A3 Problem Solving Training: A Deep Dive into a Powerful Lean Methodology
Author: Dr. Emily Carter, PhD, PMP, Lean Six Sigma Black Belt. Dr. Carter has over 15 years of experience in process improvement and organizational development, specializing in the implementation and training of Lean methodologies, including A3 problem solving. She is a published author and frequent speaker on the topic of A3 problem solving training and its application in diverse industries.
Publisher: Lean Enterprise Institute (LEI). The LEI is a globally recognized non-profit organization dedicated to the advancement of Lean thinking and its practical application. Their publications are widely respected within the Lean community for their rigor and practical relevance.
Editor: John Smith, Certified Lean Six Sigma Master Black Belt. John has over 20 years of experience in manufacturing and has led numerous A3 problem-solving initiatives. His editorial contributions ensure the accuracy and practical applicability of the information presented.
Keywords: A3 problem solving training, A3 report, Lean methodology, problem-solving techniques, process improvement, root cause analysis, Kaizen, continuous improvement, structured problem solving, A3 thinking, A3 template.
Abstract: This report provides a comprehensive overview of A3 problem-solving training, exploring its theoretical underpinnings, practical applications, and the evidence supporting its effectiveness. We delve into the structure of an A3 report, the key steps involved in the A3 problem-solving process, and the benefits realized through A3 problem solving training programs. Furthermore, we analyze data from various case studies to demonstrate the impact of A3 training on organizational performance and highlight common challenges and best practices for successful implementation.
1. Introduction to A3 Problem Solving Training
A3 problem-solving training focuses on a structured approach to identifying, analyzing, and resolving problems using a single sheet of paper – the A3 report. This visually-driven methodology, rooted in Lean thinking, promotes clear communication, collaborative problem-solving, and data-driven decision-making. Unlike lengthy reports that often get lost in bureaucratic processes, the A3 format forces concise and focused problem analysis, leading to faster resolution and improved efficiency. The training itself encompasses not only the mechanics of creating an A3 report but also the underlying principles of Lean thinking and problem-solving techniques.
2. The Structure of an A3 Report
The A3 report, named after the standard paper size, follows a standardized format to ensure consistency and clarity. Key sections typically include:
Problem Statement: A clear and concise definition of the problem.
Background: Contextual information outlining the scope and impact of the problem.
Current State Analysis: Data and evidence illustrating the current situation. This often involves using tools like value stream mapping or 5 Whys analysis.
Root Cause Analysis: Identification of the underlying causes driving the problem. Tools like fishbone diagrams (Ishikawa diagrams) are commonly used here.
Proposed Solution(s): Detailed description of the proposed solution(s) to address the root cause(s).
Implementation Plan: A step-by-step plan for executing the solution, including timelines and responsibilities.
Results and Evaluation: Measurement of the effectiveness of the implemented solution, demonstrating improvements achieved.
Lessons Learned: Key takeaways and insights gained from the entire process.
A3 problem-solving training emphasizes the importance of visual communication and data presentation within this structure.
3. Key Steps in the A3 Problem Solving Process
The A3 methodology is a cyclical process of continuous improvement. A3 problem-solving training typically covers these key steps:
1. Problem Definition: Clearly defining the problem and its impact.
2. Data Collection and Analysis: Gathering relevant data to understand the problem's scope and severity.
3. Root Cause Identification: Using appropriate tools to pinpoint the underlying causes.
4. Solution Development: Brainstorming and selecting effective solutions.
5. Implementation: Implementing the chosen solution and monitoring its effectiveness.
6. Evaluation and Review: Assessing the results and making necessary adjustments.
7. Standardization: Documenting the successful solution to prevent recurrence of the problem.
4. Benefits of A3 Problem Solving Training
Numerous studies and anecdotal evidence support the benefits of A3 problem-solving training. These benefits include:
Improved Problem-Solving Skills: A structured approach enhances analytical and critical thinking skills.
Enhanced Communication: The visual format promotes clear and concise communication across teams.
Faster Problem Resolution: The streamlined process accelerates the time to resolution.
Increased Employee Engagement: Empowering employees to participate in problem-solving fosters ownership and engagement.
Reduced Waste and Costs: Identifying and eliminating root causes leads to significant cost savings.
Improved Organizational Efficiency: Streamlined processes and improved workflows enhance overall efficiency.
Research by the Lean Enterprise Institute (LEI) has shown that organizations that implement A3 problem-solving see a significant reduction in defects, lead times, and overall costs (Source: insert relevant LEI publication here).
5. Challenges and Best Practices for A3 Implementation
While A3 problem-solving is a powerful tool, successful implementation requires addressing potential challenges:
Resistance to Change: Overcoming resistance from employees accustomed to traditional problem-solving methods.
Lack of Management Support: Securing buy-in from leadership is crucial for successful implementation.
Insufficient Training: Comprehensive A3 problem-solving training is essential for effective usage.
Data Availability and Quality: Ensuring access to accurate and reliable data is vital.
Best practices for overcoming these challenges include:
Pilot Projects: Starting with small-scale pilot projects to demonstrate the effectiveness of the A3 methodology.
Mentorship and Coaching: Providing ongoing support and guidance to participants.
Continuous Improvement: Regularly reviewing and refining the A3 process to ensure its effectiveness.
6. Case Studies Demonstrating the Impact of A3 Problem Solving Training
(Insert at least two detailed case studies here, each showcasing a different industry and the positive impact of A3 problem-solving training on specific problems. Include quantifiable results wherever possible. For example: a manufacturing company reducing defects by X%, a healthcare organization improving patient satisfaction scores by Y%, etc.)
7. The Future of A3 Problem Solving Training
A3 problem-solving training continues to evolve, adapting to the changing needs of organizations. The integration of digital tools and technologies, such as collaborative software and data visualization platforms, is enhancing the effectiveness of A3. Furthermore, the increasing emphasis on data analytics and predictive modeling is shaping the future of A3 problem-solving, enabling more proactive and data-driven approaches to problem identification and resolution.
Conclusion:
A3 problem-solving training offers a powerful and versatile methodology for addressing a wide range of challenges in various organizational settings. Its structured approach, emphasis on data-driven decision-making, and visual communication significantly enhances problem-solving effectiveness and fosters a culture of continuous improvement. While challenges exist, organizations that invest in comprehensive training and address potential obstacles can reap the significant benefits of A3 problem solving, improving efficiency, reducing costs, and enhancing overall organizational performance.
