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Question 1 of 11

1. Question

The way things happen now – Current State

At the very start of your A3 problem solving event, a member of your A3 team strongly believes from past experience they understand the situation well enough to warrant moving right to implementation of their PROPOSED solution.

How do you convince the rest of the team and this person that going through each A3 step is a better choice??

Agree that the PROPOSED solution is a hypothesis only
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Take the team to the Gemba to observe how work is performed
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Explain how using the 5 Whys will help the team find the root cause
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Highlight how the steps of the A3 focus on data and not subjectivity
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All of the above
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Question 2 of 11

2. Question

Q1: The A3 uses the scientific method of problem solving.

True
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False
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Question 3 of 11

3. Question

Q2: When developing the structural improvements who should be involved??

Strategic Objective Measures
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Supervisor/leaders
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Downstream supplier advice
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Basic manual data from the Gemba
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Departmental feedback
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Question 4 of 11

4. Question

Q3: When developing the current condition what is the best data to collect for prioritizing and analyzing??

Strategic objective measures
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Supervisor recommendations
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Downstream supplier advice
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Basic manual data from the Gemba
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Departmental brainstorm feedback
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Question 5 of 11

5. Question

Q4: What is needed to find the true root cause(s) of a problem (rather than symptoms of the root cause)?

Understanding the causal cascade
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High level problem definition
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A leader's interpretation of the problem
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Intuition
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All of the above
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Question 6 of 11

6. Question

Q5: Why is it important to agree upon incremental improvement goals rather than developing a plan to move directly to the ideal state?

Working on multiple causes at once is (at best) challenging
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Attempting to achieve the ideal state in one event can overwhelm the team
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An initial win to an incremental goal bolsters team confidence
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Downstream buy-in for the ideal may meet with resistance
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All of the above
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Question 7 of 11

7. Question

Q6: Why is it critical to collect the same sets of data during the corrective action/implementation stage as were collected during the current state assessment?

Prevents defects from re-occurring
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Provides leadership with assurance that the team is still working
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Satisfies the requirements of the Do stage of the PDCA Cycle
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Verifies that actions taken to address the problem have resulted in improvement
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Provides a basis for team consensus
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Hint

While it is true that metrics can be used to demonstrate success, or gain consensus or argue for change, the before and after measures from the A3 Method are intended to demonstrate to the team and to leadership that the actions taken were appropriate. When incremental actions result in improvement, the team can move on to the next PDCA Cycle with confidence.
Question 8 of 11

8. Question

Q7: Why are long – term effectiveness checks so important?

Provides supervisors audit criteria
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Ensures long term success and no back sliding
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Exposes employees not doing their job
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Guarantees huddle meetings will happen
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Gives leadership something to boast about
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Question 9 of 11

9. Question

Q8: What communication methods are most effective for spreading team success?

Filing completed A3 forms in the Supervisor's office
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Talking about teams in daily huddles; posting A3 forms to the huddle board
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Publishing a list of completed project names in the corporate news letter
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Reviewing project metrics in monthly Executive Planning meetings
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Leaving it to team members to brag about their successes
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Hint

Spreading team wins requires details, distribution and dedication. The daily huddle provides the opportunity for all of these.
Question 10 of 11

10. Question

Q9: How does standardizing the new way of working help change the entire organization??

Reduces defects at all locations that carry out the new process
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Sets the stage for continuous improvement
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Enhances cross-functional relationships
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Keeps people at the Gemba engaged
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All of the above
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Hint

Standardized work, as a tool for improvement, accomplishes all of the above, as long as all of the vested parties are involved in defining the new standard, have agreed to perform the task as defined until a better way is found, and are actively engaged in achieving excellence.
Question 11 of 11

11. Question

Q10: What is the best way for the A3 team to rank causes according to risk potential?

Use tools/results from the A3 Current Condition
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Leverage fishbone diagram causes
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Utilize a priority matrix
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Review Gemba feedback
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All of the above
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Hint

Assessing the risk potential of any selected cause requires assigning levels of potential severity, frequency of occurrence, and an assessment of how likely staff are to detect the cause when it happens. All of the techniques and tools used in the A3 Method to understand the current condition can be used to flesh out this comprehensive understanding of risk potential.

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