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A3 Dojo: Share and Discuss A3s with Other Lean Thinkers

Welcome to this shared space for A3 thinking, which we¹ve designed to be a resource for lean practitioners to ask and discuss A3 questions, share common problems, and work together on ongoing challenges. This area builds on a conversation about lean management that was launched by John Shook's book Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor, and Lead.
Below you will find a "wall" where you can post your A3s, ask questions, coach others and be coached yourself. You can also read an ongoing A3 column, written by experienced senseis, that teaches problem-solving and lean management, shares useful resources, and sparks new debate for the Dojo.
Please keep in mind that everything that you post on this site will be viewable to the public! We welcome your input, but caution you about revealing sensitive information.
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The Managing to Learn - A3 Dojo

Postings for March 17, 2015

Subject: Pacemaker Process
Message: I was reading "Learning to See", i didn´t undestarnd why on question#5: What single point in the production chain (the pacemaker process) should ACME schedule? the answer is the welding/assembly cell, why if i have a supermarket after the cell.

Posted 3/17/2015 9:31 PM by Diego Rodríguez
Comments (2) 
Message: Hi Diego,
It is not very difficult to understand when the target is to create flow and then pull where you cannot flow. This will give you the bottleneck or pacemaker process, from which you schedule your line. At one point only, where your pull from the customer gets into your production line from the FG store.
Posted 3/18/2015 6:30 AM by Wolfgang Baernthaler send a private message to this person
Message: Thanks for the help Wolfgang, but at this example there is not flow downstream the pacemaker, that s my confution, i know that the pacemaker is the process to which you schedule, but you should not have supermarket after the pacemaker?

Posted 3/20/2015 5:38 PM by Diego Rodríguez
Subject: A3 for a proven solution.
Message: I was trying to use the problem solving A3 for depicting a project on component standardisation.
I would like to understand which type of A3 is to be used for such improvement projects.
Component standardisation will have a benefit on the engineering manhours.
I was unable to fill in the analysis part. Request guidance on the same.
Posted 2/17/2015 7:41 AM by Hitendra Gupta
Comments (1) 

Not sure I understand your question.  Could you please clarify?

Posted 3/22/2015 8:02 PM by Eric Ethington send a private message to this person
Subject: coaches exam
Message: is it feasible to make an exam for the new trainee to assure their readiness to be coaches?
Posted 2/11/2015 2:42 AM by Mohamed Adel send a private message to this person
Comments (1) 


Glad to see your interest in the A3.

I would not recommend an exam.  There are many reasons, but here are the ones that jump to mind first:

1.  Becoming a coach is a continuous process - almost continuous self-improvment.  I do not think that one day someone crosses a line and can now be a coach.

2.  I'm not sure what would be tested for?  

3.  Does testing really get you what you are looking for?  People can prepare and study for tests and then forget what they learned once "certified".  My preference is a constantly reinforced set of behaviors and opportunities for feedback.  I cannot count the number of times I have had people tell me "I was a black belt" - it is as though once they got through the certification process, received the check mark and moved into a functional role that they wouldn't be using what they learned.

4.  All organizations have to deal with their CURRENT STATE.  And part of that situation is the fact that their are people in high level positions (bosses) that do not exhibit "optimal" coaching behaviors (they rush in with solutions!).  Are we going to tell them they cannot coach their subordinates?

If you have not been to the LEI training class for Managing to Learn, you might consider it. I will be teaching it in Seattle April 16 & 17.  We spend some time on how to improve coaching skills and practicing.

Posted 2/11/2015 7:44 AM by Eric Ethington send a private message to this person
Subject: A3 adopting
Message: Dear team,
Good morning and I hope you are all well.
In our company we decided to adopt the A3 methodology and one of our best references about A3 was "Managing to Learn".
But during our planning stage, while discussing on how to spread the use of A3s in our organization, we have had some questions left unanswered. We need your help:
1- If we launch a project aiming to spread the A3 culture an learning process….. how do we measure the success of this A3 deployment project?, in other words, what are the KPIs that enable the A3 implementation project manager to detect the A3 implementation progress or failure inside the company? How can we motivate our managers (through measurable targets) to achieve some progress in A3 implementation during this year as a start?
Posted 2/1/2015 2:39 AM by Mohamed Adel send a private message to this person
Comments (3)  view all
Message: Dear Eric,
there are some reasons at our company to adopt A3:
1- there is no any structured approach to solve the problem. Firefighting or the problem is let till it gets stack with other problems to be a bleeding wound that needs a surgery.
2- reporting about improvement and strategic projects are not done in the same way and consumed a lot of effort and time.
3- there is a need for people development.
Posted 2/4/2015 5:00 AM by Mohamed Adel send a private message to this person


One way to approach this is to look at where A3's have been successful in your organization and see if there is a pattern.  The benefits of the A3 are multi-faceted: in general, as a PROCESS it creates more problem solvers, it make those problem solvers more effective, it provides a medium or job-aid for coaching and it ultimately solves problems more effecitvely.

