what is a problem solving a3

Guide: A3 Problem Solving

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

Problem-solving is one of the key tools a successful business needs to structure improvements and one I have been using to solve problems in a structured way in my career at a range of businesses over the years. When there is a problem in business that is leading to increased costs, waste , quality issues, etc., it is necessary to address these problems. A3 structured problem solving is a Lean Six Sigma methodology that has been designed and developed to support continuous improvement and solve complex business problems in a logical and structured process. 

The guide will give you a full understanding of what A3 Problem solving is and a breakdown of all the steps of how to apply it within your business with an example of where I have made improvements with it previously.

Importance of A3 in Lean Management

The A3 problem-solving method is a key tool in Lean Six Sigma and continuous improvement in business, and in my experience, it is often the standard approach all improvement activities must follow and is particularly popular in the automotive industry. This is because of the following:

Focus on Root Causes : Rather than applying a quick fix to a problem or jumping to conclusions and solutionizing, A3 requires gaining a deep understanding of the root causes of the problem. By addressing these root causes, the chances of recurrence is reduced.

Standardization : With a consistent format, the A3 process ensures that problems are approached in a standardized way, regardless of the team or department. This standardization creates a common language and understanding across the organization and ensures all problems are addressed to the same standard and approach.

Team Involvement : An A3 isn’t an individual process. It requires a cross-functional team to work together on problem-solving, ensuring that a range of perspectives and expertise is considered. This collective approach builds a stronger understanding of the problem and ensures that solutions are well-rounded and robust.

Visual Storytelling : The A3 report serves as a visual storyboard, making it easier for stakeholders at all levels to understand the problem, the analysis, and the countermeasures. This visualization enhances communication and drives alignment.

The 6 Steps of A3 Problem Solving (With Real Example)

The A3 problem-solving process can initially seem difficult if you have never done one before and particularly if you have never been a team member in one. To help you with this we will break down the 6 steps into manageable activities, followed by a real-life example to help you apply this method within your business.

As a side note, the A3 problem-solving process was actually one of the first Lean Six Sigma tools I learned to use three weeks into my continuous improvement career after being thrown into the deep end due to resource availability, so I can understand how difficult it can be to understand. 

Step 1: Describe the problem

Problem description.

The problem description is an important first step in the process as it ensures a common understanding with the team of what the issue is that needs to be addressed. This can be done by using a technique called the 5W1H Is/Is Not method to help gain a clear understanding of the problem. 

To understand the 5W1H Is/Is Not the Process, check out our guide for details of that technique. However, in short, it’s about asking key questions about the problem, for example, “What IS the problem?” and “What IS NOT the problem?”

Let’s say you have been asked to look into a problem where “Machine downtime on the automotive assembly line has increased by 30% over the past three months, leading to production delays and increased costs.”

An example of a 5W1H Is/Is Not on this may result in the following output:

 Based on this we can create a clear problem description as the focus of the project that give the team a clear and common understanding of the issue looking to be resolved in the next steps of the process. The problem description could then be written as:

“Over the past three months, machine downtime on Automotive Assembly Line No.3 has increased by 30%. This has predominantly affected the assembly line workers and leads, leading to production delays and higher labour costs. “

Current Condition

Next is demonstrating the current condition and demonstrating the impact on the business. This can often be done with data and charts to back up the problem that might show trends or changes in outputs.

This might look something like the below and demonstrate a good baseline for confirming the improvement at the end of the A3

Containment Actions

Next is containment actions. Since you have identified a problem, there is likely an impact on the business or the customer. As a team, you should consider what can be done to limit or eliminate this problem in the short term. Remember this is just a containment action and should not be seen as a long-term fix. 

In our situation we decided to “Implement temporary overtime shifts to meet production goals, leading to an increase in labor costs.”

At this stage, the A3 should look similar to the one below; you can use charts and graphics to represent the current state as well if they fit within the limit area. Remember, we must include the content of the A3 within the 1-page A3 Document.

Step 2: Set the A3 Goals

The next step of the A3 is to, as a team, set the goal for the project. As we have a clear understanding of the current condition of the problem, we can use that as our baseline for improvement and set a realistic target for improvement. 

A suggested method for setting the Target condition would be to use the SMART Target method.

If you are not familiar with SMART Targets , read our guide; it will cover the topic in much more detail. In short, a SMART target creates a goal statement that is specific, measurable, achievable, relevant and time-bound. 

By doing this you make it very clear what the goal of the project is, how it will be measured, it is something that can be achieved, relevant to the needs of the business and has a deadline for when results need to be seen.

For our A3 we decided that the goal would be “Our goal is to achieve at least a 20% reduction in machine downtime on Automotive Assembly Line No.3, lowering it from 90 minutes to no more than 72 minutes per day per machine, within the next 60 days. This reduction is crucial for increasing productivity and reducing labour costs, aligning with our overall business objectives.”

I also recommend using charts in this section to visualize the benefit or improvement to ensure you have stakeholder and sponsor support. Visuals are much easier and faster for people to understand.

At this point, your A3 might look something like the one below, with the first 1/4 or section complete. The next step is to move on to the root cause analysis to get to the root of the problem and ensure the improvement does not focus on addressing the symptoms of the problem.

Step 3: Root Cause Analysis

Root cause analysis is the next step in the process, often referred to as gap analysis, as this step focuses on how to get to the goal condition from the current condition.

Tip: If at this point you find the team going off-topic and focusing on other issues, Ask the question, “Is this preventing us from hitting our goal statement?”  I have found this very useful for keeping on track in my time as an A3 facilitator.

For root cause analysis, a couple of key tools are usually used: a fishbone diagram and a five-why Analysis . Again, we won’t go into the full details of these tools within this guide, as they have been covered in extensive detail in their own guides.

But the aim at this point is as a team, to brainstorm what is preventing us from achieving our target condition. This is done by allowing all members of the team to input the reasons they think it is not being achieved. These inputs are often written on sticky notes and placed on the fishbone diagram. Following this, you may have results similar to the ones below.  Note: it is important that the inputs are specific so they can be understood. e.g. “Calibration” alone is not specific to how it’s causing the problem; specify it with “Calibration: Inaccurate measurements affecting machine settings.”

After the fishbone diagram has been populated and the team has exhausted all ideas, the team should then vote on the most likely cause to explore with a 5 Whys analysis. This is done because, due to resource limitations, it is unlikely all of the suggestions can be explored and actioned.

In this situation the team decided the “lack of preventative machines: machines not being serviced regularly” was the cause of increased downtime. This was explored with the 5 Whys to get to the root cause of why Assembly Line 3 did not have preventative maintenance implemented.

The result of this root cause analysis can be seen below, and you may end up with more ideas on the fishbone, as generally there are a lot of ideas generated by a diverse team during brainstorming.

Step 4: Solutions and Corrective Actions

Now that we understand what the root cause of the problem is, we need to address it with solutions and corrective actions. Again, as a team, consider the root cause of the problem and discuss what actions need to be taken by the team, who will do them, and when they will be done. The result should be an action plan, for example, like the one below:

This action plan needs to be carried out and implemented.

The result of this section will likely just be an action list and look like the below section.

Step 5: Validate Solution and Standardize

Within step 5 it is time to collect data to validate and confirm the actions that have been implemented resulting in solving the problem and meeting the target state of the problem. This is done by continuing to collect data that demonstrates the problem in the baseline to see if the problem is being reduced.

For example, below, the project team continued to collect Assembly Line 3 downtime data on a weekly basis. Initially, there was a steady reduction, likely due to the focus of the project on the problem, which had some impact. However, once the majority of the action was implemented, a huge drop in product downtime was seen, exceeding the target. This showed the actions have been successful

If, in the validation stage, you find that the improvement required is not being made, you should go back to step 3 and reconsider the root cause analysis with the team, pick another area to focus on, and create an action plan for that following the same steps.

Step 6: Preventive Actions and Lessons Learned

In step 6 after the confirmation of project success you should look at preventive actions and lessons learned to be shared from this project:

• Preventive Action: The new preventive maintenance schedule will be standardized across all assembly lines. This will prevent other lines having similar issues and make further improvements
• Lessons Learned: A formal review will be conducted to document the process, including challenges faced and how they were overcome, which will then be archived for future reference.

In our project, this looked like the one below and will be used as a reference point in the future for similar issues. 

And that is the successful completion of a structured A3 problem-solving technique.

The complete A3 looks like the below image. Yours may slightly differ as the problem and information vary between projects.

Downloadable A3 Reporting Template

To support you with your A3 problem solving, you can download our free A3 problem solving report from the template section of the website.

Problem-solving is important in businesses, specifically when faced with increased costs or quality issues. A3 Structured Problem Solving, rooted in Lean Six Sigma, addresses complex business challenges systematically.

Originally from Toyota’s lean methodology, A3, named after the 11″x17″ paper size, visually maps problem-solving processes. This method ensures concise communication and focuses on crucial details, as illustrated by the provided example.

Emphasized in Lean Management, A3 stresses understanding root causes, standardization across teams, team collaboration, and visual representation for clarity. This tool is not only a guide to understanding the issue but is a standardized format ensuring robust solutions. Particularly for novices, breaking down its six steps, from problem description to setting A3 goals and root cause analysis, provides clarity. Visual aids further enhance comprehension and alignment across stakeholders.

