PROBLEM SOLVING

Quick Reference Guide

PROBLEM SOLVING A3 is a tool used by an organization to systematically correct significant problems, of any size or complexity. Working through each step of the process
requires data-driven critical thinking. Management of the problem-solving process is facilitated by using a single page (A3). There are variations of the A3, which use 6-9 steps,
but all follow the same logical steps: precisely refining the problem, determining the root cause(s) using data, establishing corrective actions, & tracking the changes.

PROBLEM SOLVING A3

Box 1
PROJECT LEADER __________________

EXECUTIVE SPONSOR __________________

START DATE ______________ ESTIMATED COMPLETION DATE ______________

COACH (IF NEEDED) ______________

Box 5
Summarize the Problem. 1) BACKGROUND / PROBLEM STATEMENT 5) COUNTERMEASURES -- GAP CLOSURE Establish Counter Measures
Be sure to include the for the Root Causes.
impact to the goal, and the Be sure to consider unintended
background conditions that consequences, to project the
exist
2) CURRENT STATE 6) RAPID EXPERIMENTATION / JUST DO IT
impact of each measure, and
explain the cost / benefit.

Box 2
3) GOALS -- WHAT DOES GOOD LOOK LIKE?
WHAT
7) IMPLEMENTATION PLAN
WHO WHEN RESULTS
Box 6
Define the Current State. Just Do It.
Be sure to define the scope Define the quick hits that can
of the situation, and why the start the change immediately.
problem is being addressed Include any prototyping and
now rapid experimentation that can
be done to test the impact of
4) ROOT CAUSE ANALYSIS 8) BOWLER -- TRACK PROGRESS TO GOAL
the full counter measures.

Box 3:
Describe What ‘Good’ Looks Box 7
Like. 9) LEARNINGS AND OBSERVATIONS Lay Out a Plan.
Be sure to describe the ideal Be sure to include the key
state. Be quantifiable and actions, owners, timing, and
detailed, not just directional. expected impact of counter
measures.
A3 TEAM A3 STAKEHOLDERS A3 REVIEWS

Box 4 Box 9 Box 8

Determine the Direct Cause and then the Root Capture the Lessons Learned. Track Progress.
Cause(s). Summarize the RCA. Document both the positives and Include a visual control of the key
Leverage tools like Fishbone, 5-Whys, & data negatives from this Problem goal this A3 is to affect. Leverage
analytics to perform a sound data-driven analysis Solving event. Propose other graphs or color-coded scorecards to
of the root causes. Then summarize the most areas that these learnings might track the progress in direct relation to
significant ones that need to be addressed. be leveraged. the improvement plan.

COMMON FAILURES DEFINITIONS WHAT GOOD LOOKS LIKE

 Not defining the correct problem A3 – a management tool that forces users to condense the – PROBLEM SOLVING A3
 Not starting with the right Point of Cause core elements in single sheet of ‘A3 size’ paper (~11” x 17”). ✓ Clear problem
 Not including the right experts / isolated effort Direct Cause – the immediate event or condition that ✓ Simple & aligned
 Not using data / going on gut or ‘experience’ only created the problem. ✓ Condensed
 Blaming individuals / other teams Contributing Cause – A conditions or event that by itself ✓ Logical flow
 Not asking ‘why’ to the right level would not create the problem, but which accelerates or ✓ Visual
 Not going and seeing the process exacerbates it; eliminating it is good, but not adequate. ✓ Objective
 Stopping at the first cause Root Cause – the initiating event or condition that leads ✓ SMART goals
 Not leveraging the right tools eventually to the problem; eliminating the root cause will ✓ Data-driven RCA
 Not allocating the correct resources & time prevent the problem from reoccurring. ✓ Clear goals
 Not following through or monitoring action plans Root Cause Analysis (RCA) – the method used to identify ✓ Clear action owners
the root causes; uses logic & data analytics. ✓ Time-bound actions
Root Cause Corrective Action (RCCA) – the full process for ✓ Cross-functional Team
determining the root cause and tracking countermeasures ✓ Honest findings
through to completion (elimination of systemic issues). ✓ Visual metrics
✓ Changes marked on run
Rapid Problem Solving (RPS) – A problem solving
chart
methodology that leverages the A3, good RCCA practice, & a
✓ Findings shared
management operating system focused on speed.
Gemba – ‘Going to the place’ where the work happens & the
problem occurred; direct observation & data collection. CORE CONCEPT!
Containment Action – a countermeasure to correct the
problem’s symptoms (ex: recalling defective products).
You know you’ve gotten to
Corrective Action – any countermeasure to the problem’s the root cause when by
causes. eliminating it, you’ll
Detective Action – a countermeasure that helps identify prevent the problem from
problems earlier or better, but does not fix causes. reoccurring.
Honeywell Internal
Preventative Action – a countermeasure that eliminates the
root cause of the problem, and thus reoccurrence. Revision: 01-20
Honeywell Proprietary

