a3 problem solving projects

• Guide: A3 Problem Solving

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.

• Last Updated: June 13, 2023
• Learn Lean Sigma

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.

Table of Contents

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 is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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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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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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As I introduced A3 problem solving in my last column, I will now discuss in detail the steps involved with this problem solving approach. Background of A3 Problem Solving A3 problem solving is quite similar to other problem solving approaches which mirror Deming’s Plan-Do-Check-Act (PDCA) cycle. The comparison between A3 problem solving and PDCA is depicted in Table 1. Table 1

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The Lean Post / Articles / How to A3: Resources for Developing Structured Problem-Solving and Leadership Skills

Problem Solving

How to A3: Resources for Developing Structured Problem-Solving and Leadership Skills

June 18, 2020

As LEI prepares its next course on Managing to Learn, here's a popular article rounding up a wealth of resources about practicing A3 Thinking by Tom Ehrenfeld

A3 reports have become one of the most popular lean tools today, a way for people and teams to work together to solve problems; and their widespread adoption could easily be viewed in lean terms as…a problem.

Tools often provide traction for getting started with lean practice, and A3s often deliver immediate results. The A3 ‘problem’ (a gap, in this case, between the intended purpose and actual usage) echoes the broader challenge facing widespread adoption of any proven TPS methodology: moving from lean tools to lean management , according to Jim Womack. As he notes, “Tools—for process analysis and for management—are wonderful things. And they are absolutely necessary. And managers love them because they seem to provide shortcuts to doing a better job. But they can’t achieve their potential results, and often can’t achieve any results, without managers with a lean state of mind to wield them.”

Let’s keep in mind the purpose of A3s, from the Introduction to John Shook’s key book on the topic, Managing to Learn   ( MtL ).

“Writing an A3 is the first step toward learning to use the A3 process, toward learning to learn. Some benefits in improved problem-solving, decision-making, and communications ability can be expected when individual A3 authors adopt this approach.”

All well and good. Unfortunately most organizations stop there, and don’t proceed to the next step. As Shook cautions, “unless the broader organization embraces the broader process, the much greater benefit will be unrealized. The entire effort may degenerate into a ‘check-the-box’ exercise, as A3s will join unused SPC charts, ignored standardized work forms, and disregarded value -stream maps as corporate wallpaper.”

So what exactly are A3 reports? A3 reports are a way of structuring and sharing knowledge that enables teams and their members to practice scientific thinking as a way of discovering and learning together. The tool promises immediate benefits by helping people structure and design more effective approaches to problems (framing them in solvable ways, taking a data-based approach, using root-cause-analysis to find the point of origin for problems (gaps), encouraging careful problem analysis over quick abstract “solutions,” and so forth).

Definitions include:

• A storyboard
• 5S for information
• Standardized story-telling
• A “visual manifestation of a problem-solving thought process involving continual dialogue between the owner of an issue and others in an organization.”

They are all that, and more. Essentially, A3 reports, named for the international-sized A3 paper (a larger page of roughly 11 by 17 inches), enable people in organizations to capture issues through a commonly understood template, permitting people to see problems through the same lens. The sequence is designed along the logic of scientific thinking—the PDCA cycle at the heart of lean thinking. You can download A3 templates from LEI here .

The basic thinking process captured by this format is relatively simple, and has been around in many other forms and formats for a long time. There are different types of A3s , according to the situation. But don’t work too hard to find the precisely right format; in fact, veterans such as David Verble stress the importance of starting your A3 not by writing but by thinking .

“The most fundamental use of the A3 is as a simple problem-solving tool. But the underlying principles and practices can be applied in any organizational setting. Given that the first use of the A3 as a tool is to standardize a methodology to understand and respond to problems, A3s encourage root cause analysis, reveal processes, and represent goals and actions in a format that triggers conversation and learning,” says John Shook in this piece sharing his purpose for writing MtL .

There’s no doubt that those with deep experience have found great power in A3 practice. For example, lean veteran Gary Convis says that he, “used the A3 format as a way of seeing inside the minds of the 113 plant managers,” citing his experience at Dana Holdings Corp , as well as elaborating on using A3 problem solving to make the thinking process visible .

Toyota veteran Tracey Richardson shares a hugely practical step-by-step tour of the A3 thinking process in her great article Create a Real A3, Do More than Fill In Boxes . In so doing she explains how an A3 is “a way of thinking with deeper benefits, a process based on the PDCA (plan, do, check, adjust) cycle designed to “share wisdom” with the rest of the organization.” Another terrific A3 “stroll” is provided in this recent piece by Jon Miller .

Tracey complements her brief user’s guide with a piece that suggests you Test Your PDCA Thinking By Reading Your A3 Backwards as a way of avoiding a common A3 hazard—jumping to conclusions.

When given a problem to solve, most individuals rush to provide the bestest solution the fastest. Yet the nature of A3 thinking requires careful framing of the problem, rigorous analysis of a clearly defined (and improvable “gap”), patient observation at the source, and real dialogue with the people touching the problem.

The A3 form exists to capture and document this material; it is not a formal document in and of itself. “If you’re ‘doing’ or ‘filling out’ an A3 behind your desk, I can say most of the time you will not be able to answer the questions above [listing the cause and effect logic of an A3],” says Tracey.

It’s worth noting that while there are different types of A3 reports, it’s useful to recognize that “not every situation requires an A3,” according to Norbert Majerus of Goodyear. In  To A3 or Not to A3 , he proposes a situational application that avoids a one-size-fits-all tool mindset. Specifically, he explains how the cynefin framework developed by Dave Snowden and Mary Boone can help navigate the different situations in one might apply A3 thinking.

