THE CONTINUOUS IMPROVEMENT COMPANION

"A" Terms From Our Massive CI Reference Guide

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168
Term Directory
A3 Management: OVERVIEW
A3 Management: DISCUSSION
A3 Problem Solving: OVERVIEW
A3 Process: OVERVIEW
A3 Report: OVERVIEW
A3 Thinking: OVERVIEW
A3 Thinking: VIDEO TERM (Part 1)
A3 Thinking: VIDEO TERM (Part 2)
A3 Thinking: VIDEO TERM (Part 3)
A3 Thinking: DISCUSSION
A3 Thinking: AUDIO TERM
A3 Thinking: WORDS OF WARNING
A3 Thinking: FRONTLINE NOTES
A3 Thinking: LEADER NOTES
A3 Thinking: KEY POINTS
A3 Thinking: NEXT STEPS
A3 Thinking: FORMS & TOOLS
ABC Inventory: OVERVIEW
ABC Inventory: DISCUSSION
ABC Machines: OVERVIEW
ABC Machines: DISCUSSION
ABC Machines: WORDS OF WARNING
ABC Machines: LEADER NOTES
Abnormal Conditions: OVERVIEW
Abnormal Conditions: DISCUSSION
Abnormality Management: OVERVIEW
Abnormality Management: DISCUSSION
Abnormality Management: WORDS OF WARNING
Absences: OVERVIEW
Absences: DISCUSSION
Acceptable Quality Level: OVERVIEW
Acceptable Quality Level: DISCUSSION
Acceptance Number: OVERVIEW
Accountability in Lean: OVERVIEW
Accountability in Lean: DISCUSSION
Accountability in Lean: WORDS OF WARNING
Accountability in Lean: FRONTLINE NOTES
Accountability in Lean: LEADER NOTES
Accounting: OVERVIEW
Accounts Payable (AP): OVERVIEW
Accounts Payable (AP): DISCUSSION
Accuracy: OVERVIEW
Accuracy: DISCUSSION
Action Date: OVERVIEW
Action Plan: OVERVIEW
Activity Ratio: OVERVIEW
Activity Ratio: DISCUSSION
Activity Ratio: WORDS OF WARNING
Activity-Based Costing: OVERVIEW
Activity-Based Costing: DISCUSSION
Ad Hoc Query: OVERVIEW
Administrative Processes: OVERVIEW
Affinity Diagram: OVERVIEW
Agile Manufacturing: OVERVIEW
Agile Manufacturing: DISCUSSION
See: Automated Guided Vehicle
"AHA!" Moments: OVERVIEW
Algorithm: OVERVIEW
Algorithm: DISCUSSION
Allocation (Resources): OVERVIEW
Allocation (Resources): DISCUSSION
Alpha Risk: OVERVIEW
Alternate Hypothesis: OVERVIEW
Ambiguity: OVERVIEW
Ambiguity: DISCUSSION
See: Association for Manufacturing Excellence
Continuous Improvement Organization: American National Standards Institute (ANSI)
American National Standards Institute (ANSI): DISCUSSION
Continuous Improvement Organization: American Society for Quality (ASQ)
Amortization: OVERVIEW
Amortization: DISCUSSION
Analysis: OVERVIEW
Analysis: DISCUSSION
Analysis of Variance (ANOVA): OVERVIEW
Analysis of Variance (ANOVA): DISCUSSION
Analysis Paralysis: OVERVIEW
Analysis Paralysis: DISCUSSION
Analysis Paralysis: LEADER NOTES
Analytic Hierarchy Process (AHP): OVERVIEW
Analytic Hierarchy Process (AHP): DISCUSSION
Analytic Hierarchy Process (AHP): LEADER NOTES
Analyze Phase of Six Sigma: OVERVIEW
Analyze Phase of Six Sigma: DISCUSSION
Andon: OVERVIEW
Andon: AUDIO TERM
Andon: DISCUSSION
Andon: WORDS OF WARNING
Andon: FRONTLINE NOTES
Andon: SURVEY
Andon: SURVEY RESULTS
Andon Board: OVERVIEW
Andon Board: PROCESS SUMMARY (INFOGRAPHIC)
Annual Objectives: OVERVIEW
Annualized Values: OVERVIEW
Annualized Values: DISCUSSION
Annualized Values: WORDS OF WARNING
Anomaly: OVERVIEW
Anomaly: DISCUSSION
See: Analysis of Variance
See: American Nationals Standards Institute
AP or A/P: OVERVIEW
See Also: Accounts Payable
Apples to Oranges Comparisons: OVERVIEW
Appreciation (Employee Value): OVERVIEW
Appreciation (Employee Value): DISCUSSION
Appreciation (Employee Value): WORDS OF WARNING
Appreciation (Employee Value): FRONTLINE NOTES