• Sobek II, D.K. and Jimmerson, C., 2004. A3 reports: tool for process improvement. In  IIE Annual Conference. Proceedings  (p. 1). Institute of Industrial and Systems Engineers (IISE).
• Matthews, D.D., 2018.  The A3 workbook: unlock your problem-solving mind . CRC Press.

Q: What is A3 problem solving?

A: A3 problem solving is a structured approach used to tackle complex problems and find effective solutions. It gets its name from the A3-sized paper that is typically used to document the problem-solving process.

Q: What are the key benefits of using A3 problem solving?

A: A3 problem solving provides several benefits, including improved communication, enhanced teamwork, better problem understanding, increased problem-solving effectiveness, and the development of a culture of continuous improvement.

Q: How does A3 problem solving differ from other problem-solving methods?

A: A3 problem solving emphasizes a systematic and structured approach, focusing on problem understanding, root cause analysis, and the development and implementation of countermeasures. It promotes a holistic view of the problem and encourages collaboration and learning throughout the process.

Q: What are the main steps in the A3 problem-solving process?

A: The A3 problem-solving process typically involves the following steps: problem identification and description, current condition analysis, goal setting, root cause analysis, countermeasure development, implementation planning, action plan execution, and follow-up and evaluation.

Q: What is the purpose of the problem identification and description step?

A: The problem identification and description step is crucial for clarifying the problem, its impact, and the desired outcome. It helps establish a common understanding among the team members and ensures everyone is working towards the same goal.

Daniel Croft

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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What is A3 Problem Solving?

A3 problem solving is a Lean approach to reporting issues and presenting ways of addressing them. The simple method, developed by Toyota, bases on documenting a problem, together with its current outcome and a suggested change, on a single sheet of A3 paper (420x297mm), giving it the name. You can use it to make a process change proposal, report on project status, or solve a problem.

A3 takes from the Plan-Do-Check-Act cycle . Though it appears to be a step-by-step process, the method tends to be used iteratively, with the problem and solution sections being cyclically updated.

Taiichi Ōno of Toyota was known for not appreciating reports longer than one page, which helped the proliferation of the A3 approach within the automotive giant’s offices. A3 is similar to the 8D report also widespread in the automotive industry, though typically for complaints management. Furthermore, the ability to quickly discern a problem and understand its solution is innate to Lean values.

Lean emphasizes visualization, with examples in value stream mapping and Kanban’s visual workflows. That made a single-page report presenting what is going on was a welcome addition to a Lean operation.

Through shared use of A3s to solve all problems and plan initiatives, companies can start to operate an A3 system thinking methodology: address difficulties, suggest change, innovate, and curate logical reasoning rooted in the current needs.

Why use the A3 approach to solving problems?

Lean provides a competitive advantage, strategic and operational benefits through its objective to increase the value delivered to the customer and to reduce waste. Engaging in a process that allows the team to find the correct, best solution in the shortest possible time is highly beneficial.

Understandably, some reports and proposals must contain extensive amounts of data, and they have their place in a business environment. But imagine the value and advantage that distilling this information to 1 page has. Consider how much faster decisions can be made based on that. Besides the time savings, the opportunity to use the systematic approach of PDCA supplements the problem-solving skills required to propose accurate solutions.

In preparing for battle I have always found that plans are useless, but planning is indispensable. Dwight Eisenhower

It’s the act of planning that is important, as it spells out all known obstacles, visualizes the action plan, and helps to foresee potential outcomes and issues along the way. While documenting your problem on an A3 piece of paper may or may not yield benefits, the act of implementing A3 thinking is what makes the difference.

The benefits of using A3 thinking are:

• Quicker problem solving through logical reasoning and application of a step-by-step, visual process. Demanding a root cause identification ensures that difficulties are dealt with, not just temporarily masked.
• Easier planning thanks to the application of objective, critical thinking promoted by the A3’s structure.
• Team development through repeated use of a structural tool to find root causes of problems and their best solutions. The use of one tool across all company levels also promotes cross-department collaboration and knowledge sharing.
• Company growth A3 reports help maintain and keep company knowledge on record, helping to sustain good operating policies and build a strong growth culture rooted in solving a company’s actual problems, not abstract ideas.

How to create an A3 report?

Step 1: The title

It should focus on the problem you are trying to solve and not the solution you want to convey. Examples of titles are: “Decrease Team Misunderstanding of Task Instructions” or “Reduce Customer Complaints with Product XYZ” .

Step 2: Background

According to the authors of “Understanding A3 Thinking: A Critical Component of Toyota’s PDCA Management System” , one of the main strengths of Toyota is that they place importance on understanding a problem. Rather than rush onto a solution, Toyota takes the time to precisely understand what is going on. The principle of going on a Gemba walk attests to this need to perceive problems first-hand.

The report’s background section conveys important related facts and how the problem aligns with the company’s strategic objectives. Presenting this right there on the page helps minimize the cost that a board of highly paid executives would need to spend looking at a problem, without a guarantee of them understanding it, nor coming up with the right solution. Consider this checklist for your background section:

• Do I know the needs of my report’s audience?
• Have I provided enough context?
• Does what it presents align with the audience’s strategic goals?
• Can the background be explained in 30 seconds?

Step 3: Current condition

A correct definition and a good understanding of the problem is your path to finding the right solution. That makes working on defining the current condition 90 % of the A3 effort.

The objective here is to make sure everyone is aware of the problem, whether the report documents it appropriately, and whether anyone questions the report’s findings. The use of graphs, charts, or other visual aids is beneficial.

Step 4: Goal

Your target - if you hit it, you know that your problem-solving effort has been a success. But you need to know what metrics will measure success and what the definition of success is. An example could be “reducing customer complaints by 15%, as measured by call center statistics” .

Step 5: The root cause

The focus of the root cause section should be to differentiate between facts and opinions regarding a problem’s cause and effect. You can include your findings from 5 Whys exercises , an Ishikawa diagram , or any other result of your RCA efforts . If the root cause is not defined correctly, the problem will likely resurface, causing waste and negating the Lean principles.

Step 6: Countermeasures

The countermeasures should be the corrective actions to take for the root cause of the problem to be resolved. If not possible - without a process overhaul - you can use containment actions instead to stop the issue from directly impacting the customer. It is OK to address complex problems iteratively, along with the values of continuous improvement .

The section may include a table of the problem causes, actions taken, action owners, and the achieved results.

Step 7: Effect confirmation

Since the A3 exercise bases on the PDCA cycle, this section of your report should show the effort you expended to confirm your findings. The proof that you have indeed solved the problem. For example, software engineers include samples that replicate the bugs and verify they are no longer present after a fix.

If the exercise has not taken place yet, i.e., when you’re presenting a plan to gain approval, you should outline what exercises you will conduct to check if the aim is successful.

Step 8: Follow up actions

The final section should include any other actions that you might want to consider. A principle worth adhering to here is the “Shitsuke - sustain” step of the 5S plan . Consider what you should do to ensure the benefits of this exercise are maintained. And could they possibly be translated to other areas of the company?

An A3 problem-solving report will help you deliver information in a way that provides instant value and can quickly reduce waste.

The most important thing to remember is that the act of Lean problem solving is more important than creating an A3 document that may contain no valid data and be simply a tick on some corporate checklist.

The same is true of all Lean methods and tools - their application alone will not make your company Lean. To truly implement Lean principles, your company culture, thinking, and planning all have to transform.

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A3 Thinking: A Structured Approach to Problem Solving

• 5 MINUTES READ

Also known as A3 Problem Solving.

Variants include 8D and CAPA.

A significant part of a leader’s role involves addressing problems as they arise. Various approaches and tools are available to facilitate problem-solving which is the driving force behind continuous improvement. These methods range from the advanced and more complex methodologies like Six Sigma to the simpler and more straightforward A3 thinking approach.

The power of the A3 approach lies in its systematic and structured approach to problem-solving. Although it appears to be a step-by-step process, A3 is built around the PDCA philosophy. It relies on the principle that it is much better to address the real root-cause rather than trying to find a solution. Hence, it’s important not to jump to the solution when solving a problem as it is likely to be less effective.

A3 thinking provides an effective way to bring together many of the problem-solving tools into one place. For example, techniques such as the 5 Whys and fishbone analysis can be used during the ‘Analysis’ stage to help identifying the root causes. Additionally, visual aids and graphs are highly recommended in the A3 report, as they are more effective than text in communicating ideas and providing concise project updates.

A3 thinking involves the practice of consolidating the problem, analysis, countermeasures, and action plan onto a single sheet of paper, commonly an A3-sized sheet. This brief document serves as a summary of the project at hand and is regarded as a valuable storytelling tool for project communication. Utilizing the A3 approach doesn’t require any specialized software or advanced computer skills. You may however use readily available A3 templates , or rely on basic tools such as paper, pencil and an eraser as you will need to erase and rewrite several times.

One of the characteristics of the A3 approach is that it does not get into specific details. Detailed documents are usually attached to the A3 report to prevent overwhelming the reader with an excess of information.