Some argue that good problem-solving is not about having the right answers; it’s about practicing a useful, and commonly understood approach to thinking about thinking (learning). “Never lose sight of the thinking process that enables you to complete an A3—which then serves as a way of capturing, communicating, and building on what was learned,” says Tracey in A3: Tool or Process? Both…

In deepening this thinking-process through “A3 Mind,” you and your teammates can learn to activate what Daniel Kahneman calls both “fast” and “slow” thinking, says Michael Balle. “The key is to look at A3s as a physical support for managerial relationships based on expertise and teaching,” as a way to sustain A3 thinking in your organization , he notes. Such a shared approach can bring about a core lean goal: helping a problem-solving culture take root .

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• > Three Steps to Applying the A3 Problem-Solving Methodology

Three Steps to Applying the A3 Problem-Solving Methodology

Posted by Kade Jansson

Dec 14, 2021 12:04:41 PM

Because our solution supports the A3 technique , and problem-solving and continuous improvement go hand in hand, we are often asked for tips on how to deploy it. Here are three steps to success.

1. Decide Whether A3 is a Good Fit for Each Problem

Every problem does not require an A3. Insisting on one in every instance can actually harm your improvement goals. If a problem is simple and the root cause can be uncovered by observation or other problem-solving tools, such as the 5 Whys  root cause analysis, an A3 is probably not needed. If you insist on one each time, people may simply not report small problems, and they will go unsolved. If the cause and solution are apparent, just fix it.

However, for more complex problems, A3s offer many advantages. Before using an A3, determine if:

• The situation is tricky enough to warrant using an A3 to provide structure

• The report has communications value

• Someone will experience personal development by drafting the A3

• There a good reason to document and capture the knowledge

• Cross-functional collaboration is needed

If the situation checks one or more of these boxes, it is probably a good time to use A3 problem-solving, perhaps in conjunction with a PDCA cycle .

2. Standardize Your A3 Reports

O ne of the benefits of using the A3 method across the organization is that everyone comes to know what to expect from an A3 report. Whatever the problem, the topics covered will be the same. You will need to decide on the standard for your organization. The following items are typically included:

Header: Basic information about the team and project.

Background: An outline of the problem and a description of why a solution is needed.

Current State: The situation as it exists today. It may include graphs and illustrations, but it is always based on data, not assumptions.

Problem: This is an analysis of the current state. The team identifies the root cause of the problem so that improvements will result in positive change.

Future State: This section includes details about the specific goals and any countermeasures planned.

Implementation Plan : Here we get the Who, What, and When of the action plan and timing of the project. It should also include reporting plans for the project.

Results: Once the improvement is implemented, the results are compared to the plan, and analysis is included about the total impact of the project. Results may include cost reduction, improved quality, reduced waste, increased customer satisfaction, or any other business objective of the organization.

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3. implement a3 management software.

While A3 is literally named after a piece of paper, modern organizations have taken it to the next level by leveraging software to support problem-solving. With an A3 management platform , you’ll enjoy:

Standardization: It is important to have standard A3 reports across the organization. Software enforces this by giving everyone a set of fields and a layout that will be consistent every time a new A3 project is started. You can set up your A3 input and reporting screens to match the needs of your organization.

Visibility: It is tough for leaders to get a sense of what improvement projects are ongoing if they are managed on physical pieces of paper or even spreadsheets. With an A3 problem-solving platform, leaders get real-time visibility into improvement activities. Coaches and managers can be proactive and remove obstacles. This level of clarity also increases accountability and allows for successful broadcasting .

Collaboration: It is common that the most difficult challenges require the involvement of cross-functional teams. Online A3 software platforms with built-in collaboration tools are so popular because the right people can be involved in each A3, regardless of where they are located. Everyone gets access to all of the information they need when they need it.

Visual Management: A3 is a visual management tool. A3 software supports the consistent arrangement of data and the inclusion of relevant charts and graphs. When someone looks at a digital A3, they can quickly understand the problem, the solution, and the impact.

The A3 problem-solving methodology is a simple yet powerful approach to tackling complicated issues. Choosing the right time to use it, standardizing on the critical elements for your organization, and leveraging technology will help improve adoption and increase the chances that you’ll generate the lasting results you want to achieve. 

Topics: Lean , Continuous Improvement Software , Improvement Process , Improvement Methodology

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A3 Lean: Template, Process and Examples

A3 Lean: this article explains the use of the A3 Lean template in a practical way. It covers its advantage and the process in steps, along with examples. It also contains a downloadable and editable A3 format lean single page template . After reading this article you will understand the basics of this powerful problem solving tool.

What is the A3 Lean template?

Most organizations are perfectly capable of solving problems. However, realizing a structured problem solving approach is often much more difficult.

Car giant Toyota has included the ability to continuously carry out improvements in operational performance in a structured process. This is called the A3 Lean Thinking Process .

Toyota describes problem identifications in a 10 step plan in which cooperation and personal development of employees is promoted. Both the results of the problem identification and the planning are represented in a concise A3 report . The name of the A3 Thinking Process is derived from this paper format.

Advantage of the A3 Lean template

Problems within an organization are often addressed superficially. The deeper, underlying causes of the problem are not always considered, allowing repetition to lie in wait. The same problems will resurface with the result that operational performance does not improve. The A3 Thinking process helps to arrive at a joint and detailed problem resolution. Underlying causes are thus eliminated.

Figure 1 – A3 Lean Thinking Process

A3 Lean template: steps and example

The A3 Lean template can be applied in almost any problem situation provided the ten steps are followed in the process:

Step 0. Identify a problem or need

The problem is recognized, acknowledged and identified by the team members of the A3 Lean template. This is also known as a problem statement.

Example : Structural late deliveries to customers.

Step 1. Understand current position

The problem can only be addressed by understanding the current situation. Toyota indicates that it is important to determine the extent of the problem.

Example : What percentage of the deliveries are late?

Step 2. Target

By drawing up countermeasures a new target will be formulated. The A3 Thinking team will specifically describe the expected improvements.

Example : Because of the new form of communication, the status of the delivery will be clear to the customer and the company.

