![]() ![]() Ī3 Reports are based on the Plan-Do-Check-Act cycle, a high level problem solving algorithm pioneered by Walter Shewhart in the 1930s and later adopted by W. Excellent textbooks have been written that provide expert A3 advice and insights, especially in A3 Thinking,. The purpose of A3 Reports has been described as written documents to support mentor/mentee dialogues during application of the improvement kata. The key to generating a good A3 Report is nemawashi – the process of getting consensus. Based on the 13 th Principle of the Toyota Way (“Make Decisions Slowly by Consensus”), the A3 Problem Solving Report is a tool that describes how consensus on complex decisions can be efficiently reached. Originally developed on A3 paper (297×420 mm, 11.69×16.54 in), the largest size that can fit through a fax machine, the A3 Problem Solving Report fully documents a given process on one side of one sheet of paper. ![]() A3 Reports exist as the following 3 types: (i) The Problem Solving A3 Report, (ii) The Proposal A3 Report, and (iii) The Status A3 Report. From a complex, multipage research grant application designed to unravel the molecular mechanisms of human disease, , to the one-page A3 Report developed by the Toyota Motor Corporation, , problem solving tools typically have the scientific hypothesis as the one common attribute. Problem solving tools come in many shapes and sizes. The collective data indicate that vivarium staff acquired a disciplined way of reporting on, as well as solving, problems in a manner consistent with high level A3 Thinking. Successful outcomes for both Reports were obtained and validated by robust audit plans. The same analysis identified the Root Cause for Report #7 as the vivarium had never standardized the process for weekend/holiday checks. A Five Whys analysis identified the Root Cause for Report #1 as historical work patterns that existed before the veterinarian was hired on and that modern electronic communication tools had not been implemented. In each Report, a measurable Goal that established the basis for improvement recognition was present. Report #1 addressed the issue of the vivarium's veterinarian not being able to provide input into sick animal cases during the work day, while report #7 tackled the lack of a standard in keeping track of weekend/holiday animal health inspections. Two of the 9 reports are described herein. During fiscal year 2012, 9 A3 Problem Solving Reports were completed in the vivarium under the teaching and coaching system implemented by the Research Institute. The 10-step method (Issue, Background, Current Condition, Goal, Root Cause, Target Condition, Countermeasures, Implementation Plan, Test, and Follow-up) was shown to align with Shewhart's Plan-Do-Check-Act process improvement cycle in a manner that allowed for quantitative analysis of the Countermeasure's outcomes and of Testing results. The Report format is described within the perspective of a 10-step scientific method designed to realize measurable improvements of Issues identified by the Report's Author, Sponsor and Coach. The purpose of this study was to illustrate the application of A3 Problem Solving Reports of the Toyota Production System to our research vivarium through the methodology of Continuous Performance Improvement, a lean approach to healthcare management at Seattle Children's (Hospital, Research Institute, Foundation). ![]()
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