Can this be used as a starting point?  People skills are difficult to measure, even for professionals (hence the debates in the academic world about TESTING FAIRNESS).  For your purposes perhaps a simple skills matrix would suffice.  It wouldn't give you an exact number, but you would be able to tell if things were getting better or worse.

If you are not familiar with a skills matrix, message me privately and I can help you out.

Posted 2/11/2015 7:28 AM by Eric Ethington send a private message to this person
Subject: A3 contents
Message: I am currently in the process of writing several A3`s. These are fairly new to me and I am struggling to limit how much content I am using, basically I have so much information to report on this report I would not fit it all onto one sheet.
How can I limit the contents please?
Posted 12/4/2014 9:20 AM by Tony Nolder
Comments (2) 


Two important points:

1. Only include the information needed to tell your clearly linked story

2. Do you A3 in phases, gaining agreement with your stake holders at each phase. Feel free to use all of your space to articulate the background, current situation and target, but once you get agreement on the key facts, summarize the A3 down. Now use most of the space to do tha analysis, get agreement, summarize and so on. 


Posted 2/3/2015 5:33 PM by Eric Ethington send a private message to this person


Two important points:

1. Only include the information needed to tell your clearly linked story

2. Do you A3 in phases, gaining agreement with your stake holders at each phase. Feel free to use all of your space to articulate the background, current situation and target, but once you get agreement on the key facts, summarize the A3 down. Now use most of the space to do tha analysis, get agreement, summarize and so on. 


Posted 2/3/2015 5:33 PM by Eric Ethington send a private message to this person
Subject: Can I use A3 to communicate supplier quality improvement roadmap
Message: I am presently working on supplier quality improvement. Scope is vast and lot of actions are required from supplier assessment , consolidation and new sourcing if the assessment proves so, score card and improvement plan. can I use this tool to communicate where plan could last upto one year?
Posted 9/1/2014 7:31 AM by Vikas Narkar send a private message to this person
Comments (2) 

The short answer to your question is yes. It appears from your final statement that there may be concern about the one-year duration. The purpose of using the A3 process is multi-faceted and includes problem solving, developing problem solvers and getting alignment/agreement. So again, the quick answer is yes, you can to gain alignment and agreement on your implementation.   

But here is the rest of the story- ideally the A3 process would have been used up-front, working with the stakeholders (your suppliers included) in defining the actual problem, determining root-cause, developing and agreeing on countermeasures to the root cause and creating an plan to implement. This will result in a more effective solution set and a more sustainable future state.   So you can use it as you described, but if the stakeholders have not been engaged you will not get the benefit of the process and you risk alienating future A3 participants as they will think this is less of a collaborative process and more of a reporting and telling process. 

Posted 9/19/2014 8:43 AM by Eric Ethington send a private message to this person
Message: I agree with Eric, the A3 can be used to tell most any improvement story. But the collaborative nature of the A3 "Process" is where the true value is. I wouldn't want to give the wrong impression of it just being a report. I would save the A3 for the next improvement activity where collaboration is critical and utilize the A3 from the beginning and to help guide the process.
Posted 10/17/2014 9:04 AM by Frank Boudreau
Subject: 7-step vs 8-step
Message: Are there any guidelines for when to use the the three different templates, especially 7-step versus 8-step? I made a reasonable search of resources but couldn't find any references to this question.
Posted 8/29/2014 7:40 PM by Stuart Corcoran
Comments (1) 

Hey Stuart, 

So there are various versions of problem solving, 4, 6, 7, and 8 steps that have evolved from PDCA (Plan-Do-Check-Action) scientific method going back to Deming.     Some processes have put more focus on root cause analysis, containment and other parts of the PDCA.    In all honestly if you were to ask 5 random people in various industries about the process they use you may get 5 different answers.    

So I personally use and follow the 8 step (Toyota Business Practices-TBP) methodology that I learn while at Toyota.  It follows the PDCA process and is a very robust process for efficient and effective thinking. 