Step 3. Root Cause Analysis

By finding out the causes of the problems, measures can be taken. The main causes are identified by the so-called ‘ why ’ questions via a Root Cause Analysis .

Example : Why are deliveries late? Why this percentage? Why are customers not informed?

Another good LEAN Manufacturing tool to analyse data is the Pareto Analysis

Step 4. Countermeasures

The underlying causes can be properly addressed by using countermeasures. As a result of this, structural changes are made in the work processes and the work will become more efficient once more. The A3 Thinking process team can work purposefully by pointing out the contents and the details of the countermeasures.

Example: the analysis in Step 2 has appointed ‘ Poor communication to customers ’ as the main cause.

A countermeasure could be that Stock Control maintains contacts with both the suppliers and the customers on a daily basis.

Step 5. Implementation plan

To achieve the goal, a carefully thought-out and workable implementation or action plan will be drawn up. This execution plan consists of an action list, responsible participants and has a time limit. Expenses and resources can also be included.

Example : The number of complaints must be decreased by 70% within three months.

Step 6. Follow-up plan

The follow-up plan checks whether the changes and adjustments will actually yield the best results. The follow up plan enables the correct and proper execution of the implementation plan.

Example : by carrying out spot checks, it will become clear whether the deliveries have improved.

Step 7. Involve affected parties

It is of vital importance to discuss the plans with all the affected parties. Without a consensus, the plan is doomed to fail. By discussing the advantages and disadvantages of the plan with several parties, the plans can still be refined.

Step 8. Approval

The A3 Lean template process team must obtain approval from an authority within the organization. This could also be the team leader.

Step 9. Implementation

Without a final implementation there can be no (radical) change. Through regular meetings, the A3 Lean template team can map out the steps of the execution, tasks, actions and deadlines.

Step 10. Evaluation

Only by means of evaluation it is impossible to determine whether the final results have been achieved. When there are deviating results, it is important to find out what could have caused these deviations. Subsequently, changes and/or adaptations will have to take place in the process, so that the goal will still be achieved.

A3 Lean: the Cycle

Based on the evaluation, another problem can be identified, as a result of which the whole cycle of the A3 Thinking Process begins again. Steps 0 up to 6 will be included in the A3 report. By documenting this part of the A3 Thinking Process, the people involved will have a better understanding of the working method and the problem analysis and problem resolution will have more structure. Thus, repetition is reduced.

A3 Lean template format

Do you want to bring the A3 methodology into practice? Start solving problems with this ready to use A3 paper template.

Download the A3 format Lean template

Now It’s Your Turn

What do you think? Is A3 problem solving / A3 template applicable in today’s modern businesses and organizations? What is your experience using the A3 Thinking process? What are your success criteria for a good A3 Thinking process?

Share your experience and knowledge in the comments box below.

More information

• Liker, J., & Convis, G. L. (2011). The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development . McGraw-Hill .
• Shook, J., & Womack, J. (2008). Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead . Lean Enterprises Inst Inc.
• Sobek II, D. K., & Smalley, A. (2008). Understanding A3 Thinking: A Critical Component of Toyota’s PDCA Management System . Productivity Press.

How to cite this article: Mulder, P. (2012). A3 Lean: Template, Process and Examples . Retrieved [insert date] from Toolshero: https://www.toolshero.com/problem-solving/a3-lean-template/

Published on: 16/10/2012 | Last update: 12/13/2022

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Patty Mulder

Patty Mulder is an Dutch expert on Management Skills, Personal Effectiveness and Business Communication. She is also a Content writer, Business Coach and Company Trainer and lives in the Netherlands (Europe). Note: all her articles are written in Dutch and we translated her articles to English!

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The A3 Thinking Problem Solving Approach: A Better Way To Solve Team Problems

The A3 thinking problem solving approach is a lean based, structured approach to problem solving. It has seven distinct stages: problem statement, current state, future goal, root cause, immediate solution, long term solution and action plan. Summary by The World of Work Project

The A3 Thinking Problem Solving Approach

There are many different approaches to problem solving. The A3 Thinking Problem Solving Approach is one of the most helpful. It was developed by Toyota and fits well with their approach to management.

This seven step model ensures you focus first on fully understanding the wider situation, where you would like to end up, and the root-causes of your problem before thinking about solutions.

The belief underlying the model is that it is much better to address the real root-cause of the problem than to try and overcome it in any other way. To help make sure you do this, the model is divided into two halves. The first (stages 1-4) focuses on developing understanding, and the second (stages 5-7) focuses on developing a solution.

It’s essential that you don’t jump to solutions when solving problems or working to address opportunities. Whenever you choose a solution too quickly, you close down a myriad of other options that could be far better. You also close down conversations about what the current situation is like and why things are the way they are. These conversations can broaden knowledge and be the base for much more informed and creative solutions. So in short, follow the steps in order and don’t jump to solutions!

The A3 Thinking model can be completed in one problem solving session of about 60-90 minutes when problems are simple. However, when they are complicated you may require two, three or even four sessions of that length to complete the process.

Stage 1: What is the Problem? Why is it Worth Spending Time on?

The first stage of the A3 thinking problem solving approach is to define the problem.

The purpose of this stage is to agree a problem statement. Often each person involved in problem solving starts with a different understanding of what the problem is.

In this stage you go around the attendees and ask each one to define the problem. Capture definitions as you go. Once everyone has spoken, pull the problem statements together until you have a single statement the room agrees on.

You may need to return to this stage several times as you progress through the A3 process.

Stage 2: What is the Current State?

The purpose of this stage is to document the current state of the problem and the factors that influence it. You could document your discussions in this stage as a list of bullet points, through diagrams, through process flows, though paragraphs, or whatever you think best. Whatever approach you use, try and ensure a fairly comprehensive summary of the current situation.

Asking questions of the room can be hugely helpful in this section. Questions to consider could include: What happens next? Who’s involved? Where is it? When does it happen? Who inputs? How many failures are there? And whatever other questions you think will help draw out the what is happening in the current state.

