a3 problem solving report example

An A3 Report is a Toyota-pioneered practice of getting the problem, the analysis, the corrective actions, and the action plan down on a single sheet of large (A3) paper, often with the use of graphics. At Toyota, A3 reports have evolved into a standard method for summarizing problem-solving exercises, status reports, and planning exercises like value-stream mapping.

But it is much more than a sheet a paper with facts and figures. It is a management process  learned through dialogue about concrete problems. It does this by means of a dialogue between a lean manager and a subordinate who learns lean management and leadership as she solves an important problem.

This process of solving problems while creating better employees—A3 analysis—is core to the Toyota management system. An A3 report guides the dialogue and analysis. It identifies the current situation, the nature of the issue, the range of possible counter- measures, the best countermeasure, the means (who will do what when) to put it into practice, and the evidence that the issue has actually been addressed.

The lean leader’s job is to develop people. If the worker hasn’t learned, the teacher hasn’t taught. Training Within Industry Report (Washington, DC: War Manpower Commission, Bureau of Training, 1945).

Effective use of the A3 process can facilitate the shift from a  debate  about who owns what (an authority-focused debate) to a  dialogue  around  what is the right thing to do  (a responsibility-focused conversation). This shift has a radical impact on the way decisions are made. Individuals earn the authority to take action through the manner in which they frame the issue. They form consensus and get decisions made by focusing relentlessly on indisputable facts that they and their peers derive from the gemba.

As a result, A3 management can best be understood as neither “top-down” nor “bottom-up.” The process clarifies responsibility by placing ownership squarely on the shoulders of the author-owner of the A3, the individual whose initials appear in the upper right-hand corner of the paper. This person may not have direct authority over every aspect of the proposal. Yet this owner is clearly identified as the person who has taken or accepted responsibility  to get decisions made and implemented .

Example A3s

The Many Facets of A3

• A standard paper size:  At its most fundamental, “A3” is the international term for a sheet of paper 297 millimeters wide and 420 millimeters long. The closest U.S. paper size is the 11-by-17-inch tabloid sheet. 
• A template:  Many companies and individuals use an A3-sized document pre-printed with the steps needed to conduct lean problem-solving or improvement efforts, with generous white space for “A3 owners” to record their progress. While they refer to this document as a template, an “A3” is not a template.
• A storyboard:  As users record their problem-solving or improvement project’s progress, the A3 becomes a storyboard used to facilitate communication, collaboration, and coordination with other stakeholders affected by the goal the A3 owner is working toward (e.g., solving a problem or improving a  process ). By having all the facts about the effort in one place, logically presented and summarized, the A3 owner is better able to gain buy-in from other stakeholders for recommended process changes. 
• A report:  Once the A3 problem-solving effort concludes, the A3 storyboard serves as a report of the problem-solving or improvement initiative, including the facts and data gathered, hypotheses considered, countermeasures tried, experiment results, corrective actions taken, and the overall thinking of the A3 owner and stakeholders. At Toyota and elsewhere, A3 reports have evolved into a standard method for summarizing problem-solving exercises, status reports, and planning exercises like value-stream mapping.  
• A problem-solving methodology (or process):  Most lean practitioners know “the A3” as a problem-solving process guided by specific steps or questions. The left side of the A3 focuses on various elements of the problem or current condition, and the right on the countermeasures considered, tested, and chosen that resolves the issue or creates a higher standard.
• A management discipline (or process):  At a higher level, lean leaders, managers, and supervisors use “the A3” as a means by which they oversee and guide subordinates while simultaneously helping them develop their  lean thinking and practice  — particularly lean leadership and problem-solving — capabilities. With A3 management, leaders challenge their direct reports to solve a problem. Then, with the A3 report guiding the dialogue and analysis, leaders coach them through the problem-solving process. Importantly, leaders coach by asking questions versus providing answers, ensuring responsibility remains with the subordinate to solve the problem by pursuing facts and building consensus. Through this interaction, subordinates address the issue, allowing them to make progress toward the objective and, in so doing, learn the lean approach to leadership and management and gain problem-solving capability.
• A3 thinking (or analysis):  Most A3 coaches and advanced lean practitioners refer to “the A3” as a thinking process. In this case, the term refers to a systematic approach to resolving problems or improving  work  processes. Someone can follow this systematic approach, regardless of whether they are guided by or record their findings on an A3 document.
• An alignment tool:  Advanced lean organizations that have incorporated lean thinking and practices throughout their operations use “A3s” as part of their  strategy deployment  and execution efforts. In this case, the A3 process ensures a standard approach to managing and  coaching  people, all directed toward solving problems that help achieve corporate objectives.

