a3 problem solving templates

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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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William R. (Bill) Seed, Executive Editor

Executive Editors: Kristin Hill, Katherine Copeland and Christian Pikel

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• A3 Problem Solving Template

Subject: Template

• Learn Lean Sigma

A3 Problem Solving Excel Template

The A3 Project Report tool is ideal for systematically structuring and standardizing your problem-solving process. This free template aims to assist you in tackling workplace problems. 

The A3 template is based on the A3 problem-solving method, which is a popular method for continuous improvement in Lean and Six Sigma methodologies. It walks you through a structured process of defining, analyzing, and resolving a problem, allowing you to communicate your findings and proposed solutions clearly.

The Template also includes an example of a complete A3 to use as benchmarking and as an example of how a complete A3 can look.

Learn how to conduct A3 problem solving with our in-depth A3 Problem Solving Guide .

Requirements

Training information.

Structured Approach: Based on the A3 problem-solving method, this template provides a step-by-step process for defining, analyzing, and resolving problems.

Customizable Fields: The template is fully customizable, allowing you to tailor it to your specific needs and requirements. Add or remove fields, adjust the formatting, and input your data with ease.

Root Cause Analysis: The template includes a comprehensive root cause analysis section, allowing you to gather and analyze data to identify the underlying causes of a problem.

Solution Development: The template guides you through the process of developing and evaluating possible solutions, helping you choose the most effective solution.

Implementation Plan: Once a solution has been selected, the template provides a plan for verifying its effectiveness and ensuring successful implementation.

Clear Communication: The template helps you to clearly communicate your findings and proposed solutions, making it easier for stakeholders to understand and support your efforts.

Microsoft Excel Format: The template has been developed in Microsoft Excel format, making it easy to use and accessible to a wide range of users familiar with the software.

Free to Download: Best of all, the A3 Problem Solving Excel template is completely free to download.

This template works on any recent Microsoft Excel software, including Office 365.

A full guide on how to use this template and complete A3 problem solving can be found in our guides section: A3 Problem Solving Guide.

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Partners Zone

• A3 Problem-Solving: Thinking & Templates

As a factory manager, you’re already familiar with problem-solving, but how familiar are you with the A3 problem-solving method?

Today, we tell you everything about the A3 problem-solving method and why it can be precisely what you need to get your factory running as smoothly as ever.

Download your A3 problem-solving template

What is A3?

We already stated that the A3 method is a problem-solving method, so let us dig deeper.

A3 refers to the size of the paper you’d normally use to document this problem-solving process.

A3 paper is bigger than your regular A4, measuring roughly 30 by 42 cm in case you were wondering —or if you’re a fan of the imperial system, 11 by 17 inches—

The reason behind using this specific paper size is that it gives you enough space to present all problem-related information clearly and concisely.

This approach is highly structured, following a step-by-step process to help you develop and implement solutions.

What is A3 thinking?

Before the A3 method, we have A3 thinking. This is the heart of this whole problem-solving process.

A3 thinking deals with issues in a structured and logical way, always relying on the principles of continuous improvement. This means you should look at problems from different angles, gathering as much data as possible. Only then you’ll be able to make a truly informed decision.

The key operating principle behind A3 thinking is that the best way to solve a problem is by having an in-depth understanding of the problem and its causes. This is the only way forward to plan, develop, and implement a permanent solution.

How does the A3 problem-solving method work?

Because this is a structured approach to problem-solving, there are a few key steps to follow to implement it right. Let’s take a look:

STEP 1 ― Identify the problem

As with many other problem-solving methods —if not all— the first thing to do is identify the problem that needs solving. 

You can use root cause analysis to make sure you’re tackling the root of the issue and not just fixing the problem at a superficial level.

STEP 2 ― Gather information

Without proper data, your chances of fixing the problem for good are quite slim.

By getting all the information you can through all the sources available —collecting data, conducting surveys, speaking to relevant people involved with the problem— you make sure you have a complete picture of the problem and its magnitude.

This will help you get a comprehensive understanding of the problem, which is key when developing a solution to fix it permanently.