TOOLS to DETERMINE CAUSE
Root Cause Analysis (RCA)
FACT FINDING QUESTIONS
Where does this occur?
Where does this not occur?
When does this occur?
When does this not occur?
How often does this occur?
How often does this not occur?
Has this occurred before?
Has something like this occurred before?
What has changed?
What has not changed?
What could cause the problem to occur?
What could not have caused this problem?
BASIC TOOLS / EASY
5 WHYs
6Ms / Fishbone Use these to brainstorm all possible causes, thinking through
the 6Ms of causal-types, and organizing successive causes on
Pareto
CORE CONCEPT!
Ask ‘Why’ enough to be useful,
but don’t get carried away.
Asking 5x is only a guide.
Honeywell Internal
Find more tools, templates, & examples at:
https://honeywellprod.sharepoint.com/sites/DWP-Functions/six-sigma/Pages/Home.aspx
PROBLEM TYPES
EASY – Can quickly trace a single
point of cause; use basic tools
MODERATE – Somewhat difficult /
incomplete data / multiple causes;
use some more advanced tools &
gemba to get to root cause(s)
HARD - Higher level event(s) / no
data available / uncertain point of
cause; use advanced analysis of
data / facts, & focus on high drivers
A powerful tool used on
all problems. Ask ‘why?’
roughly five times,
sequentially, to get to
the root cause. Your
analysis can be checked
by stating ‘therefore…”
with your ‘5 Whys’ in
reverse.
the fishbone diagram.
Organize data from
highest to lowest by
volume / frequency.
When required to
80/20 Rule
focus effort, focus
on the top 20%,
which typically yields
80% of the impact.
TOOLS TO DETERMINE CAUSE
It is critical to use observation and data
to determine cause – first the direct
cause & then the root cause or causes.
80 / 20 RULE
80% of the impact is caused by
20% of the issues.
CRITICAL THINKING is the objective analysis and
evaluation of an issue in order to form a judgment.
Critical Thinking applied with the right TOOLS is
essential for good root cause analysis (RCA).
MODERATE TOOLS
Process Map Whether you use a
(Pmap) swim lane or process
flow map, write down
the actual process
steps occurring.
Analyzing the inputs
and outputs of steps
shows causation.
Value Stream Map (VSM)
The VSM is a powerful tool that is
used to collect critical information
across the full end-to-end business,
and can yield valuable information
about inefficiencies and waste.
Cause & Effect (C&E) Matrix
The common C&E Matrix is used to prioritize
process inputs by determining which ones have
the most impact to key outputs. A Lean C&A
Matrix is used to correlate many seemingly
disparate undesirable observations (UDOs) so you
can determine which ones are the most impactful
and need to be focused on first. A C&E Matrix
uses quantifiable data, where a simple Affinity
Diagram shows only qualitative relations.
Cause & Effect Tree
The C&E Tree combines a
‘5 Why’ analysis for many
causes. Causes and their
effects are laid out in a
graphical, tree-shaped,
diagram.
ADVANCED TOOLS / HARD
Defect Map
Simple in concept, this tool
may require more advanced
systems to dynamically collect
real-time data on where
defects are physically being
created. Collecting data this
way can give new insights,
such as cross-organization
opportunities.
Components of Variation (CoV)
This analysis is usually done
with advanced data analytics
software, such as Minitab, and
may require support from an
Expert, like a Black Belt. By
collecting and inputting
production data across various
factors (such as lots, shifts,
machines, operators), you can
quantify the relevance of the
various suspect factors.
Multi-Vari Analysis
Multi-Vari Analysis is a way of
presenting variance data in a
graphical form, providing a visual
alternative to analysis of variance
(ANOVA). Both these tools can be
used to compare different samples
(when potential causes are
isolated) to determine if they are
from the same population. Like
CoV, you will need a data analytics
tool like Minitab.
Revision: 01-20
Honeywell Proprietary