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 A3 PROBLEM-SOLVING SHEET

STEP 1: Subject/Background/History STEP 5: Countermeasures/Suggested Actions/Changes

• What are we trying to achieve with this process? • What specific actions are needed to eliminate the problem?
• What is the Background to the problem (be as specific as possible).
• Give an explanation which helps people to better understand the problem.
• State the importance of the problem.

DO (5-6)
STEP 2: Current Condition STEP 6: Implementation

• Draw a diagram of current condition. WHAT WHEN (DATE) WHO

• Highlight the problem. Task A Jan 3, 20XX Tom Jerry

• Use data to explain the size of the problem.
Task B March 8, 20XX Joan Appleseed
PLAN (1-4)

Task C Oct 25, 20XX Grant Parker

STEP 3: Root Cause Analysis STEP 7: Evaluation

CHECK (7)
• Collect and analyze data to identify root cause. • Check the result.
• Use 5 Whys, Fishbone Diagrams, Pareto Charts • Did the improvement work?
• Did it work as well as we predicted?
• Collect data and compare before and after.

STEP 4: Target Condition/Future State/Desired Outcome STEP 8: Follow-up

• Draw a diagram of what the new process will look like.
• Identify WHERE the Root Cause is being eliminated.
• Define Target to support proposed improvement.
ACT (8)
• What actions must we take in future to sustain the improvement?
• Did we achieve at 7/30/90 days what we wanted?
• Is the problem eliminated and does the process show measurable improvement?
• Can we close this problem-solving process and achieve it as Complete/Closed?
 ANALYSIS DESIGN: WORK PLANNING

Issue/Hypothesis Analysis Data Sources Responsibility Due Date

Does the new process require special facilities? Diana

Technical Specification Articles, Interviews 3 June
NO

List of Facilities that meet new Jorge

Facilities management, interviews 5 July
criteria

If it does require special facilities, can we acquire Facilities management, thrum-mat Stephanie
Map of “facilities gap” 7 August
them? YES line supervisors

Sources of required Chin-Yang

Operations, trade publications 7 September
facilities/equipment

Operations, contractors, Jane

Costs to fill gaps 10 November
interviews

Finance department, prior Jerome

Effect on Project rate of return 12 December
analysis
 FISHBONE DIAGRAM

• Wrong specification of the material • Wrong size of the mold • Machine malfunction
• Poor storage conditions − Blueprint mistake − Employee’s fault
• Worn out material − Production mistake − Machine defect

MATERIAL MEASUREMENT MACHINE

The part is
produced in the
wrong size

METHOD ENVIRONMENT PEOPLE

• Wrong production procedure • Wrong production conditions • Employee mistake

− Too hot − Mistaken machine settings
− Too cold − Mistake in production
− Too humid procedures
FMEA MATRIX Probability

< 1% 1%-5% 5%-25% 25%-50% >50%

Severity & Equipment/ Remote Extremely Very Unlikely Likely
Classification Safety Maintenance Cost Production Environment Unlikely Unlikely

Multiple fatalities, > 5. Large

Disastrous

Major loss, not recoverable. Major pollution with sustained

effects on large external Extensive damage
5 More than 3 days lost environmental consequences external 5 10 15 20 25
inhabited zones- several >$8M
production to the site
fatalities
Catastrophic

Lethal effect on several persons

Major loss. Up to 50% not
(several fatalities). Lethal external Major damage Major pollution external to the site.
4 recoverable Up to 3 days lost 4 8 12 16 20
effect - one fatality, several physical $6M-$8M Evacuation of persons
production.
injuries

Medium loss, not wholly

Lethal effect on one person and/or
Major

Localized damage recoverable through normal Moderate pollution, within site

3 several permanent invalidities. 3 6 9 12 15
$2M-$6M production < 24 hours lost limits. Product liability
Permanent external effects
production

Minor loss, recoverable Spill or release of pollutant requiring

Serious

Permanent injury, lost time accident. Minor damage

2 through normal production 2 a declaration to authorities but 2 4 6 8 10
Non-permanent external effects $200K-$2M
to 8 hours lost production without environmental consequences

No permanent injury,
Moderate

Little to no effect. Production

recordable with no lost Slight damage Minor spill or release of pollutant,
1 easily recovered. < 2 hour 1 2 3 4 5
time/medical treatment. No < $200K not requiring a declaration
lost production.
external effect
 OUTCOME EVALUATION

ITEMS DONE NOT DONE

N % N %

Assessment collecting, organizing, validating, and documenting client data 70 100 0 0

Analyze and synthesize data. Problem identification. 68 97.1 2 2.9

Planning/goal/outcome determining how to prevent, reduce, or resolve

66 94.3 4 5.7
the identified client problems

Implementation carry out the planned interventions. 70 100 0 0

Evaluation measuring the degree to which goal/outcomes have been achieved and identifying factors
55 78.6 15 21.4
that positively or negatively influence goal achievement.
 8%
15%

COUNTERMEASURE IMPLEMENTATION Plan Do Act Check

62% 15%
BASED ON PDCA

Target Completion Next

Item Corrective Action Responsible Start Date P D A C
Completion Date Follow Up

Create a standard for starting with

preferred candidates, then switching to
01 Leader #1 10-Feb 10-Feb 10-Feb C 10-Feb
min quals. Based on set parameters

02 Communicate standard from #1 Leader #2 17-Feb 2-Mar D

Leader #3 to meet with operations

03 Leader #3 7-Feb 7-Feb 7-Feb C 7-Feb
managers and finalize success profile

Communicate the finalized success

04 Leader #4 14-Feb 14-Feb A
profile to recruiting team

Schedule and attend meeting to discuss

05 roles and responsibilities between HR & Leader #5 10-Feb 10-Feb 10-Feb C 10-Feb
BL #1 dev. specialist

Align Success Profile to behavioral

06 Leader #6 14-Apr 14-Apr A
interview questions, phone screen

Create a new assessment scoring matrix

07 Leader #7 28-Feb 28-Feb 28-Feb C 28-Feb
that is PASS/FAIL oriented
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