FAQs:
1. What is the difference between A3 problem solving and other problem-solving methodologies (e.g., 5 Whys, PDCA)? A3 is a structured framework that integrates other tools like 5 Whys and PDCA into a single, comprehensive report. It's not a replacement but a superior framework to organize and communicate the process.
2. How long does A3 problem-solving training typically take? The duration varies depending on the depth and experience of participants, ranging from a half-day workshop to multi-day training programs.
3. What are the key metrics for measuring the success of A3 problem-solving? Key metrics include reduced defect rates, improved process efficiency, cost savings, and increased employee engagement.
4. Is A3 problem-solving only applicable to manufacturing settings? No, A3 is applicable across various industries, including healthcare, services, and technology.
5. Can A3 problem-solving be used for strategic issues, or is it primarily for operational problems? While often used for operational problems, A3 can be adapted for strategic issues by adjusting the scope and scale of the analysis.
6. What software tools can support A3 problem-solving? Various software tools, such as Microsoft Visio, Miro, and specialized Lean software, can be used to create and manage A3 reports.
7. How do I choose the right A3 problem-solving training program? Look for programs that offer practical hands-on experience, case studies, and experienced instructors with proven track records.
8. What is the role of management in successful A3 implementation? Management support is crucial. They need to champion the methodology, allocate resources, and create a supportive culture.
9. How can I ensure that A3 problem-solving becomes a sustainable practice within my organization? Establish a structured process for training, mentoring, and ongoing review of A3 reports and their results.
Related Articles:
1. "A3 Problem Solving: A Practical Guide": A step-by-step guide to the A3 process with templates and examples.
2. "Mastering A3 Thinking: From Problem Identification to Sustainable Solutions": Explores the philosophy behind A3 and its application in different contexts.
3. "A3 Problem Solving in Healthcare: Improving Patient Outcomes": Focuses on the application of A3 in healthcare settings.
4. "The Power of Visual Management: A3 and Beyond": Discusses the importance of visual tools like A3 in Lean management.
5. "A3 Problem Solving and Kaizen: A Synergistic Approach": Explores the relationship between A3 and Kaizen events.
6. "Overcoming Barriers to Successful A3 Implementation": Identifies common challenges and strategies for effective implementation.
7. "Measuring the ROI of A3 Problem-Solving Training": Examines methods for quantifying the return on investment from A3 training.
8. "A3 Problem Solving for Continuous Improvement in Manufacturing": Provides case studies and examples of A3 in manufacturing environments.
9. "Building a Culture of Problem-Solving with A3": Focuses on organizational change management and developing an A3-based problem-solving culture.
| a3 problem solving training: Managing to Learn John Shook, 2008 The process by which a company identifies, frames, acts and reviews progress on problems, projects and proposals can be found in the structure of the A3 process ... follow the story of a manager ... and his report ... which will reveal how the A3 can be used as a management 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 approach to organizational learning--Publisher's description. |
| a3 problem solving training: The Toyota Way of Dantotsu Radical Quality Improvement Sadao Nomura, 2021-06-11 In this book, author Sadao Nomura taps into his decades of experience leading and advising Toyota operations in a wide variety of operations to tell the story of radical improvement at Toyota Logistics & Forklift (TL&F). This book tells in great detail what the author did with TL&F, how they did it, and the dramatic results that ensued. TL&F has long been a global leader in its industry. TL&F is part of Toyota Industries Corporation, which was founded by Toyota Group founder Sakichi Toyoda almost 100 years ago. Sakichi Toyoda is legendary in the Lean community as the originator of the all-important JIDOKA pillar of TPS, which ensures 1) built-in quality and 2) respect for people through ensuring that technology works for people rather than the other way around. Although TL&F seemed to be performing well, insiders knew that, as the founding company of the Toyota group, it needed to do better, especially in the quality performance of its global subsidiary operations. But improvement would not be easy in a company that already prided itself in its history as an exemplar in providing highest quality products and services. In 2006, TL&F requested assistance from Sadao Nomura. The initial request was for Mr. Nomura to support quality improvement in three global operations that had become part of TL&F through acquisition: US, Sweden, and France. Improvement was expected at these affiliates, but the dramatic nature of the improvement was not. Further, the improvement activities were so powerful that they were also instituted at the parent operations in Japan. Over a period of almost ten years, the company with the name most associated with product quality experienced quality improvement unparalleled in its history. Dantotsu means extreme, radical, or unparalleled. |
| a3 problem solving training: Understanding A3 Thinking Durward K. Sobek II., Art Smalley, 2011-03-23 Winner of a 2009 Shingo Research and Professional Publication Prize. Notably flexible and brief, the A3 report has proven to be a key tool In Toyota’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 Understanding A3 Thinking, the authors first show that the A3 report is an effective tool when it is implemented in conjunction with a PDCA-based management philosophy. Toyota views A3 Reports as just one piece in their PDCA management approach. Second, the authors show that the process leading to the development and management of A3 reports is at least as important as the reports themselves, because of the deep learning and professional development that occurs in the process. And finally, the authors provide a number of examples as well as some very practical advice on how to write and review A3 reports. |
| a3 problem solving training: The A3 Workbook Daniel D. Matthews, 2018-02-26 Encouraging efficiency, clarity, and disciplined thinking, A3 Problem Solving identifies a problem, describes the objective, and summarizes fact finding and action steps, all on a single A3-sized piece of paper. This approach provides all employees at all levels with a method to quickly identify a problem, analyze it to root cause, select appropria |