Additional Resources

How Do I Start My A3?

When asked “where do I start to write my A3,” David Verble responds “don’t start by writing.” His piece, the first in a series about getting started, offers lessons he has learned about the nature of thinking, and a productive way to start the A3 by recognzing it as a thinking process. 

Don’t Present Your A3: Share Your A3

When asked “where do I start to write my A3,” David Verble responds “don’t start by writing.” His piece, the first in a series about getting started, offers lessons he has learned about the nature of thinking, and a productive way to start by recognizing it as a thinking process. 

Related Books

Related Online Courses

Intro to Problem Solving

Problem-solving is critical to every position in every industry. In this course, you will learn to grasp the situation at the gemba (where the work is done) and use all of your senses to understand what is truly happening.

See: Value Stream Mapping

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A3: Thinking, Reports, Examples & Templates

A3 thinking.

An Introduction to A3

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

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

What is A3?

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

The History

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

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

Who Uses A3 Strategies?

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

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

LCI’s Meaning of A3

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

A3 Reporting

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

Understanding A3 Thinking

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

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

Problem Solving: An A3 Process

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

The First Step to A3 Thinking

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

Questions to Facilitate the Process

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

State plan to check and adjust using the PDCA cycle.

More on the PDCA Cycle

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

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

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

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

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

A3 Reports for Solutions

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

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

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

Current State

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

Future State or Goal

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

Analyze the situation and underlying cause.

Recommendation

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

Create a follow-up/review process.

A3 Examples

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

A3 Template

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

A3 Training

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

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William R. (Bill) Seed, Executive Editor

Executive Editors: Kristin Hill, Katherine Copeland and Christian Pikel

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• 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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Toyota’s Secret: The A3 Report

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

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

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

The leading question

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

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

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

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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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A3 problem-solving reports — what they are and how to use them

The A3 problem-solving methodology is part of Lean practices. If you’re familiar with Lean principles for project management, you may have used A3 problem solving before. However, if you haven’t heard of A3, keep reading to learn what it is, where it comes from, and how it’s used to resolve problems and track success.

In this post, you’ll learn:

What is A3 problem solving?

• A3 problem solving reports explained

Why use the A3 process?

The a3 problem-solving process.

• A3 report examples

Start solving your problems with the A3 process

A3 problem solving is a structured, collaborative problem-solving approach that distills a problem onto a single piece of paper — that is commonly used in Lean management and Six Sigma methodologies. The name “A3” is derived from the standard size of the paper (11" x 17") that is traditionally used to document the process.

The A3 problem-solving approach originated at Toyota as part of the Toyota Production System, which pioneered the Lean manufacturing philosophy. The A3 approach helped standardize problem-solving processes while encouraging collaboration and communication within the organization. It also uses a plan-do-check-act (PDCA) cycle to help leaders within organizations achieve constant improvement and growth.

A3 problem-solving reports explained

An A3 report is a structured document that concisely summarizes the problem-solving process. This document will typically include a problem statement, analysis of the current situation, proposed countermeasures, and the results of the implemented solution. The A3 report is designed to communicate the problem and solution in a clear way so it can be easily shared and reviewed by others in the organization.

There are several benefits to using the A3 problem-solving process, including:

• Structured approach. The A3 process provides a framework for identifying and working through problems in a systematic way.
• Collaboration. Input from all team members is an important part of the A3 process.
• Visual representation. The A3 report is a clear and concise document that is easily scannable by all team members involved.
• Continuous improvement. This problem-solving process encourages continuous improvement by providing a better system for working through problems in your organization’s processes.
• Standardization. The A3 process is standardized and repeatable, so you can use it to work through problems from organizations of all sizes in any industry.

