Toyota has designed a two-page mechanism for attacking problems. In July MIT Sloan Management Review published an article about what can we learn from Toyota's A3.
- The A3’s constraints (just 2 pages) and its structure (specific categories, ordered in steps, adding up to a “story”) are the keys to the A3’s power.
- Though the A3 process can be used effectively both to solve problems and to plan initiatives, its greatest payoff may be how it fosters learning. It presents ideal opportunities for mentoring.
- It becomes a basis for collaboration.
Unlike in my presentation, a real A3 plan is formed trough a series of productive dialogue and iterations which serve on building a common understanding and agreement on the situation and planned actions. Common understanding and agreement are always great help when implementing any plan.
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See also my lat year entries about
Leading Change
and about
How Do We Educate Our Children providing education that should be free, equal and of high quality (with some comments on the importance of women in politics and girls entering school)
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