Step 1 - Clarify the Problem - Step 2 - Breakdown the Problem - Step 3 - Target Setting - Step 4 - Root Cause Analysis - Step 5 - Develop Countermeasures


Step 6 - Seeing Countermeasures through


Step 7 - Monitor Process and Results


Step 8 - Standardize and Share successful practices

So when you think about the variation of "steps" in different processes, I ask the question around do all the steps in the process fully follow PDCA?    I dont think there is a specific recipe for which one is used and when, I think its more about the quality of thinking that is done at the gemba, questions you ask to the employees or process owners doing the work, basing your findings on facts versus opinions, and not to skip steps or jump to the solution because we think we know the fix.  

Most of the time I find that problems are framed in the sense of an outcome or countermeasure.   People tend to think with the end in mind unfortunately so it never allows you to fully solve the problem, usually just symptoms.    So hopefully what you will see is more of the issue that which steps to use when, but when you completely solve a problem with a valid process that allows you to ask:

Did the countermeasure (s) take care of the root cause(s), did the root cause(s) take care of the point of occurrence in the process, did we met the target by eliminating the point of occurrence, by meeting the target did we eliminate one portion of the broken down problem, by elimination one portion of the breakdown did we eliminate the a percentage of the gap.    That is effective questioning no matter what how many steps you use.  It really more about the thinking itself of PDCA than the tool.    Hope this is helpful.  Sorry for the delayed response.   Tracey Richardson

Posted 9/19/2014 12:54 PM by Tracey Richardson send a private message to this person
Subject: A3 report
Message: I don't understand what is the meaning of A3?
Anyone can explain it ,or show me the defination.
Posted 7/31/2014 9:30 PM by Yao King send a private message to this person
Comments (2) 
Message: An A3 is one page document summarizing a project or problem we are working on. The name A3 comes from the size of paper which is equal to 11 x 17 inches .It was developed at Toyota
Motors Japan as a part of their TPS (Toyota production system).The Japanese had no patience for flipping through multi page reports .They wanted to see all the critical information on one page.There is certain technique for creating this one pager.Lot of books and articles are available on A3 thinking .
Posted 8/8/2014 3:11 PM by SHAUKAT SALEEM

Yao - this may also help:  http://www.lean.org/Workshops/WorkshopDescription.cfm?WorkshopId=34


It is a link to LEI''s course description for the A3 and provides some additional details on the A3 process.


Posted 8/12/2014 9:56 AM by Eric Ethington send a private message to this person
Subject: A3 follow-up..... Reflection on results
Message: In my company we have focused a lot of effort on the A3 process, particularly the Plan and Do sections. We have not been so diligent in the Check and Act methods. We would like to begin visually communicating the impact our problem solving and continuous improvement efforts are having on particular Value Streams within the plant. We are good about collecting data after countermeasures have been put in place, however reflecting on conclusions of our experiments is still weak and weaker yet is providing line-of-sight communication. What is an effective method that provides department managers a way to explain why a goal exists, what we are doing to achieve it, and how are we performing based on the plan?
Posted 6/16/2014 8:36 AM by Travis Hood send a private message to this person
Comments (1) 


Let me apologize for the delayed response. Don't know how this question got past us. 

One idea, if I'm understanding your question correctly is to make sure that the linkage between all sections of the A3 is very clear at every step. Then as results are measured, they can be linked back to the specific countermeasures, then to the root causes and the targets.   A potential enhancement to make this linkage clearer actually resides in how action plans are documented and tracked. 

Common practice is to create an action plan with action items, responsibilities, target dates, status and a Gantt chart. I have found it effective to add a field called "impact". When the plan is being created, for each line item you need to decide if any of your metrics will move upon completion of that line item. If yes, then estimate the incremental impact of completing that step.   This field will only be filled-in for steps that will move a metric. An example in a lead time reduction problem could be step 1 that rearranges a new cell, step 2 that trains the employees and step 3 that launches the new cell. Steps 1 &2 would have no impact on lead time, but step 3 may be estimated to reduce the valuestream lead time by six days.  There may be other steps in the plan that their completion will result in reducing the lead time (pull system between the cell and fabrication area, new material delivery routes, etc). 

Now that you have timing in your plan AND impact you can create a graph of the planned impact versus the actual. This will give you insight into how you are tracking to move your metrics in a more realtime manner (versus checking at the end). If the timing charts, tracking graphs and a copy of the A3 are all posted in the area being impacted, this will enable you to have a clearer discussion and reflection on what has happened and what was learned. 