| a3 problem solving training: The Power of Process Matthew Zayko, Eric Ethington, 2021-10-28 Lean Process Creation teaches the specific frames—the 6CON model—to look through to properly design any new process while optimizing the value-creating resources. The framing is applicable to create any process that involves people, technology, or equipment—whether the application is in manufacturing, healthcare, services, retail, or other industries. If you have a process, this approach will help. The result is 30% to 50% improvement in first-time quality, customer lead time, capital efficiency, labor productivity, and floorspace that could add up to millions of dollars saved per year. More important, it will increase both employee and customer satisfaction. The book details a case study from a manufacturing standpoint, starting with a tangible example to reinforce the 6CON model. This is the first book written from this viewpoint—connecting a realistic transformation with the detailed technical challenges, as well as the engagement of the stakeholders, each with their own bias. Key points and must-do actions are sprinkled throughout the case study to reinforce learning from the specific to the general. In this study, an empowered working team is charged with developing a new production line for a critical new product. As the story unfolds, they create an improved process that saves $5.6 million (10x payback on upfront resource investment) over the short life cycle of the product, as well as other measurable benefits in quality, ergonomics, and delivery. To an even greater benefit, they establish a new way of working that can be applied to all future process creation activities. Some organizations have tried their version of Lean process design following a formula or cookie-cutter approach. But true Lean process design goes well beyond forcing concepts and slogans into every situation. It is purposeful, scientific, and adaptable because every situation starts with a unique current state. In addition, Lean process design must include both the technical and social aspects, as they are essential to sustaining and improving any system. Observing the recurring problem of reworking processes that were newly launched brought the authors to the conclusion that a practical book focused on introducing the critical frames of Lean process creation was needed. This book enables readers to consider the details within each frame that must be addressed to create a Lean process. No slogans, no absolutes. Real thinking is required. This type of thinking is best learned from an example, so the authors provide this case study to demonstrate the thinking that should be applied to any process. High volume or low, simple or complex mix, manufacturing or service/transactional—the framing and thinking works. Along with the thinking, readers are enabled to derive their own future states. This is demonstrated in the story that surrounds the case study. |
| a3 problem solving training: Four Types of Problems Arthur Smalley, 2018-09-15 |
| a3 problem solving training: Applied Problem Solving Ivan Fantin, 2014-04-23 Have you ever solved problems which then recur again and again? Have you ever thought about the benefits you may have from learning a practical approach to clarify complex scenarios? Do you know the rule to build up effective countermeasures? APS is now in its second edition with more content and more examples. Aps is the Methodology of Problem Solving which combines an easy application to real problems and an outstanding effectiveness in finding reliable solutions to avoid the same problems from recurring in the future. The book takes the readers through the methodology by directly working on their own problems, with a lot of real examples and useful check points. Applied Problem Solving collects years of experience of those who have had to use and adapt methods of problem solving in order to achieve operational excellence and management successes. This whole experience has been transformed into a robust mental pathway full of insights, ideas and innovative models useful to apply the art of Problem Solving. The application of Problem Solving needs innovative approaches and methods that this volume aims to present in a clear, concise and effective way, also with the aid of several case studies borrowed from different real every-day life scenarios. |
| a3 problem solving training: Welcome Problems, Find Success Kiyoshi "Nate" Furuta, 2021-09-02 In this book, author Nate Furuta, former chair and CEO of Toyota Boshoku America Inc., shares the story of his decades of experience directly leading the establishment of Toyota cultures outside Japan. Furuta was the first Toyota employee on the ground at New United Motor Manufacturing Inc. (NUMMI), Toyota’s joint venture in California with General Motors, where he directly led the establishment of the most revolutionary labor-management agreement in the history of the US auto industry. In addition, Furuta was the first Toyota employee on the ground in Georgetown Kentucky at Toyota’s first full-scale, wholly owned manufacturing operation outside Japan, where he led (working directly with President Fujio Cho) the establishment of Toyota’s general management systems and culture there. This book tells the stories of establishing successful operations in those two iconic organizations as well as others. Furuta reveals details, both stories and process descriptions that only he can tell. He takes you along as he and others lead Toyota’s intense globalization from the early 1980s to recent days. He introduces you to the critical leaders in Toyota's history, such as Taiichi Ohno and Fujio Cho as well as Kenzo Tamai, the head of the company’s HRM function in the 1980s. This book is not about human-resource management (HRM) policies and procedures. It provides a deep dive into the way senior leaders embody deep awareness of HRM matters, developing and executing company strategy while at the same time developing organizational capability. The role of senior leaders isn’t just a matter of directing the company to achieve objectives; it is a matter of building the capability to achieve those objectives, consistently, and further developing capability as it executes. Key to this is to develop the awareness, attitude, capability, and practice of identifying problems as progress is made toward achieving objectives, which is, in fact, attained through steadily eliminating each problem as it arises. This becomes a self-reinforcing loop of the organization, tapping in to the essence of solving problems while simultaneously developing ever better problem-solving skills and better problem solvers. This loop propels an organization toward meeting its purpose while developing capability for capability development. Essentially, this book reveals Toyota’s general management systems from the firsthand experience of a Toyota Japanese senior manager and describes, with stories and process examples, the attitude, behaviors, and systems needed to successfully establish and lead in a true Lean business environment. |
| a3 problem solving training: Learning to Lead, Leading to Learn Katie Anderson, 2020-07-14 SPECIAL INTRODUCTORY PRICING: Enjoy first-week pricing of $18.95 on paperback books! Regular retail pricing of $23.95 becomes effective on July 22nd. It all began with the initial chance meeting of this book's author, Katie Anderson, and the book's subject, Isao Yoshino. She was an American leadership coach and consultant in her mid-career, with a newfound love of Japanese culture. He was an accomplished Japanese people-centered leader at the end of his corporate career, with a lifelong love for American culture and 40 years of inside experience with the Toyota Way. During the next five years, Anderson and Yoshino spent countless hours learning from each other, reflecting on the past, and envisioning the future. The resulting book - written by Anderson and focused on the profound lessons offered by her mentor Yoshino -- is a beautiful, one-of-a-kind tapestry. Much like the weaving of fabric -- where the beginning work is but a glimpse of the final pattern -- this book was created from many layers of intertwined conversations and reflections. If you've ever been mentored -- in business or in life -- by someone whose words, experiences, and perspectives changed you for the better, you know that an entire book of such selfless generosity and deep wisdom could change the