Events

Since the launch of "Learning to See" many of us have been mapping our value streams. Often, we have started by mapping what we can see - the transformation of raw materials into a finished product. However, as we have begun to tie in our order to delivery information flows - the information that tells us what to work on and when - we have uncovered a previously hidden amount of work to be done in our other processes.

The most basic definition of an A3 is a P-D-C-A storyboard or report, reflecting Toyota’s way of capturing the PDCA process on one sheet of paper. But the broader notion of the A3 as a process – embodying the way of thinking represented in the format – captures the heart of Lean management.

Experimentation has always been an important feature of continuous improvement. Running experiments helps the lean practitioner to understand the challenges a business faces, and to explore viable solutions, uncovering risk and complexity along the way.

The idea of improving the work, is fundamental to the success of every organisation and something that nearly every leader and senior manager advocates.