Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Understanding A3 Thinking

A review, by Darrell Damron, of the book Understanding A3 Thinking which was written by Durward K. Sobek II and Art Smalley
by

Darrell Damron

on 20 March 2014

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Understanding A3 Thinking

Types
Key Points for Problem Solving Thinking
Start
Perceive a Problem
1
Grasp the Current Situation
2
Identify the Root Cause
3
Devise Countermeasures & Visualize the Future State
4
Create an Implementation Plan
5
Create a Follow up Plan
6
Obtain Approval
7
Execute the Implementation Plan
8
Execute the Follow up Plan
10
Establish Process Standards
9
Are the Targets Met?
if Yes
Follow the Practical Problem Solving Process
Plan
Do
Check
Act
if No
The forms are just guidelines; it's the thinking that matters most.
Write your first A3 on a problem that is related to something within your area of responsibility.
Hand draw your A3s using paper and pencil.
Get feedback on your A3s from your mentor, coach, subject matter experts and other good problem solvers.
Get approval before archiving or widely disseminating your A3.
- Job level A3 should be approved by your immediate supervisor.
- Process level A3s should be approved by your supervisor's manager.
- Cross agency A3s should be approved by each agency director.
- Statewide/Goal Council A3s should be approved in the related Goal Council.
Each A3 author should keep his/her own A3 on file. Photo copy or email as necessary.
A copy of each Goal Council A3 should be stored by Results Washington.
Remember to update related policy and procedure documents to establish process standards.
This Prezi is intended to give Washington State government employees an overview of the content of this book which can serve as a great guide to developing your problem solving thinking. The orange page numbers throughout this Prezi tell you where to look in the book for more information.
p.12-18
p.29-46
p.59-70
p.87-95
p.101
p.81
p.19-27
p.114-115
p.116
p.117-119
p.120-121
p.121-122
p.123
Remember to follow these tips; they are the support structures for A3 thinking.
6
Forms
Learning
Paper vs. Electronic
Feedback
Approval
Storage and Retrieval
A3 thinking is helping Washington state government deliver results that matter to Washingtonians!
Key Points for Proposal Thinking
Key Points for Status Report Thinking
Problem

Proposal
Status

"The A3 report is not a documentation format. It is a mechanism to foster deep learning, engaging collaboration, and thoroughness." p.27
These elements are the basis for effective, real-time
Problem Solving Thinking
Elements
Leader
Coach
Prompt
Qs
Background
Is there a clear theme for the report that reflects the contents?
Is the topic relevant to the organization's objectives?
Is there any other reason for working on this topic (e.g., learning purposes)?
Current Condition &
Problem Statement
Is the current condition clear and logically depicted in a visual manner?
How could the current condition be made more clear for the audience?
Is the current condition depiction framing a problem or situation to be resolved?
What is the actual problem in the current condition?
Are the facts of the situation clear, or are there just observations and opinions?
Is the problem quantified in some manner or is it too qualitative?
Goal Statement
Is there a clear goal or target?
What, specifically, is to be accomplished?
How will this goal be measured or evaluated?
What will improve, by how much, and when?
Root-cause Analysis
Is the analysis comprehensive at a broad level?
Is the analysis detailed enough and did it probe deeply enough on the right issues?
Is there evidence of proper five-whys thinking about the true cause?
Are all the relevant factors considered (human, machine, material, method environment, measurement, and so on?
Countermeasures
Are there clear countermeasure steps identified?
Do the countermeasures link to the root cause?
Who is responsible for doing what, by when?
Will these action items prevent recurrence of the problem?
Is the implementation order clear and reasonable?
How will the effects of the countermeasures be verified?
Confirmation of Effect
How will you measure the effectiveness of the countermeasure?
Does the check item align with the previous goal statement?
Has actual performance moved in line with the goal statement?
If performance has not improved, then why? What was missed?
Follow-up Actions
What is necessary to prevent recurrence of the problem?
What remains to be accomplished?
What other parts of the organization need to be informed of this result?
How will this be standardized and communicated?
p.50
Leader
Coach
Prompt
Qs
Background
Is there a clear theme for the report that reflects the contents?
Is the topic relevant to the organization's objectives?
Is there any other reason for working on this topic (e.g., learning purposes)?
Current Condition
Is the current condition clear and logically depicted in a visual manner?
What information does the audience need to find this proposal compelling?
How could the current condition be made clearer for the audience?
Does the current condition frame the problem or situation clearly, accurately, and objectively?
Is the problem quantified in some manner or is it too qualitative?
Analysis & Proposal
Is there a clear goal or target?
What, specifically, is to be accomplished?
What will improve, by how much, and when?
Unresolved Issues
What problems or constraints might exist?
What needs to be considered but cannot be resolved for the moment?
What remains to be discussed about this topic?
Implementation Schedule
Are any key activities or steps missing?
How will a reflection meeting be held and when?
Is the implementation order clear and reasonable?
How will the effects of implementation be verified?
Overall
Who is the audience?
Does the check item align with the previous goal statement?
Has actual performance moved in line with the goal statement?
If performance has not improved, then why? What was missed?
Overall
What is necessary to prevent recurrence of the problem?
What remains to be accomplished?
What other parts of the organization need to be informed of this result?
How will this be standardized and communicated?
p.81
Leader
Coach
Prompt
Qs
Background
Is the theme of the project clearly stated?
Does the project relate to the goals of the organization?
Is the reason why the project was undertaken clear?
Current Condition
Is the current condition clear and logically depicted in a visual manner?
Does it clearly show what progress has been made or what specific action has been taken?
Does the current condition frame the problem or situation clearly, accurately and objectively?
Is the current condition quantified in some manner or is it too qualitative?
Results
What results have been obtained in the project so far?
Are the results clearly indicated and quantified in some manner?
Has improvement actually taken place?
Does the check item align with the previous goal statement?
Has actual performance moved in line with the goal statement?
If performance has not improved, then why? What was missed?
Follow-up Actions
What is necessary to prevent recurrence of the problem?
What remains to be accomplished?
What other parts of the organization need to be informed of this result?
How will this be standardized and communicated?
p.101
How will this goal be measured or evaluated?
Is the analysis detailed enough and did it probe deeply enough on the right issues?
Has cause and effect been demonstrated or linked in some manner?
What budget or timing constraints exist?
Overall
Who is the audience? Does this report give them all the information necessary to make a good decision?
What personnel are affected by this proposal? Have they all been consulted?
Is the report readable and aesthetically pleasing?
Would I approve this proposal based only on the information contained in it?
What other information might be useful for the audience?
Are these the right metrics to show that improvement has been made?
What else might explain the change in the metrics?
Have any areas been adversely affected by the changes?
For areas where the improvement is not as great as expected, is it clear why or why not?
Unresolved Issues
Follow-up Action Items
What remaining problems exist in the project?
What needs to be done to achieve progress as planned?
What other items need to be conducted to sustain the gains and ensure success?
Who else needs to know about this result?
http://www.results.wa.gov
These 7 Elements help you be an A3 thinker.
http://a3thinking.com
Full transcript