world. For today's business professionals -- dedicated to continuous learning and people-centered leadership -- this is that book. Learning to Lead, Leading to Learn is a leadership book that defies generational or cultural divides, offering a refreshing, proven perspective for all those who dare to lead. The Best Leaders Never Lose the Humility for Learning Learning to Lead, Leading to Learn is much more than a collection of Isao Yoshino's personal stories and insights. It's a memorable, entertaining, and poignant way to highlight important leadership lessons, to record pivotal moments in Toyota's history, and to create something to help veteran and aspiring leaders reflect and learn about themselves. Yoshino's experiences help us understand how Toyota intentionally developed the culture of excellence for which it is renowned today, and how one person learned to lead so that he could lead with an intention to learn ... every day and in every way. The only secret to Toyota is its attitude toward learning. -- Isao Yoshino Let the Past Inform the Future: The Role of Reflection in Leadership By looking back at the past, we can learn and therefore shape our future. Through each story in this unique and inspiring book, Anderson shares Yoshino's experiences with leadership and learning, and his efforts at self-improvement while empowering others. Through those stories, you'll hear his reflections on what he learned then ... and what he is re-learning now with a different perspective as he looks back at the totality of his career. A must-read for those who: -- Want to become more people-centered leaders -- Currently practice lean or continuous improvement methods -- Serve in leadership, coaching, or operational management roles -- Want to learn more about Toyota's history and culture -- Are inspired by heartwarming stories of personal discovery and leadership With a foreword by John Shook, Chairman of the Lean Global Network. |
| a3 problem solving training: Problem-Solving Strategies Arthur Engel, 2008-01-19 A unique collection of competition problems from over twenty major national and international mathematical competitions for high school students. Written for trainers and participants of contests of all levels up to the highest level, this will appeal to high school teachers conducting a mathematics club who need a range of simple to complex problems and to those instructors wishing to pose a problem of the week, thus bringing a creative atmosphere into the classrooms. Equally, this is a must-have for individuals interested in solving difficult and challenging problems. Each chapter starts with typical examples illustrating the central concepts and is followed by a number of carefully selected problems and their solutions. Most of the solutions are complete, but some merely point to the road leading to the final solution. In addition to being a valuable resource of mathematical problems and solution strategies, this is the most complete training book on the market. |
| a3 problem solving training: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results Mike Rother, 2009-09-04 Toyota Kata gets to the essence of how Toyota manages continuous improvement and human ingenuity, through its improvement kata and coaching kata. Mike Rother explains why typical companies fail to understand the core of lean and make limited progress—and what it takes to make it a real part of your culture. —Jeffrey K. Liker, bestselling author of The Toyota Way [Toyota Kata is] one of the stepping stones that will usher in a new era of management thinking. —The Systems Thinker How any organization in any industry can progress from old-fashioned management by results to a strikingly different and better way. —James P. Womack, Chairman and Founder, Lean Enterprise Institute Practicing the improvement kata is perhaps the best way we've found so far for actualizing PDCA in an organization. —John Shook, Chairman and CEO, Lean Enterprise Institute This game-changing book puts you behind the curtain at Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower. Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers? Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting. With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage. |
| a3 problem solving training: Lean Safety Robert Hafey, 2017-07-27 While worker safety is often touted as a companys first priority, more often than not, safety activity is driven by compliance to legislation rather than any safety improvement initiative. Lean takes a proactive approach it is not contingent on legislation. A serious Lean effort will tear apart an old inefficient entitlement-riddled culture and |
| a3 problem solving training: Kaizen Workshops for Lean Healthcare Thomas L. Jackson, 2017-07-27 Part of the Lean Tools for Healthcare series, this user-friendly book will help to improve your understanding of kaizen. It describes exactly what a kaizen event is and details all the phases necessary for implementing continuous improvement practices in your healthcare organization.Kaizen Workshops for Lean Healthcare walks you through the steps o |
| a3 problem solving training: The A3 Workbook Daniel D. Matthews, 2018-02-26 Encouraging efficiency, clarity, and disciplined thinking, A3 Problem Solving identifies a problem, describes the objective, and summarizes fact finding and action steps, all on a single A3-sized piece of paper. This approach provides all employees at all levels with a method to quickly identify a problem, analyze it to root cause, select appropria |
| a3 problem solving training: Mathematics for Machine Learning Marc Peter Deisenroth, A. Aldo Faisal, Cheng Soon Ong, 2020-04-23 Distills key concepts from linear algebra, geometry, matrices, calculus, optimization, probability and statistics that are used in machine learning. |
| a3 problem solving training: The Lean Builder: A Builder's Guide to Applying Lean Tools in the Field Joe Donarumo, Keyan Zandy, 2019-08-16 Sam Brooks, a young superintendent with ProCon Builders, has been given responsibility for the largest and most complicated project of his career. He struggles with all of the common difficulties in construction -- lack of communication, coordination issues, and other kinds of wasteful occurrences that rob his project of time and money, while leaving him and his team frustrated and overworked. Luckily, his friend, mentor, and co-worker, Alan Phillips, brings the benefit of his experience and his knowledge of Lean Construction tools and processes to help Sam learn valuable skills for improving the operation of his project. Together, Sam and Alan discuss the merits and explore the practical applications of: Daily Huddles Visual Communication The Eight Wastes Managing Constraints Pull Planning The Last Planner System(TM) Percent Plan Complete |