Let’s look at the A3 process so you can use it to address any problems you and your organization are facing.

The A3 problem-solving process typically involves the following steps:

• Background of the problem. The first step is to clearly identify the problem that needs to be solved and any past issues that may have led to the problem.
• Current situation. This step involves collecting data and analyzing the current situation to better understand the problem.
• Set targets and goals. In this step, set specific and measurable targets so you’re able to monitor the progress toward achieving your goals.
• Root cause analysis. A root cause analysis identifies what is actually causing the problem so that solutions will go beyond temporary, surface-level fixes.
• Countermeasures. Once the root cause has been identified, potential solutions are developed. This step involves evaluating different options and selecting the most effective countermeasure.
• Implementation. The selected countermeasure is then put in place, and its effectiveness is monitored to ensure it is solving the problem.
• Effect confirmation and follow-up. This step involves measuring the impact of the solution and identifying if any additional improvements can be made.
• Standardize the solution. If the solution is effective, it should be standardized and incorporated into the organization’s standard work process to avoid the problem in the future.

A3 report example

Now that we’ve covered the A3 problem-solving process, let’s look at an example of what a completed A3 report might look like:

Problem statement. The customer complaint rate for our company’s new product has been steadily increasing over the past three months. We need to identify the root causes of the problem and develop a plan to reduce the complaint rate to below 1%.

Background. Our company recently launched a new product, and initial customer feedback was positive. However, over the past three months, we have seen a steady increase in customer complaints. Our customer service team has been working to address each complaint as it comes in, but the overall complaint rate continues to rise. We need to identify the cause of the problem so that we can implement a solution that will address the issue at its source.

Current condition. As of the last reporting period, the customer complaint rate for our new product was 2.5%. Our goal is to reduce this rate to below 1%. Most of the complaints we receive are related to product defects or shipping issues.

Root cause analysis. To identify the root cause or causes of the problem, we conducted a thorough analysis of customer feedback and internal data. We found that the most common complaints were related to product defects and shipping issues. We also identified several contributing factors, including inadequate quality control processes and insufficient training for our shipping team.

Countermeasures: To address the root causes of the problem, we have developed the following countermeasures:

• Improve quality control processes. We will implement a more rigorous quality control process for our new product. This will involve additional inspections at each stage of the manufacturing process to ensure that defects are caught before the product is shipped to customers.
• Provide additional training. We will provide additional training for our shipping team to ensure that they are properly trained to handle the new product. This will include training on how to identify and handle fragile items and how to properly package products to prevent damage during shipping.
• Improve communication. We will improve communication between our customer service team and our manufacturing team to ensure that any product defects or shipping issues are identified and addressed in a timely manner.

Implementation plan : To implement these countermeasures, we have developed the following plan:

• Improve quality control processes. We will implement the new quality control process within the next 30 days. This will involve additional inspections at each stage of the manufacturing process.
• Provide additional training. We will provide additional training for our shipping team within the next 60 days. This will include both classroom and hands-on training.
• Improve communication. We will implement a new communication process between our customer service team and our manufacturing team within the next 30 days. This will include regular meetings to discuss any product defects or shipping issues.

Follow-up: To ensure that our countermeasures are effective, we will monitor the customer complaint rate for our new product monthly. We will also conduct periodic audits of our quality control process and shipping team training to ensure that they are being implemented correctly.

A3 problem solving works to help businesses in any industry better understand and solve problems they may be experiencing in their business processes. By providing a standardized framework for identifying solutions, A3 helps teams continuously improve and become more efficient.

If you want to start using A3 problem solving and Lean business management principles in your organization, read our guide to Lean management to learn more .

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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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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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Reagan Pannell is a highly accomplished professional with 15 years of experience in building lean management programs for corporate companies. With his expertise in strategy execution, he has established himself as a trusted advisor for numerous organisations seeking to improve their operational efficiency.

