowledge and insights within the Lean Community and with those who have not yet made the lean leap.
Shook learned about lean management while working for Toyota for nearly 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and subsequently to other operations around the world. While at Toyota's headquarters, he became the company's first American kacho (manager) in Japan. In the U.S., Shook joined Toyota’s North American engineering, research and development center in Ann Arbor, MI, as general manager of administration and planning. His last position with Toyota was as senior American manager with the Toyota Supplier Support Center in Lexington, KY, assisting North American companies implement the Toyota Production System. As co-author of Learning to See John helped introduce the world to value-stream mapping. John also co-authored Kaizen Express, a bi-lingual manual of the essential concepts and tools of the Toyota Production System. In his latest book Managing to Learn, he describes the A3 management process at the heart of lean management and leadership.
Shook is an industrial anthropologist with a bachelor’s degree from the University of Tennessee, a master’s degree from the University of Hawaii, and is a graduate of the Japan-America Institute of Management Science. He is the former director of the University of Michigan, Japan Technological Management Program, and faculty of the university’s Department of Industrial and Operations Engineering.
He is the author of "Toyota’s Secret: The A3 Report"; Sloan Management Review, July 2010 and "How to Change a Culture: Lessons from NUMMI"; Sloan Management Review, January 2010, which won Sloan’s Richard Beckhard Memorial Prize for outstanding article in the field of organizational development.
Shook is a sought-after conference keynoter who has been interviewed on lean management by National Public Radio, Bloomberg News, The Wall Street Journal, Entrepreneur, and numerous trade publications.
David applied his organizational skills at Toyota's Georgetown,
KY, plant where he worked in
management and organizational development during the facility’s startup phase
and beyond. During his 10 years at Toyota, David
became the manager of Human Resource Development at Georgetown
and then manager of Human Resource Development for North American Manufacturing
at Toyota's manufacturing headquarters in Erlanger, KY.
Before his tenure at Toyota, David was
responsible for organizational development as assistant to the Dean of the College of Education,
University of Kentucky. He currently aids companies
implementing lean through Lean Transformations Group.
Tracey has over 24 years experience in different roles within Toyota and learned lean practices as a Group Leader at Toyota Motor Manufacturing Kentucky from 1988-1998. She was one of the first team members hired, with the fortunate opportunity to learn directly from the Japanese trainers. As a Group Leader and Quality Circle Advisor, she learned first-hand about lean tools and culture development. Now, as President of Teaching Lean, Inc. Tracey currently works within Toyota Motor Manufacturing plants and suppliers and other companies on their lean journeys, helping them develop the capabilities of employees - from the team-member level up to company leadership - through problem-solving and aligning daily activities with company business plans (PDCA-hoshin), enabling these companies to create a lean culture that is the foundation for success and long term sustainability.
Tracey is an active coach and contributor to LEI's MTL A3 Dojo available on lean.org. Tracey also teaches several problem-solving and A3 workshops as an LEI faculty member.
Eric Ethington has passion for lean, and over 30 years of work experience feeding that passion. Starting as an Industrial Engineer with General Motors’ AC Spark Plug Division, Eric learned early that continuous improvement required a balance of technical knowledge and interpersonal skills. In 1998 Eric began a lean implementation leadership position with Delphi’s Energy division in Flint, Michigan. During this same time, Eric coached cross-functional teams and met one of his most influential mentors, Yoshinobu Yamada. From 1998 to 2002 Eric spent over 50% of his time learning from Mr. Yamada in a variety of plants and situations throughout Delphi. This experience helped him to understand that lean transformations are very case-by-case; success is not achieved and sustained from a check-list. In 2001 Eric moved to Delphi’s World Headquarters as the manager of the corporate lean support team. He piloted the Lean Enterprise College where he was introduced to the A3 process as it was a featured segment in the training with the support of John Shook. After Delphi, Eric worked at Textron before founding Lean Shift Consulting in 2009, focusing on developing others to be lean leaders and transform their own organizations. Since 2009 he has also supported the LEI Lean Enterprise Partners Program.