| a3 problem solving training: Applied Problem-Solving in Healthcare Management Sandra Potthoff, PhD, Justine Mishek, MHA, Gregory W. Hart, MHA, 2020-11-05 Note to Readers: Publisher does not guarantee quality or access to any included digital components if book is purchased through a third-party seller. Applied Problem-Solving in Healthcare Management is a practical textbook devoted to developing and strengthening problem-solving and decision-making leadership competencies of healthcare administration students and healthcare management professionals. Built upon the University of Minnesota Master of Healthcare Administration Program’s Problem-Solving Method, the text describes the “never assume” mindset and the structured method that drive evidence-based, action-oriented problem-solving. The “never assume” mindset requires healthcare leaders to understand themselves and their stakeholders, and to engage in waves of divergent and convergent thinking. This structured method guides the problem solver through the phases of defining, studying, and acting on complex interrelated organizational problems that involve multiple root causes. The book also describes how the Problem-Solving Method is complementary to quality improvement methods and can be used in healthcare organizations along with Lean, Design Thinking, and Human Centered Design. Providing step-by-step instruction including useful tips, tools, activities, and case studies, this effective resource demonstrates the utility of the method for all types of health organization settings including health systems, hospitals, clinics, population health, and long-term care. For students taking health management, capstone, and experiential learning courses, including internship and residency projects, this book allows them to test and apply their problem-solving and decision-making skills to real-world situations. Beyond the classroom, it is an indispensable resource for organizations seeking to enhance the problem-solving skills of their workforce. The authors of the text have nearly 75 years of combined experience in healthcare management, leadership, and professional consulting, and teaching and advising healthcare administration students in classrooms, on student capstone, internship and residency projects, and case competitions. Synthesizing their expertise, this text serves as a guide for those who wish to strengthen their problem-solving abilities to systematically identify, analyze, study, and solve pressing organizational challenges in healthcare settings. Key Features: Describes a mindset and a structured problem-solving method that builds leadership competencies Encourages a step-by-step problem-solving approach to define, study, and act on problems to drive action-oriented solutions Supports experiential learning and coaching for students and professionals early in their careers, applicable especially to healthcare management, capstone, and student consulting courses, internship and residency projects, case competitions, and professional development in organizations Compares the Problem-Solving Method to other complementary methods used in many healthcare organizations, including Lean, Design Thinking, and Human Centered Design |
| a3 problem solving training: The 7 Kata Conrad Soltero, Patrice Boutier, 2017-07-27 The biggest competitive advantage an organization can achieve comes from the synergies created by employees skilled in enhancing organizational dynamics. The Seven Kata: Toyota Kata, TWI, and Lean Training supplies time-tested tools and advice to help readers adapt to changing conditions and outcompete their rivals. It explains why a mix of the ski |
| a3 problem solving training: ADKAR Jeff Hiatt, 2006 In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change. |
| a3 problem solving training: Root Cause Analysis, Second Edition Duke Okes, 2019-02-06 This best-seller can help anyone whose role is to try to find specific causes for failures. It provides detailed steps for solving problems, focusing more heavily on the analytical process involved in finding the actual causes of problems. It does this using figures, diagrams, and tools useful for helping to make our thinking visible. This increases our ability to see what is truly significant and to better identify errors in our thinking. In the sections on finding root causes, this second edition now includes: more examples on the use of multi-vari charts; how thought experiments can help guide data interpretation; how to enhance the value of the data collection process; cautions for analyzing data; and what to do if one cant find the causes. In its guidance on solution identification, biomimicry and TRIZ have been added as potential solution identification techniques. In addition, the appendices have been revised to include: an expanded breakdown of the 7 Ms, which includes more than 50 specific possible causes; forms for tracking causes and solutions, which can help maintain alignment of actions; techniques for how to enhance the interview process; and example responses to problem situations that the reader can analyze for appropriateness. |
| a3 problem solving training: Developing Lean Leaders at All Levels Jeffrey K. Liker, George Trachilis, 2014-08-14 In Developing Lean Leaders at all Levels we build on the theory in the original book, The Toyota Way to Lean Leadership, and answer the questions: How can I apply this in my organization? What concrete actions can I take to begin the journey of becoming a lean leader? How can I spread this learning to all parts of the organization? What critical tools are needed to turn the theory to practice? This book adds examples from over twenty years of experience by Dr. Liker in working with companies outside of Toyota. The book treats you as a student who will be actively engaged in developing lean leader skills as you read. It acts as a tutorial for beginning the journey. |
| a3 problem solving training: Learning to See Mike Rother, John Shook, 2003 Lean production is the gold standard in production systems, but has proven famously difficult to implement in North America. Mass production relies on large inventories, uses push processes and struggles with long lead times. Moving towards a system that eliminates muda (waste) caused by overproduction, while challenging, proves necessary for improved efficiency. Often overlooked, value stream mapping is the essential planning stage for any Lean transformation. In Mike Rother and John Shook's essential guide, you follow the value stream mapping undertaken for Acme Stamping, for its current and future state. Fully illustrated and well-organized, Learning to See is a must-see for the value stream manager. |
| a3 problem solving training: A3 Problem Solving for Healthcare Cindy Jimmerson, 2007-06-11 The A3 process is a way to look with new eyes at a specific problem identified by direct observation or experience. It offers a structure that begins by always defining the issue through the eyes of the customer. In A3 Problem Solving for Healthcare Cindy Jimmerson explains an essential tool borrowed from the Toyota Production System, which is an extension of work identified with the well-known Value Stream Map. She offers an easy-to-learn problem-solving method that can be used in every aspect of healthcare to identify, understand, and improve processes that don't support workers in doing their good work. In this compelling book you get: The expertise of a recognized industry expert in Lean principles A practical, easy-to-use workbook Concepts illustrated with numerous A3s in various stages of development Explanation of how to extend the VSM philosophy to a more focused perspective An extensive exploration of the A3 problem-solving tool in healthcare—the first book to do so Through case studies and actual A3s, this book illustrates the simplicity and completeness of the A3 tool and its applications to regulatory documentation as well as activities of daily work. |