STEP 3 ― Develop a plan

After gathering all the information, you develop a plan to solve the problem.

In this stage, you can hold a brainstorming session, evaluate different options, and select the best approach.

STEP 4 ― Implement the plan

Time to put your plan into action!

A good way to secure success in your problem-solving efforts is to test your solutions before you implement them, adjust anything according to the situation, and monitor your results.

STEP 5 ― Evaluate your results

When you implement your solution, you need to evaluate your results to make sure your plan is working.

The best way to do this is by collecting additional data or analysing production metrics. 

At this stage, you might identify areas for improvement — don’t ignore them, address them.

Advantages of the A3 problem-solving method

Some of the benefits of the A3 method are more obvious than others. Let’s take a look!

Better collaboration — To get the most out of the A3 method, you need to look at your problem from different angles. The best way to do this is by getting several relevant points of view. This improves collaboration and communication across the whole organisation. 

Increased efficiency — Because this approach has a set number of steps, it becomes a predictable process. This means your teams will work more efficiently to solve the issue, as they’ll know what their next steps are. This also means you’ll successfully avoid wasting time or resources on solutions that won’t work.

Improved decision-making — By gathering data and focusing on factual information rather than opinions or gut feelings, you —and your team— will get better at decision-making. This means you’ll leave the guesswork out of your problem-solving process , ensuring your solutions are based on actual, updated data. 

Continuous improvement — This method is a key part of any continuous improvement process. By identifying and solving problems, you can keep improving your operations, products, and services.

How to use an A3 template successfully

To harness the full potential of this method, you can use an A3 template.

A template helps you present information clearly and concisely, making the process way more efficient.

An A3 template typically includes the following sections:

• Background —   Here you write a short overview of the problem. It should include information about when the problem first emerged, how it’s impacting your operations, and what stakeholders are affected
• Current State — In this section, you describe the current state of the problem. This might involve outlining the symptoms, identifying the root cause, and highlighting any contributing factors
• Goal Set — Time to outline your proposed solution to the problem! This might involve identifying specific actions to take, assigning responsibility for those actions, and setting a timeline for completion
• Analysis — Use this section to highlight what problem-solving method you’re using ( the 5 Whys , 8D , A3…) to identify the underlying causes of the problem. This section might also include information about potential solutions
• Suggestions — This is the time and the place to highlight any suggestions for improvement and problem-solving
• Schedule of Touchpoints — Here, you explain which actions are going to happen when, who’s responsible for them, and an estimated completion date.

By using an A3 template, you can ensure a standardised process for problem-solving. This helps everybody work more efficiently.

mlean ® and the A3 problem-solving method

As far as problem-solving methods go, the A3 is quite effective and straightforward.

But we all know paper is hard to keep track of, and big chunks of A3 that are fundamental for your factory’s operations should be stored away safely for future reference.

Our mlean ® Production System (mPS) is the best way to ensure your problem-solving processes are digitally stored, accessible, and readily available when you need them.

Our software creates a knowledge database using the problems you’ve already solved . This makes your operations much more quick and efficient, increasing productivity, boosting continuous improvement processes, and accelerating your growth.

Book a free demo and see for yourself!

Alba Rodriguez

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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 page, 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:

1. 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.

2. 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.

3. 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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Get 3-days free access to our green belt course, accelerate your career, 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 A3.

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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The Lean Post / Articles / How to Start the A3 Problem-Solving Process

Problem Solving

How to Start the A3 Problem-Solving Process

By David Verble

July 19, 2022

Why the best, most productive way to “start an A3” is by recognizing that the A3 problem-solving methodology is a “slow-thinking” process.

Are you having trouble getting started solving problems using you’re the  A3  problem-solving process ? When I teach workshops on A3 thinking, creation, and use, this comes up as one of the most challenging parts of executing the A3 process .  So if you find yourself looking at a blank sheet of 11-by-17 paper  wondering where to start, here are some thoughts from what I’ve learned doing and teaching the A3 problem-solving methodology for years, which I believe may help you.