Eric holds a Bachelor of Science degree in Industrial Engineering from Kettering University (formerly GMI), an MBA in Operations from the University of Michigan, Flint campus, and is a certified Six Sigma Black Belt in Design. He and his family call Grand Blanc, Michigan home; although if you cannot find him there, Eric is probably hiding in the woods in northern Michigan.
Ernie has 25 years of Manufacturing and Human Resources management experience which allows him to see the cultural dynamics from both functional areas of a company.
He gained this experience at Toyota Motor Manufacturing where he grew from Team Leader, to Group Leader, to Assistance Manager on the manufacturing side. After which he moved to HR, assuming, at different times, responsibility for skill development programs, safety and medical management. As Acting Medical Director for Toyota Engineering and Manufacturing North America, Ernie was responsible for nine on-site medical clinics across Toyota North America (convenience care, full-primary care, and occupational care). He was also responsible for disability management (as describe above) North American wide. Ernie worked at IBM for 8 years before joining Toyota.
Currently, Ernie shares his extensive experience with members of the lean community as a co-owner of Teaching Lean and a Faculty member of the Lean Enterprise Institute.
Our workshops are designed to cater to a limited number of participants. If you must cancel a
workshop registration, you will be given a full refund up to four weeks before the workshop. A cancelation occuring
within four weeks of the workshop will be subjected to a $350 cancelation fee. Substitutions may be made at any
time prior to the start of the workshop. To cancel a workshop registration, please call LEI at (617) 871-2900.
One week before your workshop(s) you will receive an email from LEI containing a link to download an electronic version of your workshop manual(s). Please add firstname.lastname@example.org to your safe-senders list in order to ensure you receive this message. When you receive your e-manual(s) one week before your workshop(s) we recommend doing the following:
1. Download your workshop e-manual(s)
2. Review your e-manual(s) to be ready to get the most out of your workshop
3. Additionally, you have the following options:
a) Do nothing. You will be given a notepad and pen at your workshop and the slides and information contained in the electronic manual are the same that will be used by the instructor during your workshop.
b) Print out a copy if you prefer to have a hard-copy manual (we recommend double-sided) and bring it with you to your workshop
c) Put the e-manual(s) on a iPad or other device (You may find a PDF-writer App useful)Please note that it is your decision to print, store, and access the e-manual before and during your LEI workshop. We will not be providing hard-copy manuals at the workshop and it is NOT required that you have a printed copy with you. We believe that it is best to leave these options up to you to make your own decisions. If you are unable to perform any of these or need any assistance, please email email@example.com.
Workshop Materials are available for 30 days after the workshop has completed.
Lean Enterprise Institute
215 First Street, Suite 300
Cambridge, MA 02142
Workshops begin at 8:00am and ends at 4:00pm.
Breakfast, breaks and lunch are included in your registration fee beginning with breakfast at 7:30am. You are on your own for dinner. LEI staff can provide advice on local restaurants and attractions in the area.
Please inform LEI of any food allergies or specials needs. Thank you!
Local hotels include the Royal Sonesta Hotel (see booking information above, in the "Recommended Hotel" section) and the Hotel Marlowe (a Kimpton Hotel - use our Global Business ID GBP10330 when booking for 20% discount.). Both hotels are 0.3 miles from the new LEI office and a 5 or 10 minute walk.
Another hotel located within a 10 minute walk from LEI's Office is Boston Cambridge Marriott at 2 Cambridge Center, Cambridge MA (http://www.marriott.com/hotels/travel/boscb-boston-marriott-cambridge/). You can call the Marriott Reservations line at 1-800-228-9290. Remember to mention that you would like a reservation at the BOSTON CAMBRIDGE MARRIOTT. Hotel Front Desk: 617-494-6600.
Public parking is available at Pilgrim Parking at 350 Kendall Street. Rates are around $24 for 24 hours.