Appreciation (Employee Value): LEADER NOTES
Appreciation (Employee Value): KEY POINTS
Appreciation (Employee Value): NEXT STEPS
Appreciation for People: OVERVIEW
Appreciation for People: DISCUSSION
Appreciation for People: LEADER NOTES
See: Acceptable Quality Level
Artisan Process: OVERVIEW
Artisan Process: DISCUSSION
See: American Society for Quality
Assembly Lines: OVERVIEW
Assembly Lines: DISCUSSION
Asset: OVERVIEW
Asset: DISCUSSION
Assignable Cause: OVERVIEW
Assignable Cause: DISCUSSION
Assignable Cause: LEADER NOTES
Continuous Improvement Organization: Association for Manufacturing Excellence (AME)
Assumptions: OVERVIEW
Asynchronous Learning: OVERVIEW
Asynchronous Learning: DISCUSSION
Asynchronous Learning: LEADER NOTES
See: Available to Promise
Attribute Data: OVERVIEW
Attribute Data: DISCUSSION
Attribute Data: WORDS OF WARNING
Attribution Theory: OVERVIEW
Attribution Theory: DISCUSSION
Attrition: OVERVIEW
Attrition: DISCUSSION
Attrition: WORDS OF WARNING
Audits: OVERVIEW
Audits: DISCUSSION
Audits: LEADER NOTES
Authority: OVERVIEW
Autoejector: OVERVIEW
Automated Guided Vehicle (AGV): OVERVIEW
Automated Guided Vehicles (AGV): DISCUSSION
Automated Guided Vehicles (AGV): LEADER NOTES
Automated Storage and Retrieval Systems (AS/RS): OVERVIEW
Automated Storage and Retrieval Systems (AS/RS): DISCUSSION
Automated Storage and Retrieval Systems (AS/RS): WORDS OF WARNING
Automatic Machine Cycle Time: OVERVIEW
Automatic Machine Cycle Time: DISCUSSION
Automatic Machine Cycle Time: NEXT STEPS
See: Automatic Machine Cycle Time
Automation: OVERVIEW
Automation: DISCUSSION
Autonomation: OVERVIEW
Autonomy: OVERVIEW
Autonomy: DISCUSSION
Autonomy: WORDS OF WARNING
Autonomy: NEXT STEPS
Availability: OVERVIEW
Availability: DISCUSSION
Available to Promise (ATP): OVERVIEW
Available to Promise (ATP): DISCUSSION
Available to Promise (ATP): WORDS OF WARNING
Average: OVERVIEW
Average: DISCUSSION

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"A" Terms from the Continuous Improvement Companion

More than a basic dictionary of CI terms. We include extensive details, including leader notes, key points, next steps, videos, frontline notes, words of warning, audio programs, and more.

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"A" Terms

A3 Management

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A3 Management

A3 management is a structured way of running a business. A3 management focuses on using a scientific approach to problem solving that creates a learning organization.

The key to A3 management is that there must be management problem-solving processes in place. This means that there is a specific way to address problems by everyone in the leadership ranks, rather than the typical shoot from the hip style of leadership that many managers exhibit.

That doesn’t mean that all problems are handled the same way. Not all problems will require the full use of the A3 report. That determination, however, should be the result of a consistent, structured process.

Don’t confuse structure with formal or bureaucratic, though. The point is to approach problems the same way every time and use the same process every time. This helps leaders avoid skipping important steps in the decision-making process.
A3 management is, in a nutshell, a leadership mindset that focuses on problem solving.

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