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Stage 3: Desired Future State

The third stage of the A3 thinking problem solving approach is to define the desired future state.

Having captured an informed view of the current state of the problem, the next step is to capture an informed view of what a good future state would look like. This should be simple and high level. It could be just a sentence or two long. It’s important that the attendees are agreed on it. They should also feel it addresses the challenges raised in the problem statement.

It’s often advisable to re-validate your problem statement at this stage. In many situations, a deeper understanding of the current situation and the act of framing a future state leads participants to re-assess what the problem actually is.

Stage 4: Root Cause Analysis

Having understood what the problem is, what the current situation is and what would constitute a good future, it’s time to really dig into the problem and understand why it’s happening. This is the most important part of the A3 thinking process. Two tools most commonly used to support this process are the “ 5 Whys ” and “ Fishbone Analysis “.

Silent Brainstorming

Start the process by having all attendees silently brainstorm why the problem is happening. What do they think the root causes of the problem are. They should capture each root cause on a separate post it note. For each root case they think of, they should challenge it further. To do this they should use the 5 Whys approach (basically, just keep asking why).

Sort and Group

Once all attendees have finished their silent brainstorming, the next stage is to discuss and thematically group all of the identified root causes. One attendee starts the process by reading out one of their root causes and placing it on a wall. The facilitator then asks if anyone else in the room has something similar. Once all the similar post its are placed, begin again with another person reading out a different root cause. The process continues until all root causes have been considered and grouped.

As this stage, the root causes are considered and their grouping assessed. If the room is happy with the grouping, the next activity is to give a name to each of the categories of root causes that have been created. These names might be as high level as “People” or “Systems”. We would expect there to be in the order of 4-8 high level groups of this nature. This grouping exercise can be captured in a “fish-bone template” (AKA Ishikawa template) for later reference.

Understanding and documenting root causes of the problem is the last stage in the first half of the A3 process. Remember, this is the half that focuses on broadening understanding of the problem.

Once this has been completed and everyone has a better understanding of the problem, it’s time to move on to trying to find a solution.

Stage 5: Short Term Solution

The fifth stage of the A3 thinking problem solving approach is to find any needed short term solutions.

The first step in looking for a solution focuses on solving any urgent issues. If the problem you are working on has resulted in critical operational issues, then you’ll need to develop a short term fix to manage them until you can implement a longer term solution. In many instances though, it’s possible to skip this stage and move directly to stage 6.

If you do need to focus on a short term solution then the participants in the room should work towards that now. Individuals should propose and discuss temporary measures to overcome the problem and the room should consider them to ensure they meet requirements. Their cost and difficulty should also be assessed before the room decides on which one to implement as a short term, immediate fix.

Stage 6: Long Term Solution

Even if you are implementing a short-term solution to your problem, it’s important to focus on and create a lasting, long-term solution to all problems.

Usually long term solutions will include a range of activities designed to permanently address the different root causes that have been identified. They will typically require a portfolio of activities to ensure that they are comprehensive and sustainable.

In this part of the conversation the participants in the room should propose and discuss longer term solutions. You may wish to ask the participants to think about each of the high level root-cause groups that have been identified. It may be your longer term solution is really a combination of solutions to those higher level root-causes.

Whatever process you adopt here, it’s important to compare your proposed solution or portfolio of solutions to your fish-bone diagram to ensure that the solution addresses all of the identified root causes (or at least enough of them that the problem no longer exists).

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Stage 7: Action Plan

The last stage of the A3 thinking problem solving approach is to plan actions.

This stage is all about translating the solution into a step by step action plan. It’s only once you’ve broken the proposed solution down into the steps required to create it that you have a real pathway toward implementing it.

At this stage the participants should consider the various aspects of the proposed solution and determine the schedule of actions required to implement them. These actions should be sequenced, they should have due-dates assigned to them and each one should also have an owners assigned to it. In short, a project plan should be created to help govern the implementation of the proposed solution.

Implementing Your Plan

Once you’ve completed your plan it might feel like you’ve nearly solved your problem, but you’re only really at the starting line! The process of delivering on your action plan is hugely important to the actual addressing of your problem.

To ensure you actually implement your solution, you should assign an overall project manager. This may simply be a named person in your team. They should be responsible for ensuring that the individuals who were identified as action owners in stage 7 of the A3 thinking model progress their actions in line with their target dates. To further ensure that the solution is implemented, you should hold weekly problem solving meetings at which you reflect on progress.

One of the most important things to remember when looking to implement a solution like this is time. People need to have time set aside and free of other work to focus on their actions. If they don’t, then your problems won’t get solved.

Learning More

Thinking about what we do from different perspectives and with others is very helpful for decision making. Tools like the reframing matrix process or hackathons can help us do this.

Part of the reason we’re not great at problem solving is that we all have thinking habits and cognitive biases that restrict our creativity. In particular, these decision making biases often lead us towards bad (or irrational) decisions. And sometimes we make decisions just because ISLAGIATT …

Similarly, Drilling into issues with the 5 Whys helps us understand root causes more and creating an ease/benefit matrix helps us decide what to focus on in the first place. When we are actually working on things like this in groups it’s useful to use techniques like silent brainstorming to get the best results.

To learn more about creativity, innovation and problem solving, you might enjoy the third of our three podcasts specifically on these topics. It focuses mainly on cognitive processes:

The World of Work Project View

A huge amount of time and effort is spent ineffectively trying to solve problems within organizations. There are many different reasons for this, but one of the causes is that people don’t know how to solve problems well. This is something the A3 Thinking approach can help overcome.

Based on our experience, we think that this model is effective for a wide range of problems, provided it’s used well. To be used well it usually requires a dedicated facilitator, and it can be helpful if they are experienced.

It’s very possible though to over-complicate the approach to problem solving. While this model is great for use with more complex problems, there are many, simpler problems which should be solved without using it.

