A3: A Visual Project-Definition and -Tracking Tool

The A3 is a standard tool within Lean, and it consolidates a project onto a single page to make it easier for the team to focus on the purpose of the project, the progress to date, and the remaining work. The A3 functions as both a map, providing direction, and a checklist, reflecting what is still necessary to achieve the goal. It is meant to be a hands-on, team document for the duration of the project.

The CU-Lean A3 is divided into three columns, each with three rows, in a landscape format.

  • The red column, on the left, sets out three steps to defining the project. It addresses the basic questions: Why does this process need to be improved? What is the current process? What would the improved process achieve? These questions align with the Define and Measure phases of the DMAIC process.
  • The yellow column, in the middle, is for developing a solution. The first step in this process is to analyze the problem and identify its root cause. Next, the team proposes a solution that meets the needs of all stakeholders, and finally the team tests the proposed solution. These steps are contained within the Analyze phase.
  • The green column, on the right, provides the steps for completing the project. First, the team must define the steps to solution implementation and execute those steps. Next, it must monitor the results, to ensure that the improvement has occurred. Finally, the team reflects on what went well and what could be improved upon in the future -- either with respect to the new process just implemented or how the team functioned in pursuit of that solution. This last step is necessary for further improvement of the process at hand but also for the improvement of the CU-Lean program itself. These steps align with the Improve and Control phases of DMAIC.

The A3 will overlap with portions of the Project Charter, but the two documents serve different purposes, both of which are critical. The A3 is intended to guide the team members as they progress through the project; the Project Charter serves primarily as the key documentation tool for reporting to the Board on CU-Lean's accomplishments.

The A3, Step by Step

  1. Problem Statement

To formulate a Problem Statement, begin by thinking about your problem. Identify the background to the problem and how it relates to your mission, vision, etc. Then identify what you want to fix and what areas you can realistically target.

  1. Current Situation

To describe the Current Situation, explain how the process functions. Include quantifiable metrics. This will involve deciding what metrics are relevant. They will typically be related to time, cost, quality, or output. Then determine how to measure these qualities.

  1. Target Goals

This section defines the desired state for this process and establishes some relevant metric goals and a timetable. The target goals are likely to be reformulated as the team moves through the DMAIC phases.

  1. Analyze the Problem

When analyzing the problem, the team needs to identify the key problems in the process and uncover their root causes. Remember to consult relevant stakeholders and customers for perspectives that the team may be missing. Typically the analysis will focus on eliminating waste, which can come in various forms. In higher education, the five kinds of waste are: machine and technology; people; materials; policy and process; and information. Various tools are available to aid the team in its analysis of the root causes of waste. These include 5 Whys and Fishbone diagrams.

  1. Develop a Solution

With a thorough understanding of the problem, formulate some ways to resolve these issues and how to move closer to the targets identified above.

  1. Test the Solution

Consider ways to verify and pilot the team’s proposed solutions. Identify what outcome should be achieved through the testing.

  1. Plan Steps for Completion

Develop a roadmap for execution, including who the team needs to involve, what resources are necessary, and a timeline.

  1. Compare Goals with Results

Identify the results of the new process and compare the real and anticipated outcomes.

  1. Reflect

As a team, gather your thoughts, ideas and lessons learned from the process.

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