The A3 process is typically structured in multiple stages based on the PDCA model. The primary focus is on developing understanding of the current situation and defining the desired outcome before thinking about the solution. While the exact number of stages may vary depending on the preference of the company, what truly matters is adhering to a structured approach to problem-solving.

A3 Seven Stages Model

An A3 process is often managed by an individual who should own and maintain the A3 report. This individual takes the lead in steering the process, facilitating team involvement, and preparing the A3 report with team input. One of the most common models for A3 thinking is the seven stages model which is described in the following.

1. Background – The first step is to identify the business reason for choosing this problem or opportunity. In this stage, you need to identify the gap in performance and the extent of the problem.

2. Current situation – The purpose of this stage is to document the current state of the problem. You may need to refer to the process map or go to the Gemba to truly understand the current situation.

3. Target – The purpose of this stage is to define the desired future state. Clearly identify the expected benefits from solving the problem, the scope, and the key metrics that will help measure the success of the project.

4. Analysis – The objective of this stage is to conduct an in-depth analysis of the problem and understand why it’s happening. It might involve tools like the 5 Whys and cause-and-effect analysis, as well as advanced statistical methods.

5. Countermeasures – Countermeasures are the actions to be taken to eliminate root causes or reduce their effects. The team should brainstorm and evaluate possible countermeasures based on the analysis conducted earlier.

6. Implementation Plan – To achieve the target, develop a workable plan to implement the countermeasures. Gantt charts are great ways to manage implementation plans very simply and easily. Once the action plan is finalized, the team should begin working on the activities needed to implement the countermeasures.

7. Follow-up – The final stage involves evaluating the implementation of the plan and the results achieved. Follow-up actions are important to ensure the benefits extend beyond the project’s completion.

A3 thinking is considered to be the practical form of the PDCA model.

There are many online templates that can be used to manage your problem-solving efforts. One of the simplest and most straightforward ways is to use this A3 problem solving template .

Wrapping Up

A3 thinking represents a logical and structured approach for problem solving and continuous improvement. This approach can be used for most kinds of problems and in any part of the business. Originating from the Toyota Production System (TPS), it has been adopted by many Lean organizations around the world.

A3 thinking not only provides a systematic approach for problem-solving. The development of a continuous improvement culture is at the core of A3 thinking. It has become one of the most popular Lean tools today where people and teams work together to solve problems, share results and learn from each other.

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A3 Problem Solving

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A Deep Dive into the A3 Problem-Solving Approach

• 11 mins to read
• June 20, 2023
• By Reagan Pannell

In today’s fast-paced and fiercely competitive business world, organisations must find ways to continuously adapt, evolve, and excel. Amidst the myriad methods and techniques for achieving improvements and driving continuous improvement , few have proven as profound and transformative as Toyota’s A3 problem-solving approach. 

A significant driving force behind the company’s rise to global prominence, the A3 process fosters a culture where problems are embraced as opportunities for growth and learning. In this article, we’ll explore the origins and underlying principles of the A3 approach and uncover the secrets to its success in unlocking the power of improvements.

Understanding the A3 Approach

The A3 methodology is an integral part of the Toyota Production System (TPS), a set of principles and practices that have shaped the company’s approach to manufacturing, management, and continuous improvement over the years. Named after the A3 sheet of paper that was historically used to capture the plan, analysis, and follow-up on a single sheet of paper, typically an A3-sized sheet, the A3 process represents a simple, yet powerful, tool for addressing complex challenges and discovering lasting solutions.

At its core, the A3 approach is rooted in three key elements:

Thorough problem analysis : The foundation of the A3 process lies in digging deep to diagnose the true nature and root cause of an issue, rather than jumping to hastily devised fixes that merely address symptoms.

Structured documentation: The A3 report serves as both a communication tool and an iterative planning device, with each section building on the previous ones to guide problem solvers through a comprehensive analysis, solution development, and execution process. It’s the foundation of good continuous improvement.

Cyclical learning and improvement: Leadership and employees alike are encouraged to commit to hypothesis-driven inquiry, observation, experimentation, and reflection, leading to a culture that actively seeks and leverages opportunities for growth by solving problems.

How to Implement the A3 Process in Your Organisation

The Lean Thinking A3 approach can be distilled into seven essential steps:

1. Identify the problem: 

Clearly articulate and define the issue at hand, avoiding the temptation to jump to solutions or assume important facts to be self-evident..

When identifying the problem, it is important to ensure that all relevant stakeholders in the organisation are consulted. This helps to ensure that the issue is accurately described and understood from multiple perspectives. A thorough problem analysis should also include conducting research into possible causes or root issues, and clearly documenting any observed symptoms of the problem. Additionally, it is essential to identify any major risks associated with not finding a solution and recognise any constraints (both external and internal) that may exist which could limit potential solutions. Lastly, it is important to consider any potential opportunities which may arise from addressing the issue that may have been overlooked at first glance. This is the problem statement part which is a critical component that identifies the difference between the current condition and the target condition.

At this stage, we are not looking at how to solve problems being faced or at the potential solution to solving problems. It’s about developing a good understanding of how the actual results differ from the expected results and providing an in-depth systematic approach to process improvement and developing problem-solving skills.

2. Establish the context and background: 

Provide a high-level overview of the problem, describing the stakeholders involved, relevant data, and the broader organisational context in which the challenge has arisen..

It is important to ensure that all stakeholders are properly considered when identifying any potential solutions as their perspectives can play a vital role in determining an effective solution. All related data should be thoroughly analysed to understand the full scope of potential solutions. This includes resources, costs, timelines, and any legal or regulatory issues that may need to be considered. Additionally, it is important to consider how well-proposed solutions fit within existing organisational policies and procedures as this could impact implementation success. Finally, understanding how proposed solutions would interact with other initiatives or processes currently taking place in the organisation can help inform decisions about whether or not they are viable options. It may include conducting some value stream mapping to dig deeper into the current state.

It is important to fully explore any underlying factors that may be contributing to the issue at hand and ensure in-depth problem analysis. This includes looking deeper into existing systems, structures, and processes related to the problem in order to identify potential areas of improvement or optimisation. Additionally, it is essential to consider any relevant industry trends or external influences that could impact how the problem manifests within the organisation.

When analysing a problem, collecting data from various sources is important to get a more comprehensive understanding of how a particular issue can be addressed. This includes mapping the current process using the VSM, SIPOC , Process Mapping or Flowcharting techniques. Additionally, interviews and surveys can be conducted with stakeholders to gain insights into how they perceive the issue and their perspectives on potential solutions. Lastly, it is important to observe any real-world activities related to the problem to uncover key areas where time, effort, resources, money etc is being wasted. This is the time improvement that may not have been identified otherwise.

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3. Set a Goal:

Now that you have identified the problem and outlined the relevant context, it is time to set a project goal or outcome..

This involves clearly articulating the desired state of affairs and any key deliverables of the proposed solution. Whether it is reducing operational costs, increasing efficiency, improving customer experience, or something else entirely – defining specific objectives with measurable metrics can help ensure that project teams stay focused and remain aligned on their ultimate destination.

At this stage, it is also important to consider how long it will take to reach the desired outcome. Establishing an implementation timeline will help safeguard progress and provide a framework for tracking results along the way. Setting milestones for achieving particular goals at certain points in time can be especially helpful in keeping teams accountable throughout the process. Additionally, having a plan for evaluating success after reaching the end target will allow stakeholders to gain further insights into how effective their approach has been in addressing underlying problems, as well as how well-proposed solutions have fared once implemented.

4. Investigate root causes:

Use a variety of techniques (e.g., the 5 whys, fishbone diagrams, pareto charts) to probe the problem’s underlying causes and avoid settling on proximate reasons..

The process of identifying root causes is essential when using data-driven tools. We always want to find the simplest root cause approach.

One of the most widely used methods for root cause analysis is the ‘5 Whys’ technique. This method involves asking a series of ‘why’ questions to determine the underlying cause of a particular symptom or issue. The goal is to keep asking “Why?” until you reach an answer that can provide insight into how to address the problem and prevent it from occurring in the future.

Another commonly used tool for root cause analysis is the fishbone diagram (also known as Ishikawa diagrams). This approach involves visualising all potential causes which could be causing a symptom or issue in a logical format, allowing users to identify patterns and uncover links between root causes and their respective effects. This technique can be helpful in identifying and focusing on key areas for improvement, as well as helping to identify interdependencies between components within an organisation’s systems.

Finally, Pareto Charts are useful for analysing data collected from surveys, interviews, observations, etc., concerning the severity or frequency of occurrence. This type of chart helps users quickly identify which factors are contributing most significantly towards an issue, allowing them to focus resources towards addressing those areas first and foremost. Additionally, Pareto charts can also be used to prioritise different solutions based on their estimated effectiveness in addressing an issue.

In conclusion, understanding the root cause of an issue through rigorous techniques such as 5 Whys, fishbone diagrams, and Pareto charts provides invaluable insight into how best to address it effectively while preventing it from reoccurring in the future. By leveraging these tools along with other data-led approaches such as process mapping and flowcharting, organisations can ensure that any proposed solutions are well-informed by both qualitative and quantitative data sources as well as ensure they are building consensus across the entire organisation.

