Comment utilisez-vous le modèle Kaizen A3 pour effectuer une analyse des causes profondes?

In my experiences, the Kaizen A3 template has been an invaluable tool for guiding problem-solving and improvement initiatives. Its concise one-page format allows for a structured approach, covering essential elements like problem identification, root cause analysis, and action planning. Following the Plan-Do-Check-Act cycle, this template fosters systematic problem-solving and continuous improvement efforts. By promoting clarity and collaboration, the A3 template facilitates effective communication within teams, ultimately driving meaningful change and achieving sustainable results.

I don’t think it is a “Kaizen A3” template at all. I have an excellent book by John Shook always on my desk and it tells an excellent story about A3s but they aren’t tied 1:1 to Kaizens. Countermeasures from A3s can lead to Kaizen and Kaizen thinking should be in all continous improvement efforts but we need to be scrupulous with our terminology so respectfully recommend separating discussions on A3s from Kaizen to arrive at a better endpoint for all

An A3 is one of the best platforms I have seen to collect and display information on a continuous basis while conducting a RCA. It's greatest strength is the malleability to suit the specific needs of its current use. When conducting an RCA/PDCA, fill in as much information as can be done digitally, then take the A3, with a bunch of blank space, to the site to conduct the investigation/PDCA. Let the teams see the information and fill in the blanks. The data really drives the conversation and not having STATIC boxes really opens up possibilities that would not have been generated otherwise.

To start an A3, you just need the goal of the PDCA or problem statement of the RCA and most recent information about the topic. Everything else is just a matter of seeing where the information gleaned from team members takes you from the investigation to the members of the team. That is the beauty of A3 it is completely flexible to suit your needs as a platform.

I'm not sure how this practice of "identifying gaps" became commonplace, but you often don't know the gap! That's why you're problem solving in the first place. Also, please read Juran and Deming; root causes are systemic in nature, and result in a large number of related failures (usually, though they can range from very small to very large). Changing causal factors (which is what is referred to in the article here) themselves at very high levels can often act as a light switch for the issue, but that doesn't mean that you're preventing recurrence. If you don't find out why that causal factor is occurring (and why it exists in the first place), you'll be left wondering why you're problem solving again in a few days, weeks, or months.

Kaizen is not closely related to directed problem solving, which makes this entire article feel a bit odd. While both activities are related to continual improvement, there's no need to add "Lean" or "Kaizen" to everything. Successful Kaizen doesn't often have "action plans", as you're meant to go and improve at that moment. If you have time to write an action plan, you're not likely involved in Kaizen.