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The contents of this post have been based on our own experience of delivering A3 Thinking programs in the world of work, but you can learn more about these approaches through the book: “Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead” . 

The World of Work Project: The A3 Thinking Problem Solving Approach: A Better Way To Solve Team Problems

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A3 Thinking

Last updated by Jeff Hajek on February 17, 2024

What is A3 Thinking?

A3 thinking is a philosophical approach to problem solving that centers on a well- communicated team approach to using the PDCA cycle . The tool used to apply this way of thinking is known as the A3 report.

Watch this A3 Thinking Video

A3 Thinking Background

Whether you are a leader or a process owner, a big part of your job will entail problem solving. Taking on problems in a haphazard, random manner is a recipe for inconsistent results. A3 thinking, while not a magic solution to problems, does increase your chances of successfully solving them. The power of the A3 report lies in the structured approach it takes to solving problems.

A3 Thinking is a Structured Form of Problem Solving

Before diving into the A3 report, though, let’s take a look at what a problem is. Essentially, a problem is any situation when “should be” does not match reality.

That gap develops in one of two ways. Either the target gets higher, or performance drops. Regardless of how the gap came to pass, the basic problem-solving system is the same, even though the specific actions taken to close the gap may vary.

Problems with Problem Solving

There are three common failure modes that keep people from effectively solving problems.

• They treat symptoms. Treating just the surface issue leaves the root cause untouched. It will likely pop out sideways, possibly in a worse way.
• They don’t set clear goals . Without a clear end point, it is impossible to know when to stop working. Furthermore, people won’t agree on whether the project was successful or not.
• They don’t build consensus. Most significant problems cross team boundaries. Without support from affected people, problem solving fails. 

PDCA (Plan-Do-Check-Act)

At the heart of most effective problem-solving methodologies is the PDCA Cycle (aka the Deming Cycle).

• Plan: Create a solid plan for solving the problem. This should include creating a deep understanding of a problem, identifying the root cause, defining the problem, and setting goals.
• Do: The plan must be implemented.
• Check: Poor problem solvers stop after the “Do” step. Good problem solvers check to see if the solution they put in place really worked.
• Act: When you identify an area where the “Do” step fell short, you must actually fix it.

The A3 Report

The A3 process is a specific, structured method of problem solving. While the A3 report is the visible centerpiece of the process, it is actually more of a result of the process than the actual process itself. The A3 report is simply a concise, communication tool. Because of the recognizable format, individuals can rapidly share ideas and have confidence in what they are talking about.

A3 Thinking Relies on the Use of PDCA

The A3 report gets its name from the “A3” size of paper used in Japan where the report originated. It is relatively close to the size of an 11×17 sheet of paper in the US.

As you continue to read about the A3 report, keep in mind that there is no set format, other than that the sections should follow the PDCA cycle. Templates (such as the ones offered at www.Velaction.com/a3-template/ ) are handy to use as starting points, but feel free to deviate from the precise layout if there is a good reason to do so. One warning, though, if you do make a change: make sure that sufficient space is devoted to the plan step.

A3 Communication

The A3 report is not intended as a tool for independent use. A3 reports involve several people. There should be an owner who is responsible for maintaining the document and managing the problem-solving efforts.

He or she should also have an experienced mentor who can help guide the problem solver through the A3 process. This mentor typically uses a healthy dose of the Socratic Method, pointing the person toward ways to overcome roadblocks rather than actually giving answers. The mentor, in many cases, also lends his authority to the A3 report, so the problem solver acts on the mentor’s behalf in solving the problem. This implies that the mentor needs to have some clout in the organization. Because of the mentor’s support, there is authority strapped to the A3 report. That translates to higher prioritization.

There will also be a variety of stakeholders with a vested interest in the outcome of the A3 project.

Finally, there will be the people involved in data collection, analysis, and, of course, implementing the solutions.

In most organizations, people are busy, and there is a lot coming at them. They have to separate the wheat from the chaff. One of the benefits of the A3 process is that it gets people’s attention. It is generally used for only the most significant problems in the organization, so people tend to take notice when they see the A3 report.

Another big reason that people pay attention to A3 reports is that the somewhat standard format lets them quickly get a handle on what is going on. The A3 report acts as a standardized communication tool. Readers can follow the storyboard and, without much wasted effort, know the background and status of the project.

The A3 Process

A3 thinking takes a systematic approach to problem solving. Typically, a project owner draws up the A3 report with ample support and input from all involved people. The author then runs it by the mentor throughout each step. The feedback and ideas from the discussion are then integrated into the report.

The background section is exactly what it sounds like. It is a brief section that clarifies the problem and adds context. Metrics are often shown in this box.

• Current Conditions

The current conditions section summarizes, not surprisingly, the current situation. It can show an overview of the process, highlight problems, or present anything else that will help people gain understanding of how things are now.

Specific goals should be set. In most cases, goals should have dates associated with them. An A3 report, though, is a storyboard to guide you through a process. At this point, you only know where you want to go, not how long it will take to get there. The goal dates will come out indirectly in the countermeasures step. Once the project is more fully fleshed out, though, you should add dates to the goals.

• Root-Cause Analysis

This step can take a substantial amount of time, as it is the most important one. If the root cause is not clearly identified, you’ll be solving the wrong problem. Mentors should spend significant time reviewing this step to make sure the author has it right.

• Countermeasures

Only when the root cause is understood should an A3 report author start coming up with solutions. For big projects, the countermeasures listed here might have action plans associated with them. Of particular importance is that the projected improvements from the countermeasures should add up to reach the goal.

• Effect Confirmation

It is particularly important that the effects of the countermeasures are confirmed. On occasion, positive but unexpected changes happen. If they were not predicted with the countermeasures, the root cause is likely still present. Go back and try again, or you’ll be starting the whole project over down the road.

• Follow-Up Actions

Follow-up items are not things that have to be done to get a new process up and running. They are intended to capitalize on an opportunity to add further improvement, or to help spread knowledge. In no case should the failure to do a follow-up action item prevent the full implementation of the solution.

