Publisher: CRC, 2008, 165 pages
ISBN: 1-56327-360-8
Keywords: Lean
When talking to executives inside Toyota, you discover that a relentless dedication to continuous improvement is what gives them their greatest competitive advantage. To this end, the principle of PDCA: Plan, Do, Check, Act, is engrained throughout their corporate culture. Just as engrained, and equally valuable, is the flexible, yet precise, reporting system, which is married to the process. All about efficiency, every report must be confined to one side of an A3 (11 x 17-inch) sheet of paper; hence, the report is known as the A3.
Aptly entitled Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System, this work emphasizes the discipline required to generate such a report. Relying upon their extensive experience with Toyota, the authors cover everything needed to execute a rigorous reporting system. Demonstrating the powerful set of dynamics that is referred to as A3 Thinking, they —
A3 is not about generating more paperwork, but is all about creating a process and a mindset that are uncompromising in their dedication to improvement. Diligently applying the processes, thinking, and tools described in these pages will dramatically improve the effectiveness of those individuals involved, and when spread through an organization, will quickly result in a culture of genuine improvement. While this system grew out of automotive manufacturing, it is proven to be broadly applicable to almost any management system.
At long last, a book that describes the A3 thinking in Lean and links it clearly to PDCA. It is not a very long book, but every page counts, in this well-written masterpiece.
Granted, you need to understand the basics of Lean and PDCA, but otherwise, it is very comprehensive. A valuable book in any management library, regardless if you're a Lean adherent or not.
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