Driving Directions from Logan International Airport
Enter Sumner tunnel in the right lane. Follow signs to Storrow Drive. Exit Sumner tunnel and immediately enter another tunnel (Liberty Tunnel) on the right side labeled Storrow Drive, 3N. Stay in the left lane (watch for merging traffic from 93N) and follow signs to Storrow Dr./Back Bay/Cambridge. Continue to follow signs through the underpass/ tunnel marked Storrow Dr./Back Bay. Take the first left exit marked Gov’t Center/Kendall Square/Rt. 3N. Move into right lane to take immediate right onto the Longfellow Bridge. After crossing the bridge, continue 0.3 miles and take a right onto 3rd Street. Continue on 3rd Street for 0.2 miles and take a right onto Binney Street. Continue on Binney for 0.2 miles and take a right onto First Street. LEI is located at 215 First Street inside the Athenaeum Building on the corner of First Street and Athenaeum Street. Call us for any help with directions at 617-871-2900.
Subway (T) Directions from Logan International Airport
Pick up the Silver Line shuttle bus right located outside of baggage claim, which will take you to South Station.
Transfer to the Red LineInbound and travel 4 stops to the Kendall/MIT stop. Exit onto Main Street. Walk east up Main Street towards Longfellow Bridge. Cross Broadway street at the crosswalk and hea up 3rd Street. After 0.1 miles take a right onto Athenaeum Street. Walk 0.2 miles on Athenaeum Street and take a left onto 1st Street. LEI is located in the Athenaeum Building located on the corner of 1st Street and Athenaeum Street. For help with directions call LEI at 617-871-2900.
Public Transportation: The T (Subway)
Lean Enterprise Institute is conveniently located 0.5 miles from the Kendall/MITRed Line stop. If you are coming from the north, parking at Alewife Station off Route 2 East ($7/day) and taking the T is a convenient and easy way to enter the city. Coming from other directions, you can transfer from any MBTA line to the Red Line at Park Street or Downtown Crossing. For more information please visit the Boston MBTA website. When you arrive at Kendall Station, exit onto Main Street. Walk east up Main Street towards Longfellow Bridge. Cross Broadway street at the crosswalk and head up 3rd Street. After 0.1 miles take a right onto Athenaeum Street. Walk 0.2 miles on Athenaeum Street and take a left onto 1st Street. LEI is located in the Athenaeum Building located on the corner of 1st Street and Athenaeum Street. For help with directions call LEI at 617-871-2900.
Please note that Seattle is located in the PACIFIC TIME ZONE.
One week before your workshop(s) you will receive an email from LEI containing a link to download an electronic version of your workshop manual(s). Please add firstname.lastname@example.org your safe-senders list in order to ensure you receive this message.
When you receive your e-manual(s) one week before your workshop(s) we recommend doing the following:
Download your workshop e-manual(s)
Review your e-manual(s) to be ready to get the most out of your workshop and:
Print out a copy if you prefer to have a hard-copy manual and bring it with you to your workshop OR
Put the e-manual(s) on an iPad or other device (You may find a PDF-writer App useful)
You will be given a notepad and pen at your workshop. The slides and information contained in the electronic manual are the same that will be used by the instructor during your workshop, so you can just use the notepad to take notes during your class. We will not be providing hard-copy manuals at the workshop and it is NOT required that you have a printed copy with you.
We believe that it is best to leave these options up to you to make your own decisions. If you are unable to perform any of these or need any assistance, please email Kendra Eddy, Education Manager, at email@example.com
Workshop Materials are available for 30 days after the workshop has completed.
LEI Registration Desk
The LEI registration desk will be located in the Washington Foyer on the lobby level of the hotel. Registration and breakfast begin at 7:00AM on April 14th, 15th, 16th, 17th.(Please check your registration confirmation for the dates of your confirmed workshop).You will receive your classroom assignment and name badge at the registration desk. Your name badge will serve as your pass to meals.