It can be difficult to reflect at the end of the activity, all at once. This encourages ongoing, "small lot" if you will, reflection. 

Posted 9/24/2014 9:36 AM by Eric Ethington send a private message to this person
Subject: Problem Statement versus Current Condition
Message: Am reviewing some of my A3 templates and trying to teach it to others but I realized I've got some very similar sections on it. What would be the difference between the background, the current state, and the problem statement? Same for other end of what is the difference between the goal versus the future condition/target?
Posted 6/11/2014 1:25 PM by Ann Mazzoli
Comments (2) 

Ann, thanks for asking.  The imporant part is to have a story that logically flows and connects - to help one learn the A3 process these sections have been defined.

The purpose of the Background is to establish up-front why this particular problem or theme is worth talking about.  What is the business reason?  Every organization has limited resources being stretched in multiple directions - make sure the problem you are working on will help the business and isn't a "pet project"

The purpose of the Current Situation is to document just that, what is happening in the process right now.  It is important to demonstrate an understanding of how the process currently operates (a map of some sort?) and how it currently performs against key metrics.....metrics that are in support of the business issue described in the background.  Do not be surprised to spend lots of the effort of your A3 in this section - upwards of 60% of the total time (some argue even more).  This is the foundation for your problem solve so it is important to clearly understand what is happening now.

The purpose of the target is to establish how you want the improved process to PERFORM.  The target should not contain any solutions.  With the performance of the current state and a stated goal of how you want the process to perform there will be a gap.  Your target will be to close all or part of the gap - and your current situation will help you decide.  For example, say your process currently has a lead time of 20 days, but your customer is driving you to reduce it to 8 days, then you have a 12 days gap.  But further inspection of the value stream map reveals that of the original 20 day of lead time, 10 of it occurs within your four walls and 10 occurs in the in-bound supply chain.  This could lead you and your stakeholders to focus on reducing the lead time by 6 days by focusing on the internal lead time reduction first.  The supply chain lead time issue will be handled by a separate A3.


Posted 6/11/2014 1:45 PM by Eric Ethington send a private message to this person
Message: Thank you. That helps to clarify.
Posted 6/11/2014 1:56 PM by Ann Mazzoli
Subject: REferrence required
Message: An A3 is a one page document summarizing a project or problem you're working on. The name A3 comes from the size of the paper, which to us North Americans converts roughly to 11 x 17. As someone once described an A3 to me: "The Japanese have no patience for flipping through 80 page reports. They want to see the critical information on one page."

ref,required to quote for above

Posted 6/3/2014 11:37 AM by SHAUKAT SALEEM
Comments (2) 


I'm not sure of the orgin of this quote.  Perhaps another reader can help.  


Posted 6/3/2014 1:35 PM by Eric Ethington send a private message to this person
Message: I have never heard about such quote. But I have heard (from a very old engineer), that one of the Czech´s most famous pre-WWII businessmen Tomas Bata have not had such nerve to read all the "massive 40+ page elaborates" and he has required to hammer down any issue or problem onto 1 sheet of A4 (coincidentally it equals to 1 page of A3). And I do believe this actually might be truth and get hit into Japan prior to WWII (together with the Takt Time via the German engineers deployed to help the Japanese military industry).
Posted 6/6/2014 10:20 AM by Vitezslav Pilmaier send a private message to this person
Subject: When to do an A3 vs When to implement Standard Work
Message: I have been asked, when should I do an A3 vs when shoud I try to implement standard work. I am trying to develop a document to help guide staff in the differences and was wondering if others had similar issue or would perhaps give thoughts on this? Thank you to any who can chime in
Posted 5/23/2014 3:34 PM by Christine Doucette send a private message to this person
Comments (2) 

HI Christine, 

So when I speak to this in my sessions I describe the difference in a couple of ways:  

1st:  Caused Gap- where you have a clear "measurable" gap between the known standard (or Ideal state) and the current situation.   This encourages us to go and see and investigate to find the root cause (when it isn't apparent), this may be a reason to do an A3.  This drives you to the process and engage in dialogue with the primary process owners. 

2nd:  Created Gap- where you may be meeting a current standard and you want to raise the bar and improve it.  These are usually strategic A3's, some would call them proposals.  They can also be used when there isnt necessarily a known standard.  