The first lesson is simple if counterintuitive. When people ask, “Where do I start to ‘write an A3?’” I reply, “Don’t start with writing.” They generally respond by asking, “Then where do I start?” And my answer is always: “Start with the  thinking .”

Resolving issues using the A3 methodology should involve lots of asking, listening, and communicating …

There are two key points to keep in mind here. First, the A3 report , or storyboard (the written document), is the  result  of A3 thinking, not the  process   of A3 thinking itself. So, the A3 is a way to capture and organize your plan-do-check-act ( PDCA )  problem-solving  thinking, but completing it does not automatically lead to valid A3 thinking.

Second, A3 thinking is a way to  work  systematically through how to address a problem or need. Getting to that result involves understanding the problem or need at a concrete level, understanding the factors in the situation that are barriers to moving to desired conditions, and determining the best options for making changes in the direction you want. And resolving issues using the A3 methodology should involve lots of asking, listening, and communicating throughout to be sure you are getting the knowledge, thinking, concurrence, and support of others who have a stake in the situation.

That’s a lot of work and thinking. And it can’t be accomplished by simply starting to fill in the boxes in the A3.

Use the A3 as a Guide

When starting an A3 problem-solving initiative, you should consider the blank A3 merely as a guide leading you through the problem-solving process, one “box,” or step, at a time. But at each stage, you must first think about and investigate the problem situation and only then record your thinking.  

However, do not expect to complete the process sequentially. As you work through the A3 methodology and complete the storyboard, you will continue learning about your problem situation. So, be prepared to go back and revise what you wrote earlier as you get deeper into the problem. 

The A3 process and the storyboard that results must also tell a problem-solving story that is convincing to others …

Understanding and following these guidelines are crucial to a successful A3 problem-solving because the A3 process must do more than identify a resolution to the problem. The A3 process and the storyboard that results must also tell a problem-solving story that is convincing to others — that brings them along in a thinking process and demonstrates the actions you are recommending make sense. Gaining this buy-in requires getting as many facts as possible in a reasonable time and having the right facts to support your conclusions. Unfortunately, it’s difficult, if not impossible, to create such a convincing story using “fast thinking.”

Why ‘Slow Thinking’ is Vital to A3 Thinking

The difference between “Fast Thinking” and “Slow Thinking” and the importance of the difference between the two is described in a book by Daniel Kahneman. Kahneman received the 2002 Nobel Prize in Economics for his behavioral research on human judgment. The book summarizes 25 years of research, by Kahneman and others, on the basic patterns in how humans solve problems and make decisions. He contends that our brains have two different thinking systems, one that works fast and one that is slow.

• System 1, our fast-thinking system,  houses our emotions and intuition, and it processes information and makes decisions automatically. “What you see is what there is” basically describes our minds jumping to conclusions, drawing simply on what is in front of us without looking for further evidence or data.  
• System 2, the slow-thinking system,  describes the part of the brain that gets engaged in rational, logical thought, concentration, and fact-based judgments. It saves us from many of the runaway knee-jerk reactions of System 1. However, its influence on our problem-solving and decision-making habits is limited because of our automatic reliance on System 1.

If Kahneman’s claim is valid — and he makes a pretty good case for it with the research — it contains a couple of important messages for anyone thinking about putting themselves on the line as the owner of an A3. First, go-fast, jump-to-solution (or action), take-what-you-see-and-run-with-it thinking seems to be our default problem-solving and decision-making process. That means we have to be excellent at seeing and 100% accurate in our impressions, assumptions, and intuitions to hit the mark with our solutions and decisions. 

Second, the alternative of slow, systematic, getting-the-facts-and-knowing-the-actual conditions reasoning is not a natural act for most of us. That means we must make an effort to slow down when we start work on an A3 because our preferred thinking style is unlikely to produce a problem-solving story that will stand up to scrutiny when we make claims about what action should be taken based on it.I have had the experience of being out there on an A3 limb making claims without the facts to support them, and it’s not fun — unless you just like pain and embarrassment. That is why I advise anyone needing to do an A3 to prepare for the work ahead by trying to activate the slow-thinking system in their brain. 

