The A3 is the standard paper size, internationally recognized in the proportions 297 x 420 mm. The communication between learner (the author) and supervisor (advisor) is done using this especially in relation to the proposed product or project, status, additional information, problem solving, etc. Normally the A3 is divided into two sides for problem solving: the left contains the definition of the problem and the right contains one or more solutions with the necessary countermeasures. Filling it starts from left to right, top to bottom and is developed based on the scientific model PDCA - plan, do, check and act (Plan-Do-Check-Act). Using this method the subordinate must filter and refine the thoughts so that they can fit onto a single sheet of paper for easy reading for the manager. One of its features is to make the problem clear to be solved, people often tend to find an immediate solution, focusing on a remedy fast solution instead of looking at the root cause, ie, forgetting to understand the whole problem thus solving it once for all.
The application of A3 must start with two people interacting in the roles of author / advisor. Clearly and briefly, the author must first write on the left side and after several conversations with the supervisor, get to the root cause of the problem. Having found the cause, the right side becomes a consequence and must be filled with possible solutions (countermeasures), implementation schedules and their respective action plans. This process can take a few days depending on the experience of participants and the type of problem you want to solve. Figure 1, from the book of John Shook - Managing to learn, presents a model of how an A3 for solving problem can be filled.
Figure 1. Example of how to fill the A3 report. Source: Shook, J. (2008), Managing to learn (Annex). Cambridge: Lean Enterprise Institute
You must understand that solving problems is directly connected to the root cause. If the true cause is not found, the solution will not be definite, leading to rework. As described in Figure 1, the analysis stage is when the root cause must be discovered and several techniques can be used, among them the five whys. It is a simple technique which asks "why" as often as necessary until you reach the root cause of the problem. Figure 2 shows a very simple example of its use.
Figure 2. Example of the technique of the five whys. Source: Unknown.
Although some items that compose the A3 report can be modified according to the need of companies, no adaptation in the document is required to be used in the IT area, although the reality of a company's information technology is quite different from traditional businesses (manufacturing, retail, etc.) from the point of view of the speed at which problems arise and must be solved. Sometimes the IT-related problems can become critical in a short quickly time, for example, imagine an organization that owns a large e-commerce, in which the capacity of the transaction server starts not supporting the amount of visitors. In this case, there is not enough time to start an A3 because this serious problem must be solved as soon as possible. Despite the temporary measures to normalize the situation, a good A3 report must be prepared and subsequently no hypothesis should be discarded until you find the root cause of the problem. We understand that for critical cases like this, the A3 should be used not to solve problems but to avoid them.
The process of summarizing a project and creating a visual report with only the essential facts is not an easy task. According to James Morgan, American employees who work for Toyota, reported that this process is one of the most difficult to perform and sometimes frustrating. You need to have workers disciplined and committed by more uncomfortable and onerous the process can be. When this procedure is not inserted into the company culture, people tend to quickly settle for the shortcuts which can lead the project to fail. Therefore, to generate a good A3, the author must pay attention to the following points:
- An A3 report shall describe only one problem
- Always evaluate a situation based on facts
- Observe the problem from the start
- Investigate the cause in detail, and review all the facts and data
- If necessary, use temporary containment measures
- Identify the root cause
- Establish tasks, countermeasures and their respective deadlines
Despite the A3 report establish consensus among subordinates and mentor, it is actually a group activity where nemawashi becomes the foundation for your success. The lead author always signs the document along with coauthors and management, and this alignment reinforces the roles and responsibilities of each one.