Let me stress that point…

The success of a project should not be contingent upon follow-up actions.

If the action item list is never touched, the gains you made should be real, and they should stick. Follow-up items should be focused on going beyond the goals, or simply ‘buttoning down’ loose ends.

Benefits of A3 Thinking

• The consistency of the process supports the mentoring
• The systematic approach and recognizable format promote collaboration.
• The A3 process acts as a hands-on classroom, promoting learning and growth.
• Because of the methodical approach, solutions are more likely to have permanent fixes.
• The A3 report’s format makes it easy to spread gains around the organization.
• The act of assigning a problem-solving owner increases the likelihood of a successful project.
• The economy of language in the A3 report engages people. They know they won’t have to waste time trying to figure out what is going on.
• The collaborative process means more effective decision making.

Words of Warning With A3 Thinking

• No problem is ever truly solved. You can always go further. Some people make a point of avoiding the word “solved” altogether. You don’t need to go to that extreme but do keep in mind that improvement is an ongoing process and you will likely address the same process repeatedly over the years. You’ll identify incremental improvement opportunities, changing customer requirements will demand further improvement, or you’ll be fighting back entropy as outside forces affect your processes.
• While purists advocate handwriting an A3 report, the world is a changing place. Teams are often spread out around the whole globe, and more people than ever are working remotely. In the spirit of continuous improvement , adapt the report to suit your needs. A good technique is to handwrite the section you are working on, and then transfer it to a computer for ease of update, review, and transmission.
• Don’t expect immediate expertise in A3 reports. You’ll need a lot of practice to get good at them.
• Don’t expect immediate expertise in A3 reports. You’ll need a lot of practice to get good at them. (Note that this is intentionally mentioned twice. It is that important.)
• Don’t focus heavily on the report. The A3 thinking process is far more important.
• Use copious graphics on the report. They take far less space than words and are much clearer.
• Make sure targets are specific. Collaboration requires clarity in what people are agreeing to.
• Keep an appropriate scope . The A3 report is not an annual plan. It should be focused on a specific problem. Think “reduce dings on doors”, not “improve quality”.
• Don’t move forward without consensus. If stakeholders are not bought in…

Extended Content for this Section is available at academy.Velaction.com

In an organization that embraces A3 thinking, you will have a big role to play. While you may not be designated as the author or owner of a report, there is a great likelihood that you will see people visiting your work area, scribbling on large sheets of paper.

You will probably be asked many questions and may even be asked to collect data . If you are approached with an A3 report, ask to see it. It will give you a better understanding of how the A3 team leader sees the problem. Chances are you are closer to the process than he or she is and can probably offer some great insight. You may even identify an error that can help prevent your life from being harder down the road.

A3 Thinking and Promotions

If you aspire to move up in your organization, the A3 process is a great way to show what you can do. They tend to be used for important projects and have a good deal of attention paid to them by the decision-makers in the company. Ask your boss for some opportunities to participate in the A3 process.

Tip: Sitting in on a mentor meeting is a good way to gain knowledge about the process a little more quickly.

If you want to be a top performer in a Lean company, make A3 thinking your go-to problem solving methodology for anything that crosses a functional boundary or involves multiple work areas. In addition to helping you develop critical thinking, it hones several other skills that will be invaluable to you.

Many new leaders struggle with talking to senior managers. The A3 report gives them experience in a structured manner. They know what to expect, are working on something positive, and have a chance to be well-prepared for the meeting. It can provide a great opportunity to build a network.

That network building also extends to managers at equal levels. In some companies, leaders are so compartmentalized they seldom get to know their peers as anything more than casual acquaintances. Working together on an A3 report helps build strong relationships.

Communication skills are also refined. Put bluntly, many managers are horrible writers. Grammar aside, it can be a challenge to figure out what a person is saying. Sugar coating abounds. People are reluctant to commit to an idea…

Key Points About A3 Thinking

• A3 thinking is more than just filling out an A3 report. It is a way of training oneself to approach problem solving and leadership in a structured manner.
• A3 thinking is a structured thought process that is based on the PDCA cycle.
• The A3 process is not an individual activity. It requires the effort of the whole team.

Next Steps to Creating an A3 Report

• Determine if your organization has anyone with experience in mentoring others on A3 Thinking. (If you do not have anyone who can help train your organization and need help, contact us at [email protected] .)
• ID a few key people for each A3 mentor to develop.
• Train the team members on the Fundamentals of A3 Thinking .
• Identify basic projects for each individual to lead.
• Complete the projects, meeting periodically to help individuals learn from each other.
• Repeat with increasingly challenging projects.

We offer A3 templates for sale in our online store .

There are a few different sizes available. The templates are created in PowerPoint, so you can modify them to suit your needs.

Remember, though, that there is no set format for the A3 report. Our templates are just intended to be used as a starting point in your problem-solving efforts.

We also offer a free A3 Template, which you can get by clicking the image below.

Get this A3 Template Free by Clicking the Image

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A3 Problem Solving Template

A3 thinking is a logical and structured approach to problem solving adopted by Lean organizations around the world. It can be used for most kinds of problems and in any part of the business. This A3 template uses a four stages model that is based on the PDCA management philosophy. It makes the problem-solving progress visible to the entire team while allowing the lessons to be learned by others.

This template is a Microsoft Excel spreadsheet that you can use and modify to meet your specific requirements. For example, you may expand the implementation or follow-up plans by increasing the number of rows. The template is available in two variations: a user-friendly straightforward version, and a more detailed one that requires providing in-depth information.