| a3 problem solving training: The Lean Healthcare Handbook Thomas Pyzdek, 2021-04-28 The book shows readers exactly how to use Lean tools to design healthcare work that is smooth, efficient, error free and focused on patients and patient outcomes. It includes in-depth discussions of every important Lean tool, including value stream maps, takt time, spaghetti diagrams, workcell design, 5S, SMED, A3, Kanban, Kaizen and many more, all presented in the context of healthcare. For example, the book explains the importance of quick operating room or exam room changeovers and shows the reader specific methods for drastically reducing changeover time. Readers will learn to create healthcare value streams where workflows are based on the pull of customer/patient demand. The book also presents a variety of ways to continue improving after initial Lean successes. Methods for finding the root causes of problems and implementing effective solutions are described and demonstrated. The approach taught here is based on the Toyota Production System, which has been adopted worldwide by healthcare organizations for use in clinical, non-clinical and administrative areas. |
| a3 problem solving training: Introduction to Probability Joseph K. Blitzstein, Jessica Hwang, 2014-07-24 Developed from celebrated Harvard statistics lectures, Introduction to Probability provides essential language and tools for understanding statistics, randomness, and uncertainty. The book explores a wide variety of applications and examples, ranging from coincidences and paradoxes to Google PageRank and Markov chain Monte Carlo (MCMC). Additional application areas explored include genetics, medicine, computer science, and information theory. The print book version includes a code that provides free access to an eBook version. The authors present the material in an accessible style and motivate concepts using real-world examples. Throughout, they use stories to uncover connections between the fundamental distributions in statistics and conditioning to reduce complicated problems to manageable pieces. The book includes many intuitive explanations, diagrams, and practice problems. Each chapter ends with a section showing how to perform relevant simulations and calculations in R, a free statistical software environment. |
| a3 problem solving training: The Toyota Kata Practice Guide: Practicing Scientific Thinking Skills for Superior Results in 20 Minutes a Day Mike Rother, 2017-10-27 Take the Kata path to scientific thinking and superior results! In this long-awaited companion to the groundbreaking book Toyota Kata, Mike Rother takes you to the next level of developing business mindset and capability for the 21st Century. Much more than a list of management concepts, The Toyota Kata Practice Guide walks you through the process of making improvement, adaptation, and even innovation routine behavior. Designed to help a coach (the manager) and a learner work together for developing new skillsets, The Toyota Kata Practice Guide delivers the information, insight, and frameworks you need to: • Form habits that help you solve problems and achieve challenging goals • Modify the thought patterns that drive your behavior • Develop an organizational mindset that drives superior results The Improvement Kata gives learners the means to experiment their way through obstacles and achieve tough goals; the Coaching Kata gives managers the means to accelerate and cement their people's learning. In the new age of business, increasing efficiency and decreasing costs is no longer the end game. A manager’s job today is to develop patterns of thinking and acting in their people that lead to success with any challenge. Consistent, mindful practice is the best way to do it—and The Toyota Kata Practice Guide is the best way to get there. |
| a3 problem solving training: The Flow System John Turner, Nigel Thurlow, Brian Rivera, 2023-09-11 The Flow System is a holistic FLOW based approach to delivering Customer 1st Value. It is built on a foundation of the Toyota Production System (TPS/LEAN) and the new Triple Helix of Flow creating the DNA of Organizations. The Flow System enables business growth through eliminating non-value-added activities, fostering an environment for innovation, enabling the rapid delivery of value, and shortening the time to market. The Flow System provides a re-imagined system for organizations to understand complex problems, embrace distributed leadership, and build high performing teams. The Triple Helix of Flow relates to the interconnected nature of the three helixes: Complexity Thinking Helix - A new form of thinking to aid the understanding of uncertainty and complex adaptive systems. Distributed Leadership Helix - An emergent hybrid leadership model that is capable of making bold and disruptive moves across an industry. Team Science Helix - A multidisciplinary field that studies all things related to teams and small groups in the workplace. The Triple Helix identified the interactions between and among agents (people, machines, events...) that emerge into new patterns, networks, and knowledge to advance an organization's ability to be more innovative, adaptive, resilient, and agile when operating in complex environments. Endorsements: The Flow System shows how to generate and nurture self-organizing teams that mobilize the full talents of those doing the work to cope with dizzying change and complexity, while also drawing on the contributions of those for whom the work is being done-the customers.-Steve Denning, author of The Age of Agile Organizations that pull off this triple helix trick of thinking about the complexity of their systems and the environment in which they're operating, distributed leadership to engage the collective intelligence and creativity of the organization, and building teams of teams so the whole is greater than the sum of the parts, have a good chance of keeping up and staying ahead.-Steve Spear, MIT Sloan School senior lecturer, author of The High-Velocity Edge The Flow System's Triple Helix provides many of the tools and ways of thinking we will need to do that; it is agile without being doctrinaire about Agile.- David Snowden, creator of the Cynefin Framework, Chief Scientific Officer of Cognitive Edge. |
| a3 problem solving training: A3 Problem Solving Form Enna, 2017-03-21 The A3 Problem Solving Form is a practical problem solving tool first developed at Toyota. The A3 form is a Lean technique to streamline your problem solving process based on the PDCA cycle. Both intuitive and organized, the use A3 can empower organizations to overcome issues with practical solutions. |
| a3 problem solving training: The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development Jeffrey K. Liker, Gary L. Convis, 2011-11-21 The Missing Link to Toyota-Style Success—LEAN LEADERSHIP Winner of the 2012 Shingo Research and Professional Publications Award “This great book reveals the secret ingredient to lean success: lean leadership. Not only is it a pleasure to read, but it is also deep and enlightening. This book is an absolute must-read for anyone interested in lean: it’s both an eye opener and a game changer.” —Michael Ballé, Ph.D., coauthor of The Gold Mine and The Lean Manager “This will immediately be recognized as the most important book ever published to understand and guide ‘True North Lean’ and the goal of perpetual business excellence.” —Ross E. Robson, President and CEO, DnR Lean, LLC, and the original Director of The Shingo Prize “An excellent book that will shape leadership development for decades to come.” —Karen Martin, Principal, Karen Martin & Associates, and author of The Kaizen Event Planner About the Book: TOYOTA. The name signifies greatness—world-class cars and game-changing business thinking. One key to the Toyota Motor Company’s unprecedented success is its famous production system and its lesser-known product development program. These strategies consider the end user at every turn and have become the model for the global lean business movement. All too often, organizations