5. Countermeasures:

Identify the right countermeasures (corrective actions) to implement that will directly impact the root causes identified..

Brainstorming is a useful tool for identifying potential improvements. It involves coming up with ideas and solutions in an open and collaborative manner, without judgement or criticism. By allowing team members to share their thoughts freely, brainstorming can help uncover innovative solutions that may have otherwise gone unnoticed. Additionally, looking at how waste reduction, flow and pull can be used to improve processes can also provide valuable insights into where improvement opportunities lie.

Brainstorm potential solutions that directly target the root causes and create detailed action plans for implementation, complete with assigned roles, responsibilities, and timelines.

Once the countermeasures are identified, it is important to design an implementation plan and assign roles & responsibilities. This will help ensure that all stakeholders understand their part in the implementation and can work together to achieve the desired outcome. Additionally, it is important to track progress along the way – setting measurable milestones that can be tracked against goals established during the initial problem-solving phase will help keep teams accountable and allow for course corrections if needed.

By utilising A3 Problem Solving Tools such as a template, organisations can easily document and share their analyses with relevant stakeholders throughout each stage of the project. Having detailed record-keeping like this also helps teams stay on target over time while providing insights into how proposed solutions may need to be re-evaluated down the line. This implementation plan provides the entire organisation with a clear project status on a one-page report.

6. Evaluate the results:

Measure the impact of your countermeasures against the problem, using well-defined success criteria, key performance indicators, or other relevant metrics..

Once the countermeasures have been implemented, it is essential to measure and evaluate their success. This can be done by tracking performance against the initial objectives established during the goal phase, as well as establishing key performance indicators to gauge how well the proposed solutions have fared.

Additionally, stakeholders should also consider conducting a post-implementation evaluation in order to assess how successful their approach has been in addressing underlying issues and determining what lessons can be learned from the experience. This will enable teams to identify strengths and weaknesses within their existing processes and make any necessary adjustments going forward. By understanding the outcomes of their improvements, organisations are able to gain valuable insights into how well they’ve succeeded in achieving their goals and ensure continued success moving forward.

Once the countermeasures have been implemented and their success measured, it is important to compare the results against the initial objective. This can be done in a variety of ways, including graphical analysis such as charts, process maps or flow diagrams. Graphical analysis helps to visualise the differences between results achieved before and after the implementation of new measures in a meaningful way. It also provides an increased level of clarity when assessing whether the desired outcomes have been achieved or not.

Process maps can be useful in understanding how changes made during the improvement phase have impacted processes within an organisation. By mapping out existing processes and then comparing them against those following implementation of countermeasures, teams can easily pinpoint where improvements were made and analyse how they led to improved performance overall.

Charts, on the other hand, enable users to quickly identify trends that may have emerged from data collected during the project. For example, if performance metrics are tracked before and after countermeasures are implemented, users can use charts and graphs to more clearly observe any patterns that may indicate an improvement or regression in performance over time – providing further insights into which areas need further attention or adjustment moving forward.

Finally, dashboard views provide an effective means of displaying results at a glance while highlighting any anomalies that might warrant further investigation. Dashboards allow stakeholders to gain access to important information quickly and easily while also helping them keep track of progress towards goals set out during initial problem-solving phases. Additionally, because dashboards support data visualisation capabilities they offer a highly interactive user experience which can help teams understand underlying trends with greater clarity and precision.

7. Standardise and share:

If a countermeasure proves successful, integrate it into the organisation’s standard operating procedures and share it with other teams as a best practice..

Once the countermeasures have been successfully implemented and measured against the initial objectives, these changes need to be integrated into the organisation’s standard operating procedures (SOPs) and shared with other teams as best practices. This will ensure that any improvements made during the problem-solving phase are consistently applied across all teams within the organisation.

In order to ensure that these improvements become part of the organisation’s long-term strategy, process maps should be updated to reflect the new improved way of working. Process maps provide a visual representation of how workflows are structured within an organisation, and by updating them in line with newly-implemented countermeasures, organisations can ensure that their processes continue to remain up-to-date and efficient moving forward. It may also be necessary to build a follow-up plan if not all tasks are fully completed as well as develop a Lean-focused PDCA cycle to ensure long-term effective collaboration on the solutions that were implemented.

Process documentation should also be updated in order to keep track of changes made during problem-solving. By documenting not just the solutions that were proposed but also why they were proposed, teams can gain valuable insights into their decision-making process which they can leverage for similar future problems.

Furthermore, it is important to update key performance indicators (KPIs) to accurately reflect any progress made during problem-solving. By tracking performance against objectives established before and after countermeasures were implemented, organisations will be able to identify any areas that may still need improvement or require further adjustment going forward. Additionally, tracking KPIs over time will help teams understand whether or not their current strategies are leading them towards meeting their goals in a timely manner or if additional measures may need to be taken in order to achieve desired results more quickly.

Finally, organisations should share successful solutions with other teams in order to promote collaboration and knowledge sharing amongst stakeholders throughout different parts of the business. This will allow for ideas generated through one team’s problem-solving efforts to benefit multiple departments – helping foster creativity and innovation while ensuring that everyone is on board with necessary changes being made throughout the organisation. The last step is key to Toyota’s PDCA management system designed for the entire organisation.

By breaking down the problem-solving process into these seven discrete stages, the A3 method offers practitioners a comprehensive, end-to-end framework for tackling complex challenges and driving improvements in any organisation.

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Training the team on A3

To get A3 started, everyone in the entire organisation needs to learn how to use this single-sheet or single-page document. This means training people across all parts of the company so that everyone knows how to use the A3 Problem Solving Tool and A3 template. Training will help make sure that everyone follows a structured approach when using an A3 problem solving method, which is derived from Lean management and Six Sigma methodologies.

Getting the organisation fully onboard with A3 Problem Solving is not an easy task and will require a dedicated effort to ensure its successful implementation. To this end, it is important to start with specific areas of the business – whether it be operations, finance or marketing – by setting up targeted training sessions for both operational teams and senior managers. This will help everyone understand how and why A3 is used, as well as the potential benefits it can bring to their business.

Once everyone has mastered the basics of working with an A3 template, companies should look to regularly review and evaluate its effectiveness. This could include setting up quarterly reviews or running workshops where teams discuss successes and areas for improvement when using the A3 tool. Doing this will ensure that any issues are identified early on, allowing the team to quickly adjust accordingly.

At Leanscape, we understand that transitioning to A3 Problem Solving can be a daunting task. With our team of specialists, we can provide your teams with the necessary training and coaching to ensure that they are able to adapt quickly and efficiently. Our comprehensive approach to A3 will equip your team with the knowledge and skills needed to successfully use this powerful tool for improving performance in all areas of your business.

We are committed to helping you develop a culture of continuous improvement within your organisation by teaching best practices and providing guidance through every step of the problem-solving process. Through our specialised training programs, we will help your teams learn how to use the A3 template more effectively, as well as how to interpret data visualisations quickly and accurately – enabling them to take action swiftly when required. Our experienced coaches will also share insights from industry experts on how best to integrate countermeasures into standard operating procedures (SOPs) and process maps, keeping up-to-date with industry trends in order to stay ahead of the competition.

By leveraging Leanscape’s expertise in A3 Problem Solving, you can rest assured knowing that your team is in good hands. Our team is dedicated to providing you with the support needed for successful implementation so that you can achieve sustained performance improvements over time.

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The implementation of A3 Problem Solving provides a comprehensive framework for organisations looking to successfully address complex problems in an efficient and cost-effective manner. By breaking down the problem-solving process into seven distinct stages, users can structure their approach and track the progress of their countermeasures over time.

In order to ensure successful implementation, organisations should dedicate time towards training their teams on how to use the A3 Problem Solving Tool and A3 template. This will give everyone a solid foundation for carrying out future problem-solving activities more effectively, as well as provide insights into the effectiveness of certain countermeasures over time.

Through Leanscape’s specialised training programs, you can ensure that your team is fully equipped with the necessary skills to successfully adopt and incorporate A3 problem-solving into all areas of your business. Our experienced coaches are committed to helping you develop a culture of continuous improvement within your organisation – providing guidance through every step of the process.

Final Thoughts

The A3 approach is an invaluable tool for unlocking the power of improvements within any organisation. By leveraging its structured framework and cyclical learning approach, businesses can remain agile and responsive to ever-changing conditions, allowing them to navigate change more successfully and emerge stronger than ever before. Ultimately, this makes Toyota’s A3 problem-solving process one of the most effective ways to ensure long-term success in today’s fast-paced and competitive market.

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Mastering A3 Problem Solving: The Essential Guide to Improving Processes and Solving Complex Problems

What is A3 Problem Solving?

A3 problem solving definition.

A3 problem solving is a Lean Six Sigma project management tool that uses a structured problem-solving approach to improve process efficiency and product quality. A3 problem solving is based on the A3 process, a problem-solving methodology developed by Toyota in the 1960s. The process was named after the A3-size paper that was traditionally used to document the problem-solving process. In this blog post, we will discuss the origins of A3 problem solving, its key components, steps to run the A3 Problem Solving process, A3 report preparation, some examples on the A3 Problem Solving, and common mistakes to avoid.