A3 Template (32 KB)

A3 Template – Simple (216 KB)

A3 Template – Detailed (340 KB)

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Toyota’s Secret: The A3 Report

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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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The A3s reproduced in this article represent just some of the stages in a typical development sequence — a process that may involve numerous iterations of the A3 before it is final. To illustrate how the A3 process works, we’ve imagined a young manager — call him Porter — who’s trying to solve a problem. The problem is that his Japan-based company is building a manufacturing plant in the United States, requiring many technical documents to be translated into English, and the translation project has been going badly. Porter uses the A3 process to attack the problem, which means that he gets coached through it by his boss and mentor — call him Sanderson. The A3s shown on these pages will give an idea of how one learning cycle might go, as Porter works on the problem under Sanderson’s tutelage. Porter’s first attempt at the A3 reveals, as early-stage A3s often do, his eagerness to get to a solution as quickly as possible.

(Editor’s note: The example is drawn from Managing to Learn , by John Shook, The Lean Enterprise Institute, 2008.)

Seeing this first version, Sanderson uses the A3 process as a mechanism to mentor Porter in root-cause analysis and scientific thinking. Through coaching Porter and others in this manner, Sanderson seeks to embed organizational habits and mind-sets that enable, encourage and teach people to think and take initiative.

The iterative process of producing progressive A3s generates practical problem-solving skills for the learner, while providing the manager with a practical mechanism to mentor others while achieving desired business results.

The last pages of this article show the final A3 in this iterative sequence. Author Porter uses the A3 process not only to figure out the best solutions to his problem, but to manufacture the authority he needs to proceed with his plan. Sanderson uses it to mentor his protégé, while getting the required results for the company (in this instance, the solution to a problem). Organizations use A3s to get decisions made, distribute authority to the level needed for good decisions, align people and teams on common goals and learn for constant improvement. The ultimate goal of A3s is not just to solve the problem at hand, but to make the process of problem solving transparent and teachable in a manner that creates an organization full of thinking, learning problem solvers. In this way, the A3 management process powerfully embodies the essence of operational learning.

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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How to use Toyota’s legendary A3 problem-solving technique

Georgina Guthrie

February 21, 2020

If you came home one day and found your kitchen taps on full-blast and your house full of water, what’s the first thing you’d do? Grab a bucket and start scooping — or turn off the tap?

When it comes to problem-solving, many of us take a rushed, reactionary approach rather than fixing the issue at the source. So in other words, we see the water, panic, and start scooping. If this sounds like something you’ve done recently, then don’t feel too bad: when the pressure’s high, we often jump towards the quickest fix, as opposed to the most effective one.

This is where the A3 technique comes in. It’s a problem-solving approach designed to efficiently address the root cause of issues.

What is the A3 technique?

The A3 technique is a structured way to solve problems. It’s part of the Lean methodology , developed by Toyota back in the mid-’40s. This doesn’t mean you need to implement a Lean way of working to take advantage of this process — it can work as a standalone exercise.

Granted, A3 isn’t an inspiring name, but the story of its origins is actually pretty interesting. Rumour has it that Taiichi Ohno, inventor of the Toyota Production System, refused to read past the first page of any report. In response, his team created A3 address and summarize problem-solving on one side of A3-sized paper. The A3 technique played a huge part in Toyota’s success and all kinds of industries have since adopted it. Here’s how to get started.

How to solve a problem with A3

The first thing to remember is this: A3 is collaborative and relies on good communication. It’s not something you should do by yourself.

There are three main roles involved:

• Owner (that’s you or someone under your charge)

As you’ve probably guessed, these aren’t roles that already exist in your company; you must create them for the purpose of this process. Here’s what they mean.

The owner is responsible for leading the exercise. They are the lynchpin between the two other roles, fostering good communication and keeping documents up to date. It’s tempting to think of the owner as the head of this trio, but that’s not true: everyone is equal here.

The mentor is someone with solid  problem-solving experience. It’s their job to coach the owner and steer them towards finding a solution. It’s not their job to find the answers themselves.

And finally, there are the  responders . This is someone (or a group of people) who have a vested interest in the outcome of the A3 project. Responders might include the client, stakeholders, or managers. A potential problem here is gaining access to them: if you work somewhere with a strict hierarchy — and you’re somewhere near the bottom of that structure — you may face challenges. There’s no easy way around this. Essentially, you need your organization to support this way of working and make it easy for you to access those at the top if needed.

How to create an A3 report

True to its origins, the A3 report is a one-page document. It typically contains 5-7 sections that systematically lead you towards a solution. These are the most commonly used steps, but feel free to modify them.

• Background:  Explain your project in a few sentences, including its context.
• Problem statement:  Explain the current problem. You can use process mapping to see the different tasks that surround the issue. This isn’t essential, but it will make it easier for you to locate the root cause.
• Goals:  Define your desired outcome, and include metrics for measuring success. You won’t know everything until you reach the end, so you may find you need to come back and refine stages 1-3.
• Root cause analysis:  This is a big stage of the process. You need to work out what you think the root problem is. You can use different methods to help you here, including 5 whys or a fault tree analysis .
• Countermeasures:  Once you’ve worked out your root cause, you can start proposing solutions.
• Implementation:  Work out how you’ll implement these solutions, including an action list with clearly defined roles and responsibilities. Project management software is a useful tool here because it can help everyone on the team track each other’s progress in real-time.
• Follow-up:  Using your metrics for success, decide whether the problem was solved. Report your results back to the team/organization. In the spirit of Lean (continuous improvement), you should go back and modify your plan if the results weren’t as expected. And if they were, you should make this process the new standard.

Final thoughts

A3 is an efficient, methodical way to solve problems at their source. When issues rear their head, rising stress can lead people to panic. Having a clearly designed system in place to guide you towards a solution minimizes the chances of people settling for a ‘quick fix’ or failing to act altogether.

Beyond being a guiding light in times of pressure, A3 is a great team-building exercise because it encourages individuals to work together towards a common goal — across all areas of the organization. Combine this with collaborative tools designed to help teams track progress and work together more effectively, and you’ll be unstoppable.