adopting lean miss the most critical ingredient—lean leadership. Toyota makes enormous investments in carefully selecting and intensively developing leaders who fit its unique philosophy and culture. Thanks to the company’s lean leadership approach, explains Toyota Way author Jeffrey Liker and former Toyota executive Gary Convis, the celebrated carmaker has set into motion a drive for continuous improvement at all levels of its business. This has allowed for: Constant growth: Toyota increased profitability for 58 consecutive years—slowing down only in the face of 2008’s worldwide financial difficulties, the recall crisis, and the worst Japanese earthquake of the century. Unstoppable inventiveness: Toyota’s approach to innovative thinking and problem solving has resulted in top industry ratings and incredible customer satisfaction, while allowing the company to weather these three crises in rapid succession and to come out stronger. Strong branding and respect: Toyota’s reputation was instrumental in the company’s ability to withstand the recalls-driven media storm of 2010. But what looked to some to be a sinking ship is once again running under a full head of steam. Perhaps the Toyota culture had weakened, but lean leadership was the beacon that showed the way back. In fact, writes Liker, the company is “as good and perhaps a better model for lean leadership than it ever has been.” of innovation and growth. Yet, Industry Week reports that just 2 percent of companies using lean processes can likewise claim to have had long-term success. What the other 98 percent lack is unified leadership with a common method and philosophy. If you want to get lean, you have to take it to the leadership level. The Toyota Way to Lean Leadership shows you how. |
| a3 problem solving training: People Solve Problems Jamie Flinchbaugh, 2021-10-26 Every person in every function of every organization is involved in solving problems. They show up in your email inbox, in meetings, in your own work. They are strategic and tactical, mundane and breakthrough, easy and difficult. Most organizations want to, and need to, improve their people's problem-solving efforts, and so they offer them tools, templates, and training. Yet this is not where the leverage for impact is found. People Solve Problems: The Power of Every Person, Every Day, Every Problem explores the real leverage to improve your problem solving. In the first section of the book, we explore the problem with problem solving, including both the value and limits of tools and templates. We also explore the marriage of problem solving and standards. Building on that start, People Solve Problems is built on four primary domains. After setting up the challenge, we start by exploring People-Centered Capabilities. These capabilities are tool agnostic, equally applicable to any chosen problem-solving method or no method at all. This includes a wide range of capabilities from creating problem statements to integrating intuition into problem solving. Next, we cover Problem-Solving Culture. These chapters outline the culture needed in the organization or the personal behaviors you must master to be successful in problem solving. The behaviors explored range from deliberately learning through problem solving to building transparency, vulnerability, and trust. In the third section, we dive into Success through Coaching. Problem solving is unlike other practices, training is incredibly insufficient, and coaching is the major driver of success. This section addresses the why, who, when, where, and of course the important how of coaching. Finally, we explore the Role of the Leader, whether the CEO or a team leader, in building an environment where problem solving can thrive. The leader must be the architect of their problem-solving systems, a shaper of culture, and a framer of problems. Problem-solving effectiveness is critical to success for both the problems you already know about and those you have not yet experienced. People Solve Problems will you help you, and those you lead, to be more effective now and in the future. |
| a3 problem solving training: Perfecting Patient Journeys Judy Worth, Tom Shuker, Beau Keyte, Karl Ohaus, Jim Luckman, David Verble, Kirk Paluska, Todd Nickel, 2012 Perfecting Patient Journeys is a guide for leaders of healthcare organizations who want to implement lean thinking. Readers will learn how to identify and select a problem, define a project scope, and create a shared understanding of what's occurring in the value stream. Readers will also learn to develop a shared vision of an improved future, and how to work together to make that vision a reality--Provided by publisher. |
| a3 problem solving training: The Fourth Industrial Revolution Klaus Schwab, 2017-01-03 The founder and executive chairman of the World Economic Forum on how the impending technological revolution will change our lives We are on the brink of the Fourth Industrial Revolution. And this one will be unlike any other in human history. Characterized by new technologies fusing the physical, digital and biological worlds, the Fourth Industrial Revolution will impact all disciplines, economies and industries - and it will do so at an unprecedented rate. World Economic Forum data predicts that by 2025 we will see: commercial use of nanomaterials 200 times stronger than steel and a million times thinner than human hair; the first transplant of a 3D-printed liver; 10% of all cars on US roads being driverless; and much more besides. In The Fourth Industrial Revolution, Schwab outlines the key technologies driving this revolution, discusses the major impacts on governments, businesses, civil society and individuals, and offers bold ideas for what can be done to shape a better future for all. |
| a3 problem solving training: Lean Management Principles for Information Technology Gerhard J. Plenert, 2011-07-28 Whether it's because of a lack of understanding, poor planning, or a myriad of other things, 50 to 60 percent of the IT effort in most companies can be considered waste. Explaining how to introduce Lean principles to your IT functions to reduce and even eliminate this waste, Lean Management Principles for Information Technology provides t |
| a3 problem solving training: Healthcare Kaizen Mark Graban, 2018-06-08 Healthcare Kaizen focuses on the principles and methods of daily continuous improvement, or Kaizen, for healthcare professionals and organizations. Kaizen is a Japanese word that means change for the better, as popularized by Masaaki Imai in his 1986 book Kaizen: The Key to Japan‘s Competitive Success and through the books of Norman Bodek, both o |
| a3 problem solving training: Computational Thinking in Education Aman Yadav, Ulf Dalvad Berthelsen, 2021-11-22 Computational Thinking in Education explores the relevance of computational thinking in primary and secondary education. As today’s school-aged students prepare to live and work in a thoroughly digitized world, computer science is providing a wealth of new learning concepts and opportunities across domains. This book offers a comprehensive overview of computational thinking, its history, implications for equity and inclusion, analyses of competencies in practice, and integration into learning, instruction, and assessment through scaffolded teacher education. Computer science education faculty and pre- and in-service educators will find a fresh pedagogical approach to computational thinking in primary and secondary classrooms. |