Origins of A3 problem solving

A3 problem solving was developed by Toyota as a means to improve the quality of their products and streamline their manufacturing processes. The methodology was developed in the 1960s by Toyota’s Chief Engineer, Taiichi Ohno. Ohno used the A3 process to document and solve problems within the manufacturing process. Over time, the A3 process became a key component of Toyota’s lean manufacturing philosophy and was adopted by other companies looking to improve their processes and products.

When and in What Situation to Apply A3 Problem Solving?

A3 problem solving is a structured approach that can be used to solve complex problems and improve processes. It can be applied in a wide range of situations across various industries. Here are some specific scenarios where A3 problem solving can be particularly useful:

• When faced with a significant problem or challenge that requires a structured approach to identify the root cause and develop effective solutions.
• When there is a need to improve the quality of a product or service, reduce defects or errors, or address customer complaints.
• When there is a need to streamline a process, reduce waste, or improve efficiency to save costs or improve productivity.
• When starting a new project or product development initiative and there is a need to identify potential issues and develop a plan to mitigate them.
• When there is a need to identify opportunities for continuous improvement and make incremental improvements to an existing process.
• When there is a need to implement changes in a process or system that affect multiple departments or stakeholders and there is a need to ensure that the changes are properly planned and executed.

Overall, A3 problem solving can be used in a wide range of situations where there is a need for a structured approach to problem solving and improvement. By following the A3 process, organizations can identify and address root causes, develop effective solutions, and implement changes that lead to continuous improvement and better outcomes.

Key components of A3 problem solving

A3 problem solving is a structured approach that follows a set of steps to identify, analyze, and solve problems. The key components of A3 problem solving include identifying the problem, gathering data, analyzing the data, developing a solution, implementing the solution, and monitoring the results. A3 problem solving also involves using A3 thinking, which is a mindset that encourages continuous improvement and problem-solving through collaboration and teamwork.

8 Steps to run the A3 Problem Solving process

Running A3 problem solving involves following a structured problem-solving approach to identify and solve problems within an organization. Here is a step-by-step guide on how to run the A3 problem solving process:

Step 1: Clarify the Problem

The first step in the A3 problem-solving process is to clearly define the problem. It’s important to gather all the relevant information, including when the problem occurred, where it occurred, and who was involved. This will help to ensure that everyone involved in the process has a clear understanding of the problem and can work together to find a solution.

Step 2: Break Down the Problem

After clarifying the problem, it’s time to break it down into manageable parts. This step involves analyzing the problem and identifying the specific areas that need improvement. This may involve creating a process map or a flowchart to better understand the issue.

Step 3: Set a Target

The next step is to set a target for what the ideal outcome would be. This involves identifying what success looks like and what metrics will be used to measure progress. The target should be specific, measurable, achievable, relevant, and time-bound (SMART).

Step 4: Analyze the Root Cause

To develop effective countermeasures, it’s important to understand the root cause of the problem. This step involves analyzing the data collected in steps one and two to identify the underlying cause of the problem. This may involve using tools such as the 5 Whys, Ishikawa diagrams, or Pareto charts.

Step 5: Develop Countermeasures

Once the root cause has been identified, it’s time to develop countermeasures to address the problem. This step involves brainstorming potential solutions and selecting the best course of action. It’s important to involve all stakeholders in this step to ensure buy-in and support for the chosen solution.

Step 6: Implement the Countermeasures

With a solution in place, it’s time to implement the countermeasures. This may involve testing the solution on a small scale to ensure it’s effective before rolling it out more broadly. It’s important to document the implementation process to ensure that everyone involved is on the same page.

Step 7: Evaluate Results

After implementing the countermeasures, it’s important to evaluate the results. This step involves measuring progress against the target set in step three and determining whether the countermeasures have been effective. If the results are not satisfactory, it may be necessary to go back to step four and analyze the root cause again.

Step 8: Standardize

The final step is to standardize the solution to ensure that the problem does not occur again in the future. This may involve creating a new standard operating procedure or updating an existing one. It’s important to communicate the new process to all stakeholders to ensure that everyone is on the same page.

In conclusion, the A3 Problem Solving process is an effective tool for addressing problems in any organization. By following the 8 steps outlined in this post, organizations can develop effective solutions that address the root cause of the problem and ensure that it doesn’t occur again in the future.

A3 report generation

One of the key outputs of the A3 process is the A3 Problem Solving report. In this blog post, we will provide a step-by-step guide on how to generate an A3 Problem Solving report based on the 8 steps of the A3 process.

The first section of the A3 report should clearly state the problem that needs to be addressed. It should describe the current situation, including the impact of the problem on the organization and the stakeholders involved.

The second section of the report should break down the problem into manageable parts. This may involve creating a process map or a flowchart to better understand the issue. The goal is to identify the specific areas that need improvement.

The third section of the report should set a target for what the ideal outcome would be. This involves identifying what success looks like and what metrics will be used to measure progress. The target should be specific, measurable, achievable, relevant, and time-bound (SMART).

The fourth section of the report should analyze the root cause of the problem. This involves analyzing the data collected in steps one and two to identify the underlying cause of the problem. This may involve using tools such as the 5 Whys, Ishikawa diagrams, or Pareto charts.

The fifth section of the report should describe the countermeasures that have been developed to address the problem. This may involve brainstorming potential solutions and selecting the best course of action. It’s important to involve all stakeholders in this step to ensure buy-in and support for the chosen solution.

The sixth section of the report should describe how the countermeasures will be implemented. This may involve testing the solution on a small scale to ensure it’s effective before rolling it out more broadly. It’s important to document the implementation process to ensure that everyone involved is on the same page.

The seventh section of the report should evaluate the results of the countermeasures. This involves measuring progress against the target set in step three and determining whether the countermeasures have been effective. If the results are not satisfactory, it may be necessary to go back to step four and analyze the root cause again.

The final section of the report should describe how the solution will be standardized to ensure that the problem does not occur again in the future. This may involve creating a new standard operating procedure or updating an existing one. It’s important to communicate the new process to all stakeholders to ensure that everyone is on the same page.

In conclusion, generating an A3 Problem Solving report requires following the 8 steps of the A3 process. By providing a clear description of the problem, breaking it down into manageable parts, setting a target, analyzing the root cause, developing effective countermeasures, implementing those countermeasures, evaluating the results, and standardizing the solution, organizations can solve problems in a structured and effective way. By using the A3 report as a tool for communication, organizations can ensure that all stakeholders are on the same page and working towards a common goal.

Examples of successful A3 problem solving

A3 problem solving has proven to be effective across a diverse range of industries. In the following, you’ll find three instances of A3 Problem Solving reports that showcase its success.

Example 1: A3 Problem Solving reports for High Scrap Rate

Example 2: A3 Problem Solving reports for Late Deliveries

Example 3: A3 Problem Solving reports for Low Employee Morale

Common mistakes to avoid when implementing A3 problem solving

There are several common mistakes that organizations make when implementing A3 problem solving:

• Lack of clarity: Not having a clear problem statement can lead to wasted time and resources. It’s important to spend time defining and clarifying the problem at the beginning of the A3 process.
• Skipping steps: The A3 process is designed to be followed in a specific order, and skipping steps can lead to incomplete or ineffective solutions. It’s important to resist the urge to jump ahead and stick to the process.
• Rushing the process: A3 problem solving requires time and effort to be effective. Rushing through the process or trying to cut corners can lead to subpar solutions that don’t fully address the problem.
• Focusing on symptoms instead of root causes: It’s easy to address symptoms of a problem without addressing the underlying root causes. It’s important to take the time to identify and address root causes to prevent the problem from recurring.
• Lack of cross-functional involvement: A3 problem solving involves multiple departments and stakeholders, and not involving all relevant parties can lead to incomplete or biased solutions. It’s important to involve all necessary parties from the beginning of the process.
• Overcomplicating the process: A3 problem solving is meant to be a simple and straightforward process, and overcomplicating it can lead to confusion and frustration. It’s important to keep the process as simple and clear as possible.
• Ignoring feedback and results: A3 problem solving requires ongoing evaluation and feedback to determine the effectiveness of the solutions. Ignoring feedback or failing to measure results can lead to missed opportunities for improvement.
• Lack of standardization: A3 problem solving should be standardized across an organization to ensure consistency and effectiveness. Failing to standardize the process can lead to confusion and inconsistency in results.

A3 problem solving is a powerful tool that can help organizations improve their processes and products. The methodology is based on a structured problem-solving approach that involves identifying the problem, gathering data, analyzing the data, developing a solution, implementing the solution, and monitoring the results. A3 problem solving offers several benefits to organizations, including improved problem-solving skills, increased productivity, reduced costs, improved quality, and enhanced customer satisfaction. By following the A3 process closely and avoiding common mistakes, organizations can successfully implement A3 problem solving and achieve significant improvements in their operations.