Editor’s Note:  This Lean Post  is an updated version of an article published July 18, 2012, one of the most popular posts about this vital lean practice.

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…

Thank you very much! Very educational, one thing I would like to contribute is most of the people doesn’t want to think and the prioritize so that’s a reason for some A3 not make sense

Thank you David. It was great and useful.

Excellent insights into the making of A3 Report. A3 physical Report being a Result rather than a Process was an eye opener!

Couldn’t agree more that A3 problem-solving is about thinking, not writing. That said, I often find it helpful to think through the issues by drawing / sketching the A3, or at least things that I might want to include in it. in other words, writing and drawing help me think. Also, let’s not forget that the A3 is at least as important as a basis for discussion and dialog and consensus-building, probably more so, than it is for documentation. As our friend John Shook once said, it takes two to A3. Thanks for the great post, David!

I had read most of them posts. And they are all very helpful and educational, this one here is the most powerful positive influencia involving the fast, the slow thinking and judgment I appreciate it thanks so much

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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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The A3 Problem-Solving Template: A Structured Approach for Lean Organizations

Last updated: November 1, 2023

By Alexander Connor

Discover how the A3 problem-solving template can help lean organizations effectively solve problems and improve processes, enabling them to make informed decisions and drive continuous improvement in a world that constantly demands increased quality and reduced costs.

The A3 problem-solving template is a widely adopted tool in lean organizations. This structured approach allows businesses to effectively address various problems and drive continuous improvement. 

By following a logical and structured approach within the four-stage model based on the PDCA (Plan – Do – Check – Adjust) management philosophy. A3 report templates enables the visibility of problem-solving progress and shared learning among teams, improving the decision-making processes used in the organization.

In a time when efficient problem-solving is crucial, it’s important for leaders, coaches, and project teams to have the ability to think critically and make informed decisions that can be reviewed and understood by all parties involved. 

The implementation of A3 management process can notably enhance the quality of decision-making processes, increasing the capability of teams to confront the root causes of diverse difficulties.

Providing a consistent structure to the problem-solving process, the functionality of the A3 report templates has expanded well beyond its original purpose. Industries worldwide, from manufacturing to retail to healthcare, have begun to embrace this tool in their problem-solving initiatives.

What is the A3 Problem-Solving Template?

The A3 problem-solving template is a one-page report format originally developed by Toyota , a company well-known for its lean thinking. The design of the ledger size paper encourages concise communication and collaboration among team members, as it requires the problem definition, root cause analysis, countermeasures, and follow-up plan to fit on a single page.

Here’s a quick rundown of the components of an A3 problem-solving template:

• Background : A brief explanation regarding the importance of the issue, spanning no more than three to four sentences.
• Current State : Describes the current situation, detailing the problematic area that needs to be addressed.
• Future State / Goal : Highlights the objective or desired state that your organization wants to achieve after resolving the issue.
• Analysis : Incorporates root cause identification and root cause analysis, using tools like fishbone diagrams , Pareto charts, or 5 Whys, to identify the underlying concern.
• Recommendations : Suggests countermeasures to tackle the issues identified during the analysis phase. The proposed solution should aim to remove the root cause of the problem.
• Follow-Up : Stresses an action plan for the implementation plan of the recommended solution, allocating responsibilities to team members, and designating a timeline for completion.

Lean organizations leverage the A3 problem-solving template as a tool to improve their problem-solving initiatives. This is done by encouraging rationalization among team members to ensure a systematic and holistic problem-solving process. 

This form of communication and collaboration brings out the best skills in team members and can be applied across various areas within a business, ranging from manufacturing and supply chain to customer service and process improvement.