The Japanese also taught me about SDCA.   Its a bit different than PDCA (plan do check action).    Standardize  Do  Check  Act, allows you set a standard, then check its effectiveness by asking did it improve the process to the customer (internal or external) expectations?   If the standard meets the expectations then you document it as the benchmark, then continuous improvement (kaizen) takes place.

If you think about it this way.   99% of all root causes of A3 fall into 3 categories:

Lack of standards

Not following the standards

Wrong standard 

If we focus on setting standards and ensuring they are meeting the customer expectations then it should reduce the amount of A3's we have to do.  

If you use SCDA you must ensure everyone understands the new expectations and why they were set.    I think many people set standards but lack the discipline and accountability to follow them.  

I hope this helps explain the difference at a high level.   Tracey Richardson

Posted 5/24/2014 11:39 PM by Tracey Richardson send a private message to this person
Message: Thank you Tracey. Yes it does. I was thinking along these lines...was looking for both another perspective and a different way of saying what I was for a little more ooomph!
I like the way you put it. Makes sense. thanks again!
Posted 5/25/2014 1:54 PM by Christine Doucette send a private message to this person
Subject: A3 candidates
Message: Can someone provide any guidelines to choose A3 candidates from a list of issues?
Posted 5/15/2014 4:05 AM by Jordi Mas send a private message to this person
Comments (3)  view all

Hello Jordi, 

When I worked at Toyota we tried to prioritize based on the "pain to the organization".  What I mean by that is what key performance indicators (KPI's) are the A3 "issues" affecting?  We always looked at what we were measuring and how we could improve the company KPI's by solving certain problems first.   

We would also use criteria such as:

Effectiveness, Cost, Feasibility, Impact, Quality, Safety among others.

These would help us determine which we tackled first. 

Hope this helps answer your question.   Tracey

Posted 5/24/2014 10:03 PM by Tracey Richardson send a private message to this person
Message: Thank you very much for your answers.
Posted 5/26/2014 3:36 AM by Jordi Mas send a private message to this person
Subject: A3 review
Message: Is there a A3 review form / format that someone can share? the intent is to ensure we capture the right things in an A3 and develop learnings to be used by Sensei's.
Posted 2/28/2014 11:26 AM by LAlgudi Vasudevan (Vasu) send a private message to this person
Comments (1) 

Hello Lalgudi, 

Here is a A3 "cheatsheet" that can help you understand the "thinking" that goes into each part of the A3.   Remember a lot of it is at the gemba engaging with people creating a dialogue about their work process.   This "cheatsheet" is from John Shook's book - Managing to Learn A3 class we do at LEI.   Hope this is helpful.   Tracey

Posted 2/28/2014 11:31 AM by Tracey Richardson send a private message to this person
Subject: Policy on use of A3
Message: Can anyone share a sample company policy around the use of A3/continual improvement?
Posted 1/23/2014 6:17 PM by Jeffrey Leap send a private message to this person
Comments (0) 
Subject: A3 for Accident investigation
Message: Hi
I'm working to Implement A3 to help our group leaders make better work accident investigations. The investigation they make is often incomplete and don't respond to the question What is the root cause of this accident. So we think introducting A3 to structure their process , will help us. Does anyone ever used A3 for investigation of work accident. Is there any thing we should adapt to fit this need or any pitfall to avoid ?
Posted 12/11/2013 2:03 PM by Loic Rafenomanjato
Comments (4)  view all
Message: Hi,
definitely you could use the A3 process.
The only comment I would make is to ensure, that you tackle all three legs of a Root Cause.

A. Non-Conformance
Why did it happen? What went wrong?

B. Non-detection
Why was the "unsafe" Situation not identified Prior to happen

C. Systemic approach
Where is the "lack" within our governing System, that allow this accident happen?

If you going with the Team through all 3 areas, you may find more and better answers and Actions, to ensure that the accident will not happen again.

Save and peaceful Christmas time to all of you
Posted 12/20/2013 2:14 AM by Olaf Klau
Message: Hi,
I think QRQC/8D is more suitable for the accident investigation,
1. Problem description?5W2H?
2. Is/Is not Analysis
3. Containment
4. Why not detection?5Why?
5. Why occur?5Why?
6. Actions
7. Tracking result, compare result before after action taking
8. Standardized and Create Lessons Learned
Posted 4/28/2014 4:00 AM by Figo Yu send a private message to this person
Subject: DMAIC & A3
Message: Would you please explain how DMAIC can be used in the A3 format?