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Guide to an A3 problem solving report

An A3 problem solving report is usually structured as follows:

PROBLEM STATEMENT

State the problem you want to address in one or two sentences. Address the problem from a service user point of view. Only include details that can be observed and quantified from the current situation. 

CURRENT STATE

Determine your current state by answering the following questions: What is the problem? Why are you trying to resolve it? Support your answers with evidence. It is useful to express your answers visually through mapping or charting your information (e.g. value stream map, statistical process control chart ,   spaghetti map , pareto chart,  process flowchart ).

FUTURE STATE

Provide a statement that represents the situation you envision achieving as a result of the improvement. From this, create SMART goals for your intervention (specific, measurable, attainable, relevant and time-bounded).

ROOT CAUSE ANALYSIS

In order to improve the situation, you need to know why the problem exists. Identify contributory causes and root causes using tools such as  ‘5 whys’  or  fishbone (Ishikawa) diagram .

DETERMINE COUNTERMEASURES

Define and list the actions needed to achieve your planned improvement, taking into account their anticipated effectiveness, cost and time requirements. Each action should contribute to your envisioned future state. 

IMPLEMENTATION PLAN

Make an action plan (use a  Gantt chart  or other project management system) to document how the improvements will be made, by whom and by when. In this way, you will be able to track progress and maintain accountability for each action. 

EVALUATION OF RESULTS AND PROCESS

Provide details of the improvements achieved, using quantitative data if possible (e.g.  run chart ). Record reflections on your team’s learning from the process.

FOLLOW-UP ACTIONS

Make an action plan to record the effectiveness of the changes. Be specific: what will be measured, by whom and for how long? Think about how you will disseminate the information. Set a date for review of implementation. Additional actions to sustain or refine the improvement are identified here.

Action plan structure

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What is A3 Problem Solving?

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

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

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

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

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

Why use the A3 approach to solving problems?

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

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

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

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

The benefits of using A3 thinking are:

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

How to create an A3 report?

Step 1: The title

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

Step 2: Background

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

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

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

Step 3: Current condition

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

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

Step 4: Goal

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

Step 5: The root cause

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

Step 6: Countermeasures

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

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

Step 7: Effect confirmation

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

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

Step 8: Follow up actions

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

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

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

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

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A3 Problem Solving

– The A3 Report –

⇓   Introduction to A3

⇓   What is A3

⇓   Why Implement A3

⇓   How to Implement A3

⇓   A3 Services

Introduction to A3 Problem Solving

In order for any business to be successful, they must strive to improve quality and efficiency as well as build a problem solving continuous improvement culture. The A3 Report is a very useful problem solving and continuous improvement tool.  It was first used by Toyota and is quickly gaining popularity in industry today. Companies must start to view problems as opportunities for improvement. The A3 Report format allows the entire problem identification, clarification, analysis and resolution steps to be documented on one single sheet of paper.

What is A3 Problem Solving

The name “A3” is actually derived from a standard European paper size similar to 11” by 17”. The A3 Report is based upon the Plan, Do, Check, Act (PDCA) Method. The PDCA process is sometimes referred to as the Deming Wheel or Deming Circle. The A3 Report incorporates this basic premise to problem solving and continuous improvement.

Why Implement A3 Problem Solving

Some problem solving tools involve numerous pages of information, multiple charts and graphs and lengthy reports. The A3 Report format can be used to more effectively communicate all of the pertinent information with greater visual impact. While the A3 Report is an effective communication tool, it is actually much more valuable as a problem solving and critical thinking tool that can be used to drive continuous improvement. The A3 Report fosters a problem solving / continuous improvement mindset within the participating team members. It is an excellent tool for managers and supervisors to share problem solving techniques with their teams. With resources being limited, completion of a formal A3 Report may not be applicable to every problem. Its use should be determined based upon the size of the problem and its impact on the business or organization. The A3 Report and the A3 way of thinking are valuable tools for Lean initiatives and for integrating a problem solving culture throughout the organization.