Benefits and Applications

The A3 problem-solving template offers an array of benefits to lean organizations. It essentially simplifies the complexity of problem-solving and injects an organized approach to an otherwise daunting task. Here are some key benefits that come with the application of the A3 template:

• Promotes clear and concise communication : The A3 template condenses complex problem-solving steps into a single page. This requires teams to communicate the essential elements of the problem, the analysis, their recommendation, and action plan in a clear, simplified manner. This clarity of communication ensures that every team member, regardless of their expertise, is on the same page.
• Encourages root cause analysis : The template frames problem-solving in the context of root cause analysis. It forces teams to not just focus on symptoms or immediate fixes, but encourages them to dive deeper to identify underlying root causes.
• Facilitates data-driven decision-making : Through requiring an analysis of the current state and concern, the A3 template promotes fact-based, data-driven decisions. This results in more effective and sustainable solutions, as decisions are made based on analysed data and not guesses or assumptions.
• Enhances collaboration and feedback : As the template necessitates input at multiple stages, it forges cohesive relationships among team members. It also promotes feedback at each stage of the problem-solving process, ensuring a more refined and effective solution.

The A3 problem-solving template is a universal tool that can be applied across various departments and diverse industries such as manufacturing, healthcare, retail, construction, etc.

A3 Report Templates and Resources

Several A3 templates and resources are available to assist organizations in implementing the A3 problem-solving structure. These templates equip teams with a standardized structure that guides them through the process of problem definition, root cause analysis, countermeasures, and action planning.

In addition to templates, the market offers a myriad of books and training resources on lean and agile methodologies to enhance the understanding and application of the A3 problem-solving structure. 

There are resources available specially designed for all lean organizations, whether they are just starting their lean journey or are well-established lean practitioners, to ensure a smooth transition to adopting the A3 reporting system.

Several online platforms and software providers also offer A3 report templates tailored to business requirements, making it simpler for organizations to adopt this problem-solving tool and providing them with opportunities for continuous improvement and learning.

A3 Problem-Solving

The A3 problem-solving template is an invaluable tool for lean organizations aspiring to boost their capability in problem-solving and stimulating continuous process improvement. 

By utilizing this structured approach, teams can effectively handle diverse challenges, promote collaboration, make data-driven decisions, and effectively bring continuous improvement into their daily operations with the help of A3 report templates and resources.

In a nutshell, the A3 problem-solving template ingrains a problem-solving culture into organizations, empowering teams to excel in their problem-solving skill sets and consistently deliver improved operations. It’s more than a mere problem-solving tool; it’s a mindset shift towards heightened efficiency and efficacy.

Embrace it today, and witness the transformative power of A3 structured problem-solving for your organization. Unlock the potential to navigate challenges and drive continual improvement proactively, helping your organization adapt and thrive in the ever-evolving business environment.

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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

Written by:

CIToolkit Content Team

Harness the A3 problem solving template to effectively solve problems

We recently explored the way visual thinking can be used on Conceptboard , so now we’re taking it a step further and look at how visual thinking can be used to collaboratively solve problems using a methodology pioneered by Toyota and presently used worldwide by practitioners of lean sigma : the A3 problem solving template.

Visual thinking is a great way to unlock creative potential. Our brain’s capacity to hold visual elements is huge, so when you start thinking visually you are able to tap into an extensive resource that feels effortless. And dare we say it, fun! 

Discover visual collaboration

To explore alternative brainstorming techniques, check out these 15 brainstorming techniques and templates you can use collaboratively with your team. 

The A3 problem solving template to drive continuous improvement

There are hundreds of ways to problem solve, from mind mapping , to design thinking or customer journey mapping . But the simple effectiveness of the A3 template is hard to beat. 

The basis of the A3 problem solving template is collectively mapping out a flow chart to break down complex processes, and highlighting the flaws in the system. From there, teams need to re-do the chart, highlight the key changes they need to make to improve the system. Then, create a plan of attack to implement those changes. It is a simple way to get everyone on the same page to visually solve problems. Remote or co-located teams can easily collaborate in real time on an A3 template using Conceptboard’s simple template featuring a rectangular space broken into four quadrants.

