a3 thinking nhsiq 2014
DESCRIPTION
A3 Thinking: A3 thinking is a structured technique of working through problems or opportunities for improvement. The ‘A3’ itself is literally just that: a piece of A3 paper summarising the logical thought processes that have been agreed by the team in defining the opportunity for improvement or solving the problem they face.TRANSCRIPT
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A3 Thinking
• What do we mean by A3 Thinking?• Why do we use it?• How do we use it?
© NHS Improving Quality 2014
What is A3 Thinking?
• Structured thinking way - thinking deeply• Follows a series of standard steps• Rigorous application of PDSA cycle
• Output is a concise, consensed document - A3 Report (11 x 17 inch paper)
© NHS Improving Quality 2014
PLAN
DOSTUDY
ACT
1. Is the problem statementCLEAR and ACCURATE?
2. Has the SYSTEMICroot cause(s) been
identified for all parts of process?
3. Has IRREVERSIBLECORRECTIVE ACTION(s)been implemented forALL root causes?
4. Has a plan been identifiedto verify theEFFECTIVENESSof all corrective actions?
5. Has a plan been identifiedto STANDARDIZE and takeall lessons learned across
products, processes, functional areas, etc.?
Understand the problem
Execute the PlanFollow-up
Standardize
© NHS Improving Quality 2014
Why do we use A3 Thinking?
• Problem solving methodology:– Visual– Simple– Logical– Countermeasure, not containment (“Band aid”)
– Move towards Ideal System• Document & share the learning• Standardise new method
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How do we use A3 Thinking?• Consensus on initial problem
perception…..• A guide for:
– Understanding the problem– Identifying the root cause– Developing countermeasures– Creating an action plan
• Good A3 report should convey the problem & analysis of it without any explanation
© NHS Improving Quality 2014
FormatTitle:
Problem:
Version: Date:Author:
Current condition:
Target condition:
Root cause analysis:
Responsible: Team members:
Proposed countermeasures:
Plan:
Follow up:
Agreed by: Date:
© NHS Improving Quality 2014
FormatTitle:
Problem:
Version: Date:Author:
Current condition:
Target condition:
Root cause analysis:
Responsible: Team members:
Proposed countermeasures:
Plan:
Follow up:
Agreed by: Date:
• Customer/patient value• Basic problem
• What is happening? (data/graphs, photos, current state value stream map)
• Set SMART Goal
• Investigate why problem is happening
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Fishbone / Cause & Effect
Checked possible Not cause of Cause 1 problem
Checked possible Direct cause Cause 2
Checked possible ContributoryCause 3 cause
IDEA INVESTIGATIONS RESULT
idea
idea
idea
Investigate possible causes further (data collection)
Identify possible causes
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5 Whys Analysis
Problem Root Cause Countermeasure
Why?
Why?
Why?
Why?
Why?
Reason
Reason
Reason
Reason
© NHS Improving Quality 2014
FormatTitle:
Problem:
Version: Date:Author:
Current condition:
Target condition:
Root cause analysis:
Responsible: Team members:
Proposed countermeasures:
Plan:
Follow up:
Agreed by: Date:
• Investigate how to solve root cause(s)
• Agree action plan− What− How− Who− When
• Is the problem solved?• Has the goal been met?
© NHS Improving Quality 2014
© NHS Improving Quality 2014