Managing to Learn: Using the A3 management process to solve problems

Many people familiar with A3 reports primarily see them as a simple communication or problem-solving tool, but they are so much more. The process by which a company identifies, frames, acts, and reviews progress on problems, projects, and proposals can be found n the structure of the A3 process. The model by which an organization learns is embodied in the A3 process, and the form itself is representative of how a culture carries this out.

In Managing to Learn you will follow the story of a managing process to create a standard method for innovating, planning, problem-solving, and building structures for a broader and deeper form of thinking-a practical and repeatable to organizational learning.

Contents
Foreword
Introduction
Chapter 1: What is an A3?
Chapter 2: Grasp the Situation - Go to the Gemba
Chapter 3: Goals and Analysis - Finding the Root Cause
Chapter 4: Proposed Countermeasures - Set - Based Decision - Making
Chapter 5: Plan and Followup - Pull-Based Authority
Chapter 6: Perpetual PDCA - Developing A3 Thinkers
Conclusion - Learning to Learn
Getting Started - It Takes Two to A3
About the Author
Bibliography
Feedback
A3 Examples

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