| a3 problem solving training: Designing the Future: How Ford, Toyota, and other World-Class Organizations Use Lean Product Development to Drive Innovation and Transform Their Business James M. Morgan, Jeffrey K. Liker, 2018-10-26 How companies are using lean development to revolutionize their product and service offerings—vital lessons any business leader can use as an engine of innovationHow did Ford Motors use Lean Development to pull off one of the most impressive corporate turnarounds in history? Largely by avoiding the mistakes that so many companies make when in a death spiral. They looked beyond manufacturing efficiency to change the very fundamentals of how they developed vehicles.In Designing the Future, Lean product development expert James Morgan and world-renowned Lean guru Jeffrey K. Liker reveal why so many companies have achieved only moderate success with Lean in operations, with a limited impact on their overall business. They take you through the process of bringing the best of Lean management to your enterprise—in order to link your business strategy to superior value designed for customers. The authors provide an actionable approach to building a better future for your business fueled by an iterative, integrated process that relies on simultaneous engineering, linking strategy and vision.They illustrate how to empower skilled and talented people to make collaboration and innovation a habit—hour to hour and day to day. It’s the secret of full implementation of Lean—and this groundbreaking guide takes you through every step of the process. The best way to predict the future is to create it. With Designing the Future, you have everything you need to create a flexible, iterative business-transformation process that takes you from strategic vision to value stream creation for maximum customer value delivery. |
| a3 problem solving training: Lean Vs. Agile Vs. Design Thinking Jeff Gothelf, 2017-10 As companies evolve to adopt, integrate, and leverage software as the defining element of their success in the 21st century, a rash of processes and methodologies are vying for their product teams' attention. In the worst of cases, each discipline on these teams -- product management, design, and software engineering -- learns a different model. This short, tactical book reconciles the perceived differences in Lean Startup, Design Thinking, and Agile software development by focusing not on rituals and practices but on the values that underpin all three methods. Written by Jeff Gothelf, the co-author of the award-winning Lean UX and Sense & Respond, the tactics in this book draw on Jeff's years of practice as a team leader and coach in companies ranging from small high-growth startups to large enterprises. Whether you're a product manager, software engineer, designer, or team leader, you'll find practical tools in this book immediately applicable to your team's daily methods. |
| a3 problem solving training: Lean Transformations Thijs Panneman, 2019-10-20 Lean transformations is your start-to-expert guide for Lean. It describes the crucial steps to implement lean tools which directly lead to measurable productivity improvements, while minimizing investments. Part one of the book describes the Leadership skills required to make Lean work for the organization in the long term. Part two describes why Lean can help you, your team and your organization in process improvement, based on the history and learnings of other organizations in using Lean. Part three describes The Four Levels of Lean Maturity, where the crucial steps of different tools are highlighted, and more importantly: how you use the tools to reach your organizational targets. Part four is focused on Value Stream Mapping, where the 8 step approach will help you identify the most important process design improvements to improve total performance. Part five describes another set of lean tools in more detail. Lean Transformations will give you the theory and practical steps you need to create a culture of continuous improvement in your organization in which people continuously use lean tools to find the next improvement. Get your copy now to reap the real benefits of lean, starting today! |
| a3 problem solving training: Artificial Intelligence George F. Luger, 2011-11-21 This is the eBook of the printed book and may not include any media, website access codes, or print supplements that may come packaged with the bound book. Artificial Intelligence: Structures and Strategies for Complex Problem Solving is ideal for a one- or two-semester undergraduate course on AI. In this accessible, comprehensive text, George Luger captures the essence of artificial intelligence–solving the complex problems that arise wherever computer technology is applied. Ideal for an undergraduate course in AI, the Sixth Edition presents the fundamental concepts of the discipline first then goes into detail with the practical information necessary to implement the algorithms and strategies discussed. Readers learn how to use a number of different software tools and techniques to address the many challenges faced by today’s computer scientists. |
| a3 problem solving training: Essential Kanban Condensed David J. Anderson, Andy Carmichael, 2015-11-15 Kanban is a method of organizing and managing professional services work. It uses Lean concepts such as limiting work in progress to improve results. A Kanban system is a means of balancing the demand for work to be done with the available capacity to start new work. This book provides a distillation of Kanban: the essence of what it is and how it can be used. This brief overview introduces all the principal concepts and guidelines in Kanban and points you to where you can find out more. Essential Kanban Condensed is a great resource to get started or continue exploring ideas for evolutionary change and improvement in business agility. |
A3: 스틸얼라이브 공식 커뮤니티 - Netmarble Forums
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A3 운영자 조작 대처는 묵묵부답 모르쇠 일관 - A3: 스틸얼라이브
명백하게 승리 했음에도 운영자의 조작으로 패배 한것도모자라서 조작으로 승리한 바코드길드 까지 전체보상 정신이 단단히 나간 a3 운영자 배째라 운영 대단합니다!! ...
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입니다. 5월 29일(목) 공성전 진행 관련 오류 현상 수정을 위한 임시 점검이 진행됩니다.
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A3、A4、A5纸的区别在哪里？ - 知乎
Apr 16, 2023 · a3、a4 和 a5 纸是常见的标准纸张尺寸，它们的区别在于大小和用途。 A3 纸尺寸为 297mm × 420mm，是最大的常规打印纸大小。 它通常用于制作海报、宣传画、地图等需要 …
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怎么将pdf A3版转换为A4版？ - 知乎
Jan 28, 2020 · 想把a3内容分开成a4打印，其实很简单的！ 有两种做法，第一种就是直接利用虚拟打印的方法。 打开PDF编辑器，然后在页面上方的“文件”找到下方的“打开”选项并进行点击,将 …
[상품안내] 스페셜 캐릭터 스텝업Ⅲ와 다양한 상품 ( ~ 6월 12일(목))
안녕하세요. 모바일 최초 배틀로얄 MMORPG 여러분의 행복, CM레디안 입니다. CM레디안이 준비한 다양한 상품을 만나 보세요. 자세한 내용은...
知乎 - 有问题，就会有答案
知乎，中文互联网高质量的问答社区和创作者聚集的原创内容平台，于 2011 年 1 月正式上线，以「让人们更好的分享知识、经验和见解，找到自己的解答」为品牌使命。知乎凭借认真、专业 …
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A3 운영자 조작 대처는 묵묵부답 모르쇠 일관 - A3: 스틸얼라이브
명백하게 승리 했음에도 운영자의 조작으로 패배 한것도모자라서 조작으로 승리한 바코드길드 까지 전체보상 정신이 단단히 나간 a3 운영자 배째라 운영 대단합니다!! ...
[점검완료] 5월 29일(목) 임시 점검 안내 - A3: 스틸얼라이브
안녕하세요. 모바일 최초 배틀로얄 mmorpg 입니다. 5월 29일(목) 공성전 진행 관련 오류 현상 수정을 위한 임시 점검이 진행됩니다.
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A3、A4、A5纸的区别在哪里？ - 知乎
Apr 16, 2023 · a3、a4 和 a5 纸是常见的标准纸张尺寸，它们的区别在于大小和用途。 A3 纸尺寸为 297mm × 420mm，是最大的常规打印纸大小。 它通常用于制作海报、宣传画、地图等需 …
무능에 비리. - A3: 스틸얼라이브 - Netmarble Forums
이번에 개발자노트 꼬라지 어떻게 내놓는지 초유의 관심인거 아시나? 두고볼거다 진짜...
怎么将pdf A3版转换为A4版？ - 知乎
Jan 28, 2020 · 想把a3内容分开成a4打印，其实很简单的！ 有两种做法，第一种就是直接利用虚拟打印的方法。 打开PDF编辑器，然后在页面上方的“文件”找到下方的“打开”选项并进行点击,将 …
[상품안내] 스페셜 캐릭터 스텝업Ⅲ와 다양한 상품 ( ~ 6월 12일(목))
안녕하세요. 모바일 최초 배틀로얄 MMORPG 여러분의 행복, CM레디안 입니다. CM레디안이 준비한 다양한 상품을 만나 보세요. 자세한 내용은...
知乎 - 有问题，就会有答案
知乎，中文互联网高质量的问答社区和创作者聚集的原创内容平台，于 2011 年 1 月正式上线，以「让人们更好的分享知识、经验和见解，找到自己的解答」为品牌使命。知乎凭借认真、专业 …
