A3 Dojo: Share and Discuss A3s with Other Lean Thinkers

An example of an A3, included as a sample in some printings of Managing to Learn.

An example of an A3 from the book Understanding A3 Thinking by Durward K. Sobek II and Art Smalley, included as a sample in some printings of Managing to Learn.

An example of an A3, included as a sample in some printings of Managing to Learn.

An example of an A3 from Lean Institute Brasil, developed during attendance at the Managing to Learn workshop, included as a sample in some printings of Managing to Learn.

This handwritten A3 is on the topic of conference organizing and attendance, namely how to make sure at a large conference that attendees who want to change which session they attend during an event are able to do so so that they end up satisfied with their experience.

The A3 report, with its logical series of boxes and graphics, looks simple in layout but the underlying thought process is rigorous when practiced correctly. The payoff for companies that diligently apply "A3 thinking" is the creation of a method for solving problems, planning, collaborating, and mentoring everyone in scientific thinking. (Published by Sloan Management Review. Requires subscription or purchase)

John Shook discusses Managing to Learn in two Sloan Management Review articles

The A3 report is much more than a report. It is a management mechanism that, rather than focusing effort on achieving a desired outcome, focuses on creating a process that will produce the outcome. The A3's owner must gather facts, get feedback, identify the owners of related processes, and build a follow-up loop to determine if the anticipated outcome is achieved. (Published by Sloan Management Review. Requires subscription or purchase)

An example of an A3, included as a sample in some printings of Managing to Learn.

An example of an A3, included as a sample in some printings of Managing to Learn.

An example of an A3, included as a sample in some printings of Managing to Learn.