Use template

To get started, book a meeting time (at least an hour) for your team and send them a link to the collaborative board. Then, conduct the problem solving session in four simple steps:

• Detail the problem you are trying to solve in the top left quadrant.
• In the next quadrant underneath, as a team, illustrate the problem as a system including steps and links. You can do this using the pen, sticky notes, graphics or images. Then talk about each step as a group and give each step a general rating as to how well it’s functioning. This should result in a frame of reference of the current state of the system.
• In the third quadrant, again as a team, draw a visual map of the target state: that is what the ideal system would look like. You can highlight areas of focus where you want to try and do things differently, and what the intended results will be.
• Comparing these two visual maps, you should now be able to assess what actions need to be taken to achieve the target state. List these in the final quadrant. To make sure the list is actionable, detail Who, will do WHAT, by WHEN.

Once you have completed the four quadrants and an actionable list, make sure you send the link to the shared file to all stakeholders or involved team members. You could also export it in PDF form and print it on an A3 sheet once you are done filling it out.

The A3 methodology is extremely powerful as it enables you to synthesize different points of view into one manageable approach. This will create a shared understanding of the problem, as well as the effects it has on different departments within the business. If you want to learn more about how collective visual thinking can be used, watch this great TED Talk by Tom Wujec.

Feel free to explore Conceptboard’s free library of templates that will save you time and money in the planning process, allowing you to focus on the bigger picture .

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A3 Problem Solving: What It Is ... and What It Isn't

A3 refers to a European paper size that is roughly equivalent to an American 11-inch by 17-inch tabloid-sized paper. The A3 format is used by Toyota as the template for three different types of reports:

• Status   
• Problem solving

There is no “magic” in the steps through which the structured A3 Problem Solving template takes a team. These steps are basically:

• Identify the problem or need
• Understand the current situation/state
• Develop the goal statement – develop the target state
• Perform root cause analysis
• Brainstorm/determine countermeasures
• Create a countermeasures implementation plan
• Check results – confirm the effect
• Update standard work

These steps follow the Deming Plant-Do-Check-Act (PDCA) cycle, with steps 1 through 5 being the ”Plan”, Step 6 being the “Do”, Step 7 being the “Check” and Step 8 being the “Act”.

 On the A3 template, the steps are typically laid out like this:

Surprisingly, the steps and the format look very much like templates created by U.S. companies in the 1980s and 1990s.

Ford Motor Company created an 8.5-inch by 11-inch 8D Problem Solving template:

Johnson Controls Inc. created a Problem Solving Document (PSD) that uses both sides of a form that folds to an 8.5-inch by 11-inch size, but it is larger than tabloid size unfolded.

If U.S. companies had the templates and knowledge of the problem-solving tools, why aren’t U.S. companies better problem-solvers?

The answer is that when most organizations start their lean implementation , they jump to using the lean tools. However, there are four components of a lean implementation: lean planning, lean concepts , Lean tools and lean culture . All four of these components must be implemented in parallel. The lean tools are ineffective without the support of a developing lean culture.

The Four Components of Lean

This supporting lean culture is highlighted by how Toyota views problems:

• Problems are seen as opportunities to improve their processes and, ultimately, their products.
• The people assigned to solve the problem view the assignment as an opportunity to improve their problem-solving skills. They understand that they learn more and become a better problem-solver each time they perform the process.  

In Toyota, no problem is a problem!

Compare this to how a typical U.S. company associate views problem-solving. We view it as a burden or maybe even a punishment. We get through it so we can check it off our to-do list.

A3 is a structured and very useful problem-solving template. To be successful, this template must be supported by a lean culture that changes how we view problems. Otherwise, A3 Problem Solving will just join the list of “programs of the month”.

Read more on lean manufacturing best practices:

Eight Easy Steps to Creating a Pareto Chart

How to Reduce Manufacturing Waste

Kaizen Events: When and How to Use Them

About the author: Larry Rubrich is the president of WCM Associates LLC. For more information, visit www.wcmfg.com  or call 260-637-8064.

Larry Rubrich is the president of WCM Associates LLC. For more information, visit www.wcmfg.com or call 260-637-8064.

A3 Templates

A3 templates for strategic & project planning, think beyond the problem using the lean six sigma method on an infinite, interactive, collaborative, & extendible canvas. bring different team members on board to focus on the real issues and gain deeper insight into them..