LEI Resource Center
The LEI Resource Center is open from 7:00 a.m. to 4:00 p.m. on Tuesday, Wednesday, & Thursday and from 7 a.m. to 2:30 p.m. on Friday. The Resource Center is located next to the LEI Registration Desk. Some of our publications will be available for sale on-site, others can be
shipped to you for free if you order during this workshop session. You may purchase any book
Meals will be served in thein Snoqualmie Ballroom on the lobby level beginning with breakfast at 7:00AM on April 14th. Breakfast, breaks and lunch are included in your registration fee. You are on your own for dinner; the hotel concierge will provide advice on local restaurants and attractions in the area. Please inform LEI of any food allergies or specials needs.
Workshop Completion Certificate
Your completion certificate will be available in YOUR MEMBER PROFILE on lean.org the day after your class. To access the certificate, open the ‘PURCHASES’ tab in your member profile and find the certificate next to the title of the respective workshop.
Seattle Airport Marriott
3201 S 176th Street
Seattle, WA 98188-4013
This hotel is located approximately 2 miles from Seattle-Tacoma International Airport (SEA)
To make a reservation, please call 184.108.40.2060. When you call, please mention you are with Lean Enterprise Institute in order to receive our group rate of $141/night (available through March 23, 2015)
Or you can call central reservations at 1-888-421-1442 (toll-free). When you call, please mention you are with Lean Enterprise Institute in order to receive our group rate of $145/night plus tax (available through 4/27/2015)
LEI Registration Desk
The LEI registration desk will be located in the Maize Foyer area located on the lobby level of the hotel. Registration begins at 7:00AM on May 19th, 20th, 21st, and 22nd (Please check your registration confirmation for the dates of your confirmed workshop(s). You will receive your classroom assignment and name badge at the registration desk. Your name badge will serve as your pass to meals.
Breakfast, breaks and lunch are included in your registration fee. Meals will be served in the Cyan Room beginning with breakfast at 7:00AM each day. You are on your own for dinner; the hotel concierge will provide advice on local restaurants and attractions in the area. Please inform LEI of any food allergies or specials needs.
Workshop Hours/Dress Code
Workshop hours are typically 8AM to 4PM
Program attire is business casual
Transportation from Chicago Airports (O’Hare and Midway):
Important: The cabs listed below offer the best rates to the hotel. Don’t take a city cab- they will charge you 50% more to get to the hotel- can cost up to $50 from O’Hare!
All Star Cab & Shuttle:
TO/FROM O’HARE: $30.00 for up to 4 travelers. Call (888) 533-4240 after picking up luggage at O’Hare.
TO/FROM MIDWAY: $59.00 for up to 4 travelers. Call (888) 533-4240. Advance reservations are recommended.
TO/FROM O’HARE: $29.00 for up to 4 travelers. Call (847) 253-4411 after picking up luggage at O’Hare.
TO/FROM MIDWAY: $58.00 for up to 4 travelers. Call (847) 253-4411 after picking up luggage at Midway.
Driving Directions from O’Hare International Airport (9 miles):
Take I-90 West to Ill. 53 South (Schaumburg). Exit at Woodfield Rd. Turn left at first traffic signal. Turn left at next signal on Frontage Rd. Turn left on Golf Rd. Hotel is 2 blocks on right.
Free outdoor self parking. Valet parking for cars is available at the front door.
Daily charge is $8.00- Overnight charge is $10.00.
This hotel offers complimentary Transportation to Woodfield Shopping Center (one of the largest malls in America)
LEI Resource Center/Book Store
Open from 7:00AM to 4:00PM on Tuesday & Wednesday,Thursday and from 7AM to 2:30PM on Friday. It will be located next in the Sienna Foyer. Some of our publications will be available for sale on-site; others can be shipped to you for free when ordered during this workshop session. Cash & credit accepted. For resource center publications, please follow this link: LEI Resource Center
Gemba-based Workshop Information
If you are attending a gemba-based workshop, transportation to and from the hotel and gemba location will be provided for you. Please ask a LEI representative at the registration desk for more information.
Wireless internet is complimentary in your guest room
Or you can call central reservations at 1-888-421-1442 (toll-free). When you call, please mention you are with Lean Enterprise Institute in order to receive our group rate of $145/night plus tax (available through 4/27/2014)