Thank you!
Posted 12/6/2013 4:39 PM by Fatima Al-Roubaiai
Comments (1) 

The quick answer is DMAIC easily maps to the A3:

Define & Measure = Background, Current Situation and Target

Analyze = Analysis / Recommendations

Improve = Action Plan

Control = Follow-up


But here are my cautions:  

1. Think of the A3 as a process, not a format.  If you haven't read the book Managing to Lean, I would suggest you read it.  That will offer clarity on what I mean.

2.  Key to the A3 process is the effective engagement of ALL the stakeholders involved in the problem.  It has been my experience that most stakeholders get lost or overwhelmed by the DMAIC terms.  The terms typically used in an A3 are more approachable.

3.  Finally, and I say this as a black belt, be careful about treating DMAIC as a gated, unidirectional linear process.  Effective problem solving is messy.  We never have perfect knowledge.  Expect to make discoveries that will cause you to back up and redefine the problem.

Eric Ethington

Posted 12/10/2013 10:14 PM by Eric Ethington send a private message to this person
Subject: What is strategic A3 and How strategy is developed, deployed and monitored?
Message: We are in a phase of stragic A3 development for implementation of LEAN. but confused about overall stratgy and Lean strategy..
Posted 11/1/2013 6:24 AM by Maqsood Ashraf Bala send a private message to this person
Comments (1) 

I was just with the plant managers of a company that has started hoshin (strategy) planning.  They were responsible for creating their plant hoshins to achieve the contributions they are expected to make to the manufacturing vice president's FY2014 hoshin objectives.  I worked with them on translating the performance improvement objectives deployed to each plant into goals for performance improvements by specific parts of their operations. The plant managers were then shown how to create strategy A3s to describe how and why those goals were arrived at and to deploy responsibility to specific managers for making specific improvements in the performance of their units and value streams.  
After the plant managers had drafted their strategy A3s with input from and discussion with their managers, the managers then worked on breaking their goals down to identify specific parts of their areas (values streams, lines, cells, departments or groups) that would need to achieve specific improvement targets. These managers were shown how to draft tactics A3s to describe their thinking and analysis in that breakdown and indicate why specific leaders and areas were given responsibility for specific improvements targets. In most cases the managers either went to their areas, pulled in data or contacted specific leaders and staff members to help them grasp the situation of their overall operations or the nature of performance problems in specific parts.  
The Countermeasures sections of their A3s outlined changes and performance capability improvements they selected to achieve their target performance levels and the Plan sections described schedules, targets, timing,responsibilities and reviews for each improvement activity.  Some of the initiatives will required cascading projects A3s and others just action plans by the responsible people. The monitoring will be done through a regular schedule of reviews with the people responsible for changes, improvements, projects or actions plans reporting on their plan versus actual progress and how they propose to address gaps between the two and barriers to implementation. The end-of-plan cycle review will also include a reflection on the effort and its accomplishments and a grasp of the end-of-cycle situation and lessons to carry forward into the next year's hoshin planning.
I hope this is some help in answering your questions about "How strategy is developed, deployed and monitored." As a brief response to your question about the difference between overall strategy and lean strategy,  I have come to the perspective that lean is not a business strategy;  it is a means of achieving a business strategy.  My thinking would be that you decide the top priority strategic and performance objectives for the company or operation for the planning period and then figure how to use lean performance improvement and continuous improvement to build the capability to achieve those objectives.  Thanks for your questions.  Best wishes in your strategic effort. David

Posted 11/1/2013 5:45 PM by David Verble send a private message to this person
Subject: Strategy A3 verse Problem Solving A3
Message: Doesn't a Strategy A3 require a Gap to be resolved? Is that not the same as a Problem solving A3? What is the difference?
Posted 10/22/2013 12:49 PM by Andrew Retter send a private message to this person
Comments (3)  view all
Message: Thank you Tracy for the recalibration!
Posted 10/23/2013 8:02 AM by Andrew Retter send a private message to this person
Message: Thank you Tracy for the recalibration!
Posted 10/23/2013 8:02 AM by Andrew Retter send a private message to this person
Subject: A3 in managing ot learn by John Shook
Message: I got lost in the analysis section of the "Lost in Translation A3" . Would someone like to help me? you can contact me at colin.roach@aol.com
Posted 8/27/2013 8:32 PM by Colin Roach send a private message to this person
Comments (1) 


Thanks for asking.  Can you clarify which part isn't clear.  It will help us provide a more useful response.


Posted 8/29/2013 8:04 AM by Eric Ethington send a private message to this person
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