Page 378 - The Toyota Way Fieldbook

352 THE TOYOTA WAY FIELDBOOK

Putting It All Together: The A3 One-Page Report

The analysis phase is typically where most of the problem-solving time is spent.
The primary purpose of the analysis is to understand the causal relationships
and to find enough causes that, when corrected, will yield an improvement suf-
ficient to solve the problem. It is important to convey the basic findings in a way
that clearly solves the problem. One method of doing this is to present them on
an “A3,” the name Toyota uses to describe the single-page presentation of prob-
lem-solving activities (A3 is the European designation for an 11-by-17-inch
sheet of paper).
Depicting the entire process on a single sheet of paper requires concise
information. Obviously, every aspect of the problem discovered during analy-
sis could not be explained on one sheet of paper; the causal chain alone
would typically fill more than one sheet of paper. Figure 15-11 shows a com-
pleted Analysis section on the A3. This would follow the problem statement
shown above. (For a detailed view of the A3 report-writing process, see
Chapter 18).

Dig Deeply into Possible Causes

As mentioned earlier, the problem-solving process within Toyota is a collabora-
tive activity. Initially, the question “Why did you pick up this problem?” was
used to build consensus on the need for solving the problem, as well as to
ensure a clear, shared understanding. Upon completion of the analysis, the col-
laboration between the problem solver, the superior, and the team includes a
review to make sure that all aspects of the problem were considered. During
this review a common question is, “Did you consider this item?” or “What led
you to that conclusion?” Questioning is especially prevalent if obvious links in
the causal chain have been skipped. Often the problem solver returns to the
analysis to consider additional possibilities. Toyota managers intuitively under-
stand the importance of carefully and completely analyzing a problem before
leaping into potentially fruitless “corrective” activities.
Completion of the analysis phase should provide a clear grasp of the
myriad possible causes, a narrowing to root causes, and clear understanding of
necessary solutions, including specific details relating to the proposed benefits
of implementation.
Here’s a review of the key concepts covered in this section:
◆ Analyze each issue with a fresh perspective and follow the genchi genbutsu
principle of going to the actual work area and looking for yourself.
◆ Approach analysis with the intention of finding causes that can be cor-
rected by the problem solver.