• Visualize and analyze underlying causes of problems and find optimal solutions
• Real-time team collaboration to work with multiple teams
• Advanced sharing controls to streamline brainstorming, planning, and reviewing stages

Plan and Strategize Without Limits

Multiple templates and frameworks for problem analysis, action planning, project planning, and more aligning with strategic planning.

Simple to use drag-drop tools and Plus Create to visualize and reposition shapes/icons on the canvas effortlessly.

Add data to each element on the canvas to document the problems, issues, solutions, & deliverables easily to make decisions with all the necessary information inline.

In-line commenting to raise questions on the problems and reply in threads to discuss and decide solutions.

Connect with Multiple Teams and Collaborators

Video conferencing baked into the platform to feel like you are in the same room.

Manage sharing and permissions with multiple access levels and roles.

Real-time cursors to help everyone work together; color coded mouse pointers with names.

Interactive online whiteboard with freehand drawing to conduct collaborative brainstorming sessions and facilitate discussions.

Easily Find Root Causes of the Problems

Embed documents, records, and assets with in-app previews to link information together for easier analysis.

Import images, vectors and more into the canvas to create more data-rich and informative A3 reports.

Infinite canvas to centralize all information and communication around your analysis and A3 reports.

Frames and containers to split canvas to boards . Organize content to create and conduct scenario analysis and planning sessions.

Act on Your Strategic Vision

Use frames inside the infinite canvas to generate page-like layouts to organize your data, group similar content, or build a presentation flow for your research.

Add-ons to easily embed the A3 report in Google/Microsoft documents, slides, and sheets.

Offline mode to work from anywhere anytime from any device and sync once you are back online without losing any data.

Export as SVG, PNG, JPEG, or PDF to embed in presentation, share, and download.

What Is an A3 Report?

The A3 report, much like a storyboard, is a structured way to solve problems. It is also used to represent critical project information in an easy-to-understand way. It enables quick decision-making when it comes to project planning and strategic planning.

How to Create an A3 Report?

• Identify the problem you need to find a solution for or the need you need to address. To understand it, study the current situation of the process.
• Based on the observation, create a current-state process map. Then quantify the problem; for example you can count the number of times the error occurred, the percentage of failed customer deliveries etc.
• Identify the root cause of the error. To do so you can either use a fishbone diagram or 5 whys diagram collaboratively with your team.
• Once the root cause has been identified, come up with countermeasures to improve the process. Clearly define the actions you need to take, assign them to employees and set due dates.
• What would the process be like once the solution has been applied? Create a future state process map to visualize the new process with solutions.
• Create an implementation plan template that includes the action steps you need to take to apply the changes. Also specify the roles responsible and the costs involved.
• Share the implementation plan with the necessary stakeholders to get their approval before executing it. Once approved, go ahead.
• Measure the results to see if you have been successful in achieving your target. If changes are still required, re-apply them and refine the process as necessary.

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Home » Lean Six Sigma Templates » Toyota A3 Template

Need a Toyota A3 Report Template in Excel?

Qi macros add-in has a ready-made a3 report template for you..

A3 Report using QI Macros

• Click on QI Macros menu > Find Tools > A3.
• QI Macros will find the A3 template for you.
• Fill in the blanks to create your A3 Report.

Why Using an A3 Report Matters:

The A3 report creates a logical improvement story by outling the process step by step. Toyota uses the A3 Report to solve problems and create problem solvers.

Example of QI Macros A3 report template

Go Deeper: Steps to Create an A3 report

The A3 report, named after the 11X17 paper size , is deceptively simple. It's a sequence of boxes in a template. It helps people structure their problem solving process step by step.

• establish the business problem or issue;
• describe the background and current situation;
• identify the desired outcome and target;
• analyze root causes ;
• propose countermeasures ;
• create an action plan for getting it done;
• check that you've achieved the results.

The A3 Report is one of many tools included in QI Macros add-in for Excel.

QI Macros adds a new tab to Excel's menu, making it easy to find any tool you need. If you can't locate a tool, use the find tools feature on the far right side of QI Macros menu.

Other charts included in QI Macros add-in for Excel

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