How to Implement A3 Problem Solving

The A3 Report usually consists of multiple steps following a PDCA structure of Plan, Do, Check, Act. The number of steps can vary due to the different formats being used for the A3 Report. The exact number of steps used is not as important as the end result. The A3 Report can utilize various forms depending upon the organizations needs and preferences. The following paragraphs provide information regarding the basic steps and some tools used to complete the A3.  One thing that all of the forms seem to have in common is that they follow the PDCA problem solving process.  The basic steps and where they fall into the PDCA structure are listed below:

• Define the Problem:

The first step is to define the problem or identify the need for improvement:

• Define the ideal state, the operational standard or the desired condition
• Describe the current situation or status
• How is the current status different from the desired state or operational standard?
• What value will be realized by completion of the A3 exercise?
• Containment:

In some A3 formats, a section is included for immediate countermeasures or containment actions. The purpose of containment is to prevent further problems from occurring or prevent the current problem from causing negative effects to other processes, products or departments.

• Breakdown the Problem:

Next, the team should breakdown or further define the problem. Ask any relevant 5W (What, When, Where, Who, Why) and 2H (How, How many / How often) questions. There also may be more than one issue contributing to the problem or more detail required to properly address the problem. Prioritize the issues and identify the point of occurrence or escape point.

• Define goals:

The A3 team should set goals regarding the improvement desired as a result of the exercise. This could include a percentage of improvement in process throughput, reduction in number of defects per unit or processing time. The goals should be specific, measureable, realistic, achievable and timely. Many companies are adopting the SMART goal approach.

• Root Cause Analysis:

The team should perform a Root Cause Analysis (RCA) of the problem by using various quality tools. The tools could include, but are not limited to data analysis or completing a Cause and Effect or Ishikawa diagram followed by a 5 Why exercise. Whatever method selected, it is important to get past the symptoms of the problem and down to the root cause.

• Countermeasures:

Permanent countermeasures or corrective actions must then be determined to address the root cause. The countermeasures must be clearly defined, achievable by the person responsible and have a due date. Corrective actions that do not have an owner or due date are seldom achieved.

• Implementation:

A plan for implementation of the corrective actions should be developed. The plan should include the team members, resources and time required to complete each task. In some cases, support from outside resources or test facilities are required. Some countermeasures may require repair or replacement of tooling or other capital expenditures. Therefore, proper levels of management should be kept informed throughout the process to assure adequate resources are available for implementing any corrective actions.

• Monitoring and Validation:

The A3 team should next confirm the effectiveness of the countermeasures. This can be accomplished in many ways, including but not limited to additional quality checks, Statistical Process Control (SPC) data, process or product audits and customer feedback.

• Standardize and Improve:

During this phase of the A3, the team should take action to standardize the process changes or improvements. The team must update all standard work, work instructions and process control plans, etc. In addition, it is a good practice to perform a short Things Gone Right / Things Gone Wrong (TGR/TGW) exercise and document in the A3 report what went well during the process and what could use improvement. The management team should also promote continuous improvement of the A3 tool within the organization.

Common problems to avoid with the A3 Report:

• The background is not well developed
• The problem statement is not well defined or unclear
• The ideal state or target condition is actually an action item, not the desired result
• Analysis does not drill down to the root cause(s)
• Ineffective countermeasures that will not prevent the problem from re-occurring
• Validation and monitoring methods are not well documented or there is a lack of evidence of improvement

Always remember that the A3 process and report are about fostering critical thinking. Encourage A3 thinking within your organization. The A3 process should be focused on improvement through developing the skills of the people. A3 thinking promotes problem solving, communication and mentoring of the teams.

The A3 Report is an effective visual tool for driving improvement and promoting a problem solving way of thinking. The format can and does vary depending upon the company or organization. The format you select is not as important as the results of the exercise. As long as the form contains the basic steps for problem identification, root cause analysis, corrective action and monitoring improvement or performance, it will be a very effective tool. The A3 Report has its roots in the automotive industry but is branching out into many different applications and industries from manufacturing to healthcare.