• Toyota Production System: An Integrated Approach to Just-In-Time by Yasuhiro Monden
• “Using A3 Thinking to Improve the Emergency Department Discharge Process” by J. T. Fingarson, D. K. M. Blackmore, and A. J. Auerbach

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A3 Problem Solving | A3 Root Cause Analysis

Problems are inevitable, no matter how hard we plan and what precautions we take, they will eventually creep up and bite us. Rushing in and trying to fix the problems quickly, however, rarely seems to truly make these problems go away. Often, they come back time after time. The reason for this is that we fail to use a methodical approach to identify the true root causes of the problems and fail to put in a robust fix that will prevent the problem reoccurring.

A3 problem solving is one easy way to put in place a process that will help you to solve problems permanently as well as making improvements to your processes.

What is A3 Problem Solving

As with many things from Toyota, A3 problem solving attempts to make things as simple and as visual as possible. A3 refers to the paper size used for the reporting and all the process is contained within the confines of this single sheet of 11” by 17” paper. Some suggest that the reason for the single piece of paper is down to the rumored refusal of Taiichi Ohno to read any more than a single page of any report.

There is nothing magical or revolutionary about the process either. It simply follows the Deming’s Plan-Do-Check-Act Cycle or PDCA. It is also very similar to other processes and layouts that other companies have used over the years such as Ford’s 8D process for problem solving.

The effectiveness of the form however lays more in the attitude of the teams implementing the A3 process than the form itself. Problems are opportunities to improve what you are doing and should never simply be seen as just a “problem”.

A3 problem solving sheets are not going to be a magic wand that you can wave over your problems to solve them. Without a dedicated team to follow the process they are unlikely to help you.

The A3 Problem Solving Process

The A3 root cause analysis process is usually broken down into 7 steps, some break it down into 8 or 9, however the total number of steps and what they are called are not important as long as you follow the idea behind them. The steps follow the PDCA process and take you through a logical step by step route to clearly identify:

• What is the problem
• Why we need to fix it
• What is the actual root cause
• How we will contain the problem in the short term
• Plan how we fix the root cause
• Confirmation that the countermeasures fix the issue
• Changes to standardized work to fix the issue permanently
• Share any changes within the company

Often these steps are broken down under the following headings on the A3 worksheet:

Current Situation

• Targets or Goals

Root Cause Analysis

Countermeasures.

• Implementation Plan

This is what should be considered and detailed within each section:

• What is the actual issue that you are looking to correct?
• How does it impact the business objectives? Why do we need to fix it?

It is always best to take your team to where the problem is occurring to see the problem firsthand. Talking about something in a remote location is never going to be as effective as actually observing at the Gemba (Workplace).

The team should carefully detail the problem. This should cover all relevant information such as how often something happens, when, where, etc. Depending on the complexity of the issue it may be necessary to collect data in the form of graphs and control charts or to conduct process mapping exercises to understand what is happening.

Targets / Goals

What does the team see as the ideal solution to the problem? What are we going to achieve? Your objectives should be clearly stated, and a time frame agreed so that all can agree on what you hope to do through your team.

There are of course many ways that you can arrive at the root cause of your problems depending on the complexity of the problem that you face. The right quality improvement tools should be selected and used from Pareto charts to fishbone diagrams or the 5 whys.

Ensure that your A3 root cause analysis comes up with agreed reasons for your problems. Remember, that there are often multiple causes that may need to be fixed.

Once you have your root cause(s) identified you can get to work to brainstorm the changes that you need to make to fix the problems. Remember that all fixes should aim to achieve the goals that you have identified earlier in the process.

Action Plan

This is your plan of action to fix the problem that you have identified. This plan should be detailed and include what is to be done, who is responsible, and of course when it will be done by. You should also consider the expected outcome from each action so that you will have a clear idea of whether the action has had any effect on your issue.

Once the plan has been detailed it should be implemented effectively by the team.

Too often teams will stop at the plan implementation stage. They make the changes that they have suggested and then fail to check if those actions have been effective. You must verify the effectiveness of your actions to confirm that they have fixed the root causes that you have identified. Otherwise the problems could easily return.

If the changes have not managed to fix the problem, then the process needs to be revisited. The team needs to work through the cycle once again to see what they have missed and to make alternative plans to fix the problems.

Changes should be made permanent if they are found to be effective through changes to standardized work and other procedural documentation.

Teams should also share what they have learned and implemented within the company. Often there is the opportunity to mirror the changes made to prevent issues occurring in other parts of your business.

Why Use A3 Reporting

The A3 reporting format does not have to limited to simply problem solving. Toyota use it for a number of things such as status reports, improvement suggestions and proposals. Other companies have developed similar reports for things such as coaching. Your imagination and business needs are your only limitation.

The A3 lean process is highly flexible and provides you with a highly visible way to communicate everything from your problem solving to continuous improvement initiatives. Used well with trained and dedicated teams it can really make a huge difference to your company.

Related posts:

• Top 50 Lean Tools | Comprehensive List for Lean Manufacturing and Service
• VSM Value Stream Mapping

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A3: Thinking, Reports, Examples & Templates

A3 thinking.

An Introduction to A3

In the design and construction industry – as in all industries – complex problems arise daily. Each project contains hundreds of decisions containing thousands of variables, and sorting them out to arrive at the best outcome is critical.

A3 problem solving provides teams with a strategy to effectively and efficiently deal with problems that they encounter and decisions that need to be reached. In true Lean fashion, A3 process improvement brings the entire team into the collaborative problem-solving process and allows teams to embrace out-of-the-box solutions.

What is A3?

An A3 is a one-page report prepared on a single 11 x 17 sheet of paper that adheres to the discipline of PDCA thinking as applied to collaborative problem solving, strategy development or reporting. The A3 includes the background, problem statement, analysis, proposed actions, and the expected results.

The History

A3 thinking was developed by Toyota in the 1940s. Toyota believed that any problem should be capable of being explained and solved using one sheet of paper (an 11 x 17 sheet being the largest sized paper that is capable of being faxed and closest in size to the traditional A3).

The company also believed that if a problem is too complex to fit onto an A3 report, it should be broken down into smaller bits that would be solved individually. If your problem cannot fit onto an A3, you should reconsider the scope of what you are hoping to accomplish.

Who Uses A3 Strategies?

Today, A3 strategies are deployed across various industries that employ Lean thinking such as:

• Design & Construction
• Manufacturing
• Project Management
• Engineering & Architecture
• Service Industries

LCI’s Meaning of A3

A3 thinking is an extremely useful tool when utilized correctly. By distilling the entirety of a problem on a single sheet of paper, A3 Lean thinking forces team members to collaborate and rationalize through the problem solving process. A3 thinking makes for more effective problem solving and produces written explanations that can then be passed on to senior management. An effectively completed A3 report will also build management’s confidence in the team and its ability to solve problems.

A3 Reporting

A well-written A3 report should show and explain the consideration that went into the counter-measure to the problem listed. Properly executed plans include the input of team members from all across the stakeholder spectrum and should allow members to emerge as leaders in its problem solving. A3 papers can also be referenced later, allowing the lessons learned during the process to be shared with future project teams.

Understanding A3 Thinking

A3 thinking does not provide a solution to the problem your team is facing. Rather, it guides your team’s process to help it reach the best possible countermeasure with the tools it has at its disposal.

An A3 report is to be filled out by one person on the team – the “champion” – who will gather assessments and intel from other members in a collaborative fashion. Bringing all of the knowledge and expertise of the team to bear when solving a problem is the best way to come to a satisfying outcome.

Problem Solving: An A3 Process

A3 thinking allows for many different types of decision-making. But ultimately, all decisions are fundamentally a form of problem solving. For example, A3 thinking can be deployed to guide the team in optimizing decisions during the design phase, or for solving a constructability challenge.

The First Step to A3 Thinking

The first step of the A3 process for problem solving is to correctly identify the problem. From unexpected lead times on materials to communication breakdowns among design teams, “problems” are in no short supply in the design and construction industry. Before engaging in A3, ask yourself the following questions about the problem you are working to solve.

Questions to Facilitate the Process

• What are you trying to address or solve?
• What is the current situation?
• What are clear Conditions of Satisfaction (CoS) I can develop?
• Where can I brainstorm and analyze the 5 whys/root cause ideas?
• What’s a recommendation I can put forth?
• What is my plan to implement the recommendation above (if applicable)?

State plan to check and adjust using the PDCA cycle.

More on the PDCA Cycle

PDCA stands for Plan, Do, Check, Adjust. Explore each element of this acronym for more information about how it supports both the problem solving questions above as well as A3 problem solving as a whole.

Identify an issue in your process and exercise continuous improvement by planning your course of change.

Perform your case study by applying the corrective actions outlined in the “plan” stage in an experimental manner.

Follow the performance of your experiment and measure it to determine whether it is having the desired effect.

If your plan worked, implement the change to the necessary areas of your process. If it did not, determine what you will do differently next time and repeat the cycle.

A3 Reports for Solutions

While A3 reports broadly follow the PDCA cycle, the actual journey of an A3 process is a bit more granular. Let’s analyze the various steps and sections of an A3 report.

Describe the problem, theme, or issue. List out all of the details including the champion’s name, date, and the names of all of the collaborators who will be helping with the report.

Establish the business context & importance. Provide additional information on the problem being addressed.

Current State

Describe what is currently known about the problem. Note potential variables and roadblocks that may stop your team from solving this problem and additional information you hope you acquire.

