Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System
Art Smalley, Durward K. Sobek
Winner of a 2009 Shingo Research and Professional Publication Prize. The A3 report has proven to be a key tool In Toyotaâ€™s successful move toward organizational efficiency, effectiveness, and improvement, especially within its engineering and R&D organizations. The power of the A3 report, however, derives not from the report itself, but rather from the development of the culture and mindset required for the implementation of the A3 system. In other words, A3 reports are not just an end product but are evidence of a powerful set of dynamics that is referred to as A3 Thinking.
Management Web Sites and Resources
Michael Ballé, H. Thomas Johnson, Daniel T. Jones, Art Smalley, Steven Spear, Jeffrey Liker, Mike Rother
"Lean management is a method to dramatically improve business performance by teaching people how to improve their own processes. The two main dimensions of lean management are continuous process improvement (going and seeing problems at the source, challenging operations and improving step by step) and respect for people (developing and engaging employees by developing teamwork, problem solving and respect for customers, employees and all other partners).
The aim of the discussion [on the site] is to share different points of view and to collectively build a vision of lean management."