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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.
|Subject: Ensuring Success using A3|
|Message: Let me start by saying that I have just started looking and working with A3 but I am having some trouble between the AS-IS and the TO-BE. Looking at the AS-IS, I understand that is where we are developing all of the W's to determine really how bad the pain is and the TO-BE is what we would like to develop to reduce or eliminate the pain. My problem lies in how do I know what the TO-BE should be? We develop conceptually how the new process should work then Plan and Do to implement, Check and Act for adjustments, but what happens after implementation if the Check reveals that the new process causes just as much or more pain than the AS-IS. I am trying to eliminate any of the negative connotations that could be associated with our improvement efforts from situations like this one. So how do we ensure that the improvements that we plan or make are actually going to be improvements? Most management is not very receptive to allocating resource time or person-hours in the development of something that does not get any closer to the goal. So then how do we develop the Should-BE?|
|Posted 5/3/2011 8:34 AM by Scott Scudder send a private message to this person|
|Comments (7) view all|
Message: Measuring the current state of your process through histograms, control charts, paretos etc. is critical to understanding your process capability thus giving you a realistic look at a reasonable "To-Be" goal. Also, the Customer requirements for the finished product, either internal customers for your portion of a larger process or, the external customer, is the ultimate standard by which you would determine your "To-Be" goal. The "To-Be state should be measurable; so you know when you have reached it (closed the gap) and attainable; so you can ensure success with good execution.
Posted 3/6/2012 2:20 PM by Joel Pike
Message: So here's a simple question that comes up a great deal: "What makes a good A3?" I have always said, a good A3 demonstrates a person's or team's understanding of cause and effect and clearly shows their grasp of of how a potential countermeasure may impact a specific cause.
This is not always helpful. Dos anyone have something more effective?
Posted 12/15/2012 9:08 PM by Michael Orzen send a private message to this person
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