Future State or Goal

Identify the desired outcome for your experiment. Identify the Conditions of Satisfaction (CoS) for the project.

Analyze the situation and underlying cause.

Recommendation

Provide a recommendation for process improvement that your team can implement for the future.

Create a follow-up/review process.

A3 Examples

A3 thinking is frequently applied in Lean design and Lean construction during all phases of the process for the purposes of making sound decisions. In the example below, A3 thinking is applied to the process of learning Lean design and construction techniques.

A3 Template

The Lean Construction Institute seeks to educate companies all throughout the design and construction industry on Lean practices and methods. Here is our A3 template which you can use to guide your decision-making processes.

A3 Training

The Lean Construction Institute offers A3 training as well as tools , events , education , and networking opportunities for Lean practitioners in design and construction all around the world. Whether you’re a Lean expert or are just learning about Lean for the first time, LCI can provide the tools you need for problem solving and continuous improvement in your business.

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Toyota’s Secret: The A3 Report

How toyota solves problems, creates plans, and gets new things done while developing an organization of thinking problem-solvers..

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While much has been written about Toyota Motor Corp.’s production system, little has captured the way the company manages people to achieve operational learning. At Toyota, there exists a way to solve problems that generates knowledge and helps people doing the work learn how to learn. Company managers use a tool called the A3 (named after the international paper size on which it fits) as a key tactic in sharing a deeper method of thinking that lies at the heart of Toyota’s sustained success.

A3s are deceptively simple. An A3 is composed of a sequence of boxes (seven in the example) arrayed in a template. Inside the boxes the A3’s “author” attempts, in the following order, to: (1) establish the business context and importance of a specific problem or issue; (2) describe the current conditions of the problem; (3) identify the desired outcome; (4) analyze the situation to establish causality; (5) propose countermeasures; (6) prescribe an action plan for getting it done; and (7) map out the follow-up process.

The leading question

Toyota has designed a two-page mechanism for attacking problems. What can we learn from it?

• The A3’s constraints (just 2 pages) and its structure (specific categories, ordered in steps, adding up to a “story”) are the keys to the A3’s power.
• Though the A3 process can be used effectively both to solve problems and to plan initiatives, its greatest payoff may be how it fosters learning. It presents ideal opportunities for mentoring.
• It becomes a basis for collaboration.

However, A3 reports — and more importantly the underlying thinking — play more than a purely practical role; they also embody a more critical core strength of a lean company. A3s serve as mechanisms for managers to mentor others in root-cause analysis and scientific thinking, while also aligning the interests of individuals and departments throughout the organization by encouraging productive dialogue and helping people learn from one another. A3 management is a system based on building structured opportunities for people to learn in the manner that comes most naturally to them: through experience, by learning from mistakes and through plan-based trial and error.

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About the Author

John Shook is an industrial anthropologist and senior advisor to the Lean Enterprise Institute, where he works with companies and individuals to help them understand and implement lean production. He is author of Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor, and Lead (Lean Enterprise Institute), and coauthor of Learning to See (Lean Enterprise Institute). He worked with Toyota for 10 years, helping it transfer its production, engineering and management systems from Japan to its overseas affiliates and suppliers.

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Sheila colinlak, patrick doyle, acta de constitución de proyecto ágil, un elemento diferenciador. | agilia, dave whaley, william harrod, howard s weinberg, systemental, khucxuanthinh.

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What is A3 Problem Solving?

Every decision we make is solving a problem. We train every day to make decisions based on knowledge and experience, both in our private life and at work. We strive to be autonomous in order to use our capabilities elsewhere. This is how we are made by nature.

A3 Problem Solving helps us solve problems more accurately and more effectively. 

A3 Problem Solving is both a methodology and a tool used to solve problems with a certain complexity, and helps teams navigate in a jungle of stakeholders and variables.

Where does the A3 come from?

A3 is standard paper size and is also the reference to the A3 problem solving. The paper A3 measures 11,7″ x 16,5″ (297 x 420mm).

The limits of the paper size forces the users to narrow down the content to the essentials and keep all relevant information on a single sheet of paper.

A3 problem solving template

The A3 problem solving template creates a structure helping you work through the process, identify and follow up mitigating actions

Describe the problem you are facing. Consider the need, whether it’s internal or external. Is it possible to measure the benefit? Are you able to identify when the problem is solved?

Current Situation

Describe the current process. Make sure it includes the problem. What is the reason the problem appears? Does it reside in standards, procedures, process descriptions? Add facts and figures to help explain and understand the situation.

Goal / Improved Situation

Describe the desired situation the way it should be. Make sure the root cause is addressed in this description and to discuss and involve all relevant stakeholders.

Describe the plan and establish actions for execution. This is the actual activities to be done to solve the problem. Actions shall have good description, a responsible, a due date and status. Assess if the actions are likely to help solve the problem.

Create a plan to measure the changes of the problem. Evaluate if the actions lead you in the right direction. If not, revert back to the plan to recalibrate actions, or update the goal if the initial goal was not defined appropriately. When the goals are achieved, add your learning and evaluation to share with others.

Download your A3 template for free

The A3 problem solving process

Initial success factors are (1) to use the A3, (2) to give the A3 an owner and (3) include a list of relevant participants.

You are not (necessarily) supposed to fill out the A3 in one day. This is a process that could be considered a small project. Therefore you can also add a timeline and milestones to the A3 to help clarify the expectations and the path for the process.

The template helps focus on the relevant content, leading you to solve the problem.

Plan – Do – Check – Act (PDCA)

Sharing and visualizing problem solving A3

Use the 3 pillars of continuous improvement to get the most out of the learning.

• Employee involvement
• Transparency
• Knowledge sharing

When the A3 report is finished, add it to you visual boards for everyone to see. Go through the process and learning with your teams and let involve them in the learning.

The solution may be an update to the best practice, standard work or a procedure. Everyone needs to know.

The A3 also works as a reference to understand the background of the problem. This may be transferrable to other problems or situations raised later.

Solving problems with digital A3

No, I’m not talking about A3s based on Word, Excel or PowerPoint.

I mean fully interactive, digital A3s with integrated action lists. When you combine this with digital boards, incident- and improvement management, you have a great platform to digitize lean tools.

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• A3 Problem-Solving: Fight the Root Cause

The A3 problem-solving tool is a bright example of how problems should be treated to be eliminated efficiently. Scroll down to learn more about A3 and how to use it.

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A great part of our daily work routine is actually related to solving problems. Either small or big, problems are an inevitable part of our workday. However, if you decide to act fast and remove a problem as swiftly as possible, you may face the same issue repeatedly.

Instead of fighting only the symptoms, you need to dig deeper and discover the root cause. By doing so, you will be able to protect the work process from recurring problems. This is where the A3 methodology comes into play.

Implementing an A3 problem-solving tool is a bright example of how problems should be treated to be eliminated efficiently. Based on some simple steps and ideas, the model gives directions on dealing with problem-solving issues through simple structuring, good collaboration, and active communication.

What Is A3 Thinking?

First of all, let’s briefly touch upon the mindset that A3 thinking aims to develop. It can be summarized in 7 elements:

• Logical Thinking – A3 represents a step-based thinking process.
• Objectively presenting information – there are no hidden agendas here.
• Results and Processes – sharing what end results were achieved as well as the means of achieving them.
• Sharing only essential information and putting it into a visual format whenever possible.
• Whatever actions are taken, they must be aligned with the company’s strategy and objectives.
• The focus is on developing a consistent perspective that can be adapted across the entire organization.
• Developing a structured approach to problem-solving.

Origin of the A3 Problem-Solving Tool

The A3 report is one of the many Lean management tools developed as part of the Toyota Production System (TPS).

There isn’t a single inventor of the A3 reporting method. In fact, Isao Kato (former manager at Toyota) describes it as a hybrid between the PDCA cycle and Toyota’s philosophy to make things visible.

There is also a legend that Taiichi Ohno often refused to read further than the first page of any written report. This is why the A3 is a one-page report.

The name A3 comes from the European A3 paper size corresponding to 11-inches by 17-inches or 29.7cm x 42cm.

A3 thinking played a major role in Toyota’s commercial success. Consequently, it became a widespread tool, now used in various industries.

Let’s explore the A3 problem-solving tool in detail.

Foundations of the A3 model

Actually, A3 is just a single report that will not help you solve problems like a magic wand. It is much more important for all involved parties to be dedicated to the process and communicate actively.

Before you begin with the formation of your own A3 reporting method, you need to be familiar that there are 3 major roles in the process:

• Mentor/coach

The owner is responsible for managing the process and maintaining the document. On the other hand, the owner needs to be advised and supervised by a mentor experienced in problem-solving.

The mentor’s role is to give directions and provoke the problem owner to find the solution, but not to give answers and propositions.

Last but not least, there are responders or stakeholders. They are the third party, which is directly interested in the final results of the A3 project.

Here is the challenge. Usually, there is a wide variety of stakeholders involved. The problem owner needs to have access to all of them if needed.

However, we all know that it is a bit difficult to reach higher management in organizations with a strict hierarchy.

This is why the whole organization should be familiar with the concept of lean thinking and be prepared to assists at any time. Sometimes this is challenging, but it can show how flexible an organization really is.