Solve problems like a pro with Root Cause Corrective Action

Lean to Six Sigma: process improvement methodologies explained

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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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A low-risk, tiny step in attempting a culture change in a company could be getting the teams to collaborate on digital Kanban Tool ® boards. Their WIP limits monitoring and process visualization stand a chance to slowly change people’s way of thinking towards more Lean patterns. Please enter valid URL This name is not available Please enter valid email address

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A3 Thinking for Powerful PDCA to Improve Project Delivery

Since the popularization of quality circles in the 1960s, companies around the globe continue engaging front line employees to improve their work using variations of PDCA, a scientific method for problem-solving using four steps:

• Plan a change or test aimed at improvement.
• Do carry out the experiment.
• Check (study) the results.
• Act (adjust) to adopt the change, abandon it, or repeat the cycle.

Lean design and construction practitioners use PDCA and A3 Thinking to enter continuous improvement cycles and impact operational performance to improve project delivery.

What is the A3 problem-solving method?

The Lean Construction Institute Online Glossary describes A3 as:

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.

I recommend reading Managing to Learn: Using the A3 management process by John Shook . The following A3 template from the author is available as a free resource on the LEI website.  And you don’t have to use every section in your A3, the template is a framework to help organize your PDCA approach.  The format is far less important than the process and thinking behind it.

Visualize your project, take aligned action, and improve the outcome

Design and construction teams are using A3s to problem solve every day.  Their single 11 x 17-inch sheet is typically organized into several sections to allow the problem solver (author) to fully grasp the issue, include relevant business background information, explore the current situation, and set goals. With other sections including root-cause analysis, countermeasures, and an action plan, the author has a unified place that helps to visualize the whole process, gain alignment with others, and sustain improvement.

Teams in design and construction are using A3s for the following processes:

• Request for proposal (RFP) responses
• Request for qualification (RFQ) response
• Set-based design alternative evaluations
• Value engineering
• Choosing by Advantages for sound decision-making
• First-run Studies for work sequencing
• Process mapping and future state improvements, also for value stream mapping
• Analyzing Last Planner System variance
• Improving site logistics and flow
• Business strategy planning and execution
• Company-wide initiative planning and execution
• New job role creation
• Succession planning
• Training (new and improvement of existing)
• Personal and professional development
• Sharing conference learnings with peers
• Improving Lean adoption

How to use A3 planning

Ready to start using A3s?

Answer these questions from John Shook to help guide you:

• What is the problem or issue you are trying to solve?
• Who owns the problem?
• What are the root causes of the problem?
• What are some possible countermeasures?
• How will you decide which countermeasures to propose?
• How will you get agreement from everyone concerned?
• What is your implementation plan - who, what, when, where, how?
• How will you know if your countermeasures work?
• What follow up issues can you anticipate? What problems may occur during implementation?
• How will you capture and share the learning?

The secret of using paper and pencil 

Studies found that handwriting increases neural activity, sharpens our brain, helps us learn, and unleashes creativity.

So it comes to no surprise that experts in A3 recommend starting with the humble pencil on a piece of paper. See the first example below by Eric Ethington, a decades long A3 user and coach, using a file folder and pencil.

My A3 skills were dramatically improved after attending a joint Lean Construction Institute and Lean Enterprise Institute (LEI) A3 workshop led by Eric. I learned how to coach and guide others to dive below surface level problem-solving and do deeper analysis to expose and eliminate underlying root causes while allowing the A3 author to keep responsibility while learning.

The following design and construction A3 examples all started with a piece of paper before they were built with word processing and PDF software.

Best practices and what to avoid

As the national Director of Lean Construction for McCarthy, I have worked with projects teams and individuals engaged in PDCA using the A3 problem-solving approach across the United States since 2016.  That includes working with other Lean leaders who volunteer with the Lean Construction Institute’s Congress Planning Teams since 2017.  I have been involved in A3s that have helped improve multimillion-dollar projects and multibillion-dollar enterprises.

Here are some Do's and Don'ts based on my A3 experiences.

Further reading

Managing to Learn , Shook, J., Cambridge, MA: Lean Enterprise Institute, 2008.

Three Ways Handwriting with a Pen Positively Affects your Brain

More from this author

What Every Lean Project Team Should Know About Scrum

Felipe Engineer-Manriquez

International Lean speaker, a serial intrapreneur, Felipe Engineer-Manriquez is a committed Lean practitioner with two decades of construction industry experience. He is an active contributing member of the Lean Construction Institute and an approved instructor/facilitator. Engineer-Manriquez was honored with the Lean Construction Institute (US) Chairman’s Award during the 21st Annual LCI Congress (Oct. 14-18, 2019) in Fort Worth, Texas, for contributions to the Institute and the design and construction industry as a whole.

Felipe works with executive leadership and guides senior leaders for strategic planning and improving work processes. He works directly with regional VPs of operations to ensure safety, quality, production, and net margin enhancement. He mentors designers/engineers, and project teams across the nation. He has more than 20 years of experience in construction and more than ten years of experience in business strategy implementation. Felipe has a Bachelor of Science in Electrical Engineering, an MBA, and holds active leadership roles in the Lean Enterprise Institute, Construction Industry Institute, and other business organizations.

He is a Jeff Sutherland Certified ScrumMaster® with years of weekly sprints moved to Done and user of Scrum to lead thousands of fellow construction professionals via guided interactive learning. Felipe also currently serves as the chair of the Construction Industry Institute Collaborative Scheduling Research Team (18-362).

• Felipe Engineer-Manriquez https://leanipd.com/blog/author/felipe_engineer/ What Every Lean Project Team Should Know About Scrum
• Felipe Engineer-Manriquez https://leanipd.com/blog/author/felipe_engineer/ When Lean and LEED go Hand in Hand
• Felipe Engineer-Manriquez https://leanipd.com/blog/author/felipe_engineer/ The Secret to Increasing Daily Performance and Happiness
• Felipe Engineer-Manriquez https://leanipd.com/blog/author/felipe_engineer/ Ready to Accomplish Great Things? Read Construction Scrum

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