At the end of the day, the active communication between all parties involved is crucial for the success of any A3 project.

The A3 Report

The A3 report is a single-page document, which reflects the results of the whole process. Usually, it contains seven steps, but it may also have other variations. Below you can find an A3 report example, which most often will include the following steps:

• Background/Clarify the problem

Current situation

Set targets/goals, root cause analysis, countermeasures.

• Implementation
• Effect confirmation/Follow-up

The A3 Process

The A3 methodology is a lean thinking process where the problem owner should go through the model's different steps until there is a proper solution to be implemented. The owner needs to communicate actively with his colleagues and the mentor of the project.

Let’s now examine the different steps that comprise the A3 process.

First of all, you need to clarify the problem and briefly describe it. This is a starting point where the owner can add context and support the next steps.

Before a problem can be addressed properly, the problem owner needs to describe the current situation in the area where the issue appears.

At this stage, you can map the different processes that exist around the problem area. It will allow you to see the bigger picture and identify the root cause.

After the current situation is clear, you need to set goals. Keep in mind that at this stage, you need to take into consideration that you don’t have  the full picture .

So after you go through the remaining steps until “effect confirmation,” you can come back to this step and add more details to the initial goals.

This is a significant step from the successful implementation of the A3 process. Trying to fight the problem immediately means that you are only treating the symptoms while leaving the root cause untouched. This way, a problem may appear regularly in bigger proportions.

Therefore, once you have a good understanding of how the processes work and the initial goal, you need to figure out the root cause of the problem. For this purpose, you can use different techniques such as  the 5 whys .

Once you are familiar with the root cause, you may start offering solutions. From here, you can go back to the initial goal and add more details. In all cases, the countermeasures should lead to a clear understanding of how the initial goal will be achieved.

Implementation Plan

After setting the countermeasures, you have to present an implementation plan that includes a list of the actions that will be applied to get the countermeasures in place. It is also helpful to assign responsible individuals for each task and a due date.

Effect confirmation & Follow-up

The last step is crucial for establishing a culture of continuous improvement . It is imperative to measure the actual results and confirm the effect of your countermeasures.

Whether there are positive or negative results, you need to take action.

If the actual results differ from the predicted ones, you should modify the plan, re-implement it, and follow up.

If there is a positive effect, you should communicate improvements to the rest of the organization and ultimately make them a standard.

Benefits of A3 Problem-Solving

The A3 model is consistent, and it encourages mentoring and overall collaboration.

Furthermore, it promotes the cross-organizational sharing of information and encourages learning and continuous improvement on every organizational level.

Also, the A3 methodology encourages commitment to common goals and strengthens the levels of responsibility.

Last but not least, you can use an A3 report not only for problem-solving but also for proposing improvements, reporting, coaching, and others.

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A3 is a useful problem-solving tool that has some significant advantages:

• It is simple and promotes mentoring and collaboration.
• It fights the root cause, but not only the symptoms.
• It encourages cross-organizational knowledge sharing.
• You can use the A3 report for several other things, including reporting, coaching, proposing improvements, etc.

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The Lean Post / Articles / Why A3 Thinking is the Ideal Problem-Solving Method

Problem Solving

Why A3 Thinking is the Ideal Problem-Solving Method

By David Verble

February 11, 2021

How A3 Thinking helps you overcome the most challenging yet vital part of problem-solving, according to Lean Coach David Verble.

It is human nature to see or hear about something we call a “problem” and think right past the situation to a solution. Jumping to conclusions causes us to miss critical information that we need to pinpoint the problem . When we assume that we know what’s going on with whatever we think is a problem situation, we often don’t “ go  see ” what , specifically , is not working as it should.  

Why does this matter? Not looking to precisely see what is not working as expected in a situation we are concerned about—be it process , procedure, policy, or system— reduces our chances of effectively changing the condition we want to eliminate. In a work situation , the conditions or events that we describe as problems — including  missed deliveries and deadlines or information, rework, defects, errors, cost overruns, poor coordination, frustrated and resentful employees — result when something happen s (or does not happen ) when we’re doing the work . If we don’t stop to figure out what part of the operation is under performing, we have little chance of changing the specific things that are creating the performance gap.  

It is a simple fact: you can’t improve results until you identify and change what is not working as planned.

It is a simple fact: you can’t improve results until you identify and change what is not working as planned. Therefore, to address a work-related problem, you first have to recognize that what you are concerned about does not exist in isolation. Th at is what mak es A3 thinking   the ideal problem-solving method. The approach is a   practical and powerful way to identify with precision the problem you must solve .  

Understanding How to Approach A3 Problem – Solving  

The first challenge in A3 problem – solving is to grasp the performance situation in which the unwanted condition exists , which usually means answering some key questions:  

• How is what I am concerned about related to needed performance?
• Why does this issue in performance matter?
• What performance results are we currently getting in the situation?
• What performance results do we think we should be getting?
• What part of the work system is not performing as we expect?

Answering these questi ons depends on realizing that whatever we call a problem is part of a  work process created to produce specific results  that it can not currently  deliver , bring ing us back to understanding the real problem .  

What seems to  you  to be a problem may not necessarily be a problem the way A3 think ing defines a problem . And what is a problem to  you  may not seem to be a problem to others. Fortunately, if you can show something is a problem in A3 problem – solving thinking, there’s a good chance it will look like a problem to others in your company or operation.  

In A3 problem – solving, a problem mu st meet two requirements to “qualify” as a problem:  

• It must be an issue of performance in the workplace. The greatest concern for a business is the performance in deliver ing a product or service to a customer as planned. Continued operation as a business depends on achieving the intended results to survive and thrive. A problem needing attention is one that indicates that it is not happening in some way.  
• It must be defined as a clear gap (ideally measurable) between a specific work condition or event and an agreed – to performance expectation or goal. These established expectations are usually described in the form of a standard, specification, procedure, process, target, policy , or system. Demonstrating that a performance problem exists depends on bringing a precise picture of what is or is not happening into comparison with an accepted description (ideally documented) for what should be happening in the situation.  

Sounds relatively easy, but in my 30 years of experience, the hardest part of the problem – solving process is saying precisely (ideally visually) what problem you are trying to solve. The challenge is to bring together the facts (and data!) to complete the problem statement “equation” – the  current performance level compared to expected performance equals a gap or problem the operation or business needs to address.  

Getting Clear   

Let’s take a closer look at why we often struggle to meet the two requirements in the “standard” for an A3 problem statement. Why is it difficult to demonstrate in performance terms that a clear gap between what is happening and what  should  be happening exist in a work situation? Let’s look at an example showing how we often describe problems versus how they could be described (for easier problem-solving).

In touring a worksite once , I noticed a completed fishbone diagram with this problem description in the fish’s head: “Inaccurate Weekly Work Plans.” I assume everyone in the brainstorming session knew what that meant. The diagram listed at least a dozen causes , and the team had planned a similar number of corrective actions . But, with such a non-specific problem statement, the team was taking a shotgun approach to improvement and hoping that by shooting at every possibility , they would hit the real reasons that the work plans were inaccurate.  

A PDCA /A3 problem – solving approach to that problem situation would be to ask, “Exactly what’s wrong about the work plans we are creating currently?” That would require asking, “What do we know about what needs to be in an accurate and complete work plan? And how is it supposed to be created?”  

If you want to improve the work plans, you need to know how they are different from what they are supposed to be.

The answers to those questions bring us to the fundamentals of lean/A3 thinking. If you want to improve the work plans, you need to know how they are different from what they are supposed to be. Then you look at the  process  that produced the work plans and ask what is happening (or not happening) in how the process is being performed that created them. With some digging into the facts of what was happening ( the “dirty details ” ) , you might write a problem statement like the following:  

I was not working with that team , so I don’t know what happened next . Still, I am confident that the team could learn what the exact discrepancies are. S eeing those errors and missing points led them to describe the problem as “Inaccurate Weekly Work Plans” in the first place. In A3 problem-solving, it is essential to know what those specific discrepancies from the standard are because you need to be able to track them back to the places in the process where the mistakes were made.  

41% of weekly work plans created by Production Team 4 are repeatedly inaccurate or incomplete in 7 critical ways. Those 7 discrepancies from the standard for work plans are: 1, 2, 3, 4, 5, 6, 7… 

This example demonstrates, ironically, one of the problems created by a poorly stated problem. The team likely created a lot of extra work (maybe even wasted work) for themselves because they did not start their problem – solving effort by clear stating what problem they needed to solve.  

Why does it matter to share a problem in the form of a problem statement with the help of this clear problem statement “equation?” As so many of us already know, “A problem clearly stated is half solved.”  

This Post was previously published on LinkedIn by the Lean Transformation Group, where David is a Partner, Performance Improvement Consultant, and Coach.  

Managing to Learn

An Introduction to A3 Leadership and Problem-Solving.

Written by:

About David Verble

A performance improvement consultant and leadership coach since 2000, David has been an LEI faculty member for 17 years. Recognized as one of the first Toyota-trained managers to bring A3 thinking from Japan to the United States, he has conducted A3 problem-solving and leadership programs for 30 years. Overall, his…

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