A3 Problem Solving Services

A3 Services from Quality-One include A3 Problem Solving Consulting, A3 Problem Solving Training and A3 Problem Solving Project Support, such as Facilitation and Auditing. Our experienced team of highly trained professionals will provide a customized approach for developing your people and processes based on your unique needs. Whether you need Consulting to assist in the design of your A3 process, Training to help understand and drive improvement through the A3 report, or hands-on Project Support for building and implementing your A3 process by utilizing our experienced Subject Matter Experts (SME) to work with your teams, Quality-One can help you promote A3 thinking in your organization.

Learn More About A3 Problem Solving

Quality-One offers Quality and Reliability Support for Product and Process Development through Consulting, Training and Project Support. Quality-One provides Knowledge, Guidance and Direction in Quality and Reliability activities, tailored to your unique wants, needs and desires. Let us help you Discover the Value of A3 Consulting, A3 Training or A3 Project Support.

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Using a problem-solving A3 report

Does your problem require a problem-solving A3 report? You are confronted with problems at work every day, and how you approach problem-solving will influence how effective your solution is. Although simple problems can often be solved by observation or a basic problem-solving tool such as 5 Whys, complex problems require a more comprehensive tool such as a problem-solving A3 report, a highly structured and documented root cause analysis that prevents the problem’s recurrence.

What is a problem-solving A3 report?

A problem-solving A3 report is a tried and tested problem-solving method first used by Toyota in the 1960s, and later embraced by numerous other approaches to continuous improvement. The report is limited to one A3 page, which encourages teams involved in the issue to collaborate and be concise by recording only essential information and graphics in the report. As teams go deeper into the problem-solving exercise, they may learn more about the parts or processes that went before. They should then simply go back and adjust the A3 report.

Download the how-to guide How to use a problem-solving A3 report to understand the key components of an A3 report:

• Problem statement   Also known as the “theme”, a problem statement names the problem as succinctly as possible. 
• Current condition   This section shows the “proof” of the problem statement using performance graphs or photos, for example. 
• Target conditions   The target condition or “goals” section should be specific, reasonably attainable and measurable. 
• Root cause analysis   This section unpacks your investigation to find the root cause of the problem. 
• Countermeasures   Detail possible improvements and findings in this section. 
• Improvement verification   Some improvements or countermeasures may not fix the problem, so use this section to record the verification details. 
• Follow-up actions   Reflect on what additional changes or improvements can be made. 

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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 A3 Report Example [video]

By OpEx Learning Team , Last Updated March 12, 2007

Go here to see a video explanation of the A3 and also to get a Toyota A3 Template Download for Free . This article is about the Lean A3 Problem Solving Method , or sometimes called the Toyota A3 Report. Other articles on Lean Manufacturing can be found below. Continue past the Toyota House to read the rest of this article on the Toyota A3 Report.

Most problems are dealt with in superficial ways.  Very few people and organizations actually arrive at the root cause of their problems.  At Toyota, they employ Root Cause analysis in almost everything they do.  One problem solving approach they employ is the Lean A3 Problem Solving Method.

A3 is a paper size, typically 11″ x 17″.  There are actually several A3-type paper sizes, and Toyota believes that when you structure your problem solving around 1 page of paper, then your thinking is focused and structured.

Below are the steps of the A3 process, followed by a real-world example of an A3 collaborative problem solving that I was a part of while I spent a short time at Toyota.  The steps below are taken from Dr. Durward Sobek’s very informative site 1 :

Identify Problem or Need

Whenever the way work happens is not ideal, or when a goal or objective is not being met, you have a problem (or, if you prefer, a need). The best problems to work on are those that arise in day-to-day work and prevent you from doing your best.

Understand Current Situation

Before a problem can be properly addressed, one must have a firm grasp of the current situation. To do this, Toyota suggests that problem-solvers:

• Observe the work process first hand, and document observations
• Create a diagram that shows how the work is done – a value stream map will be helpful here.
• Quantify the magnitude of the problem (e.g., % of customer deliveries that are late, # of stock outs in a month, # of errors reported per quarter, % of work time that is value-added); if possible, represent the data graphically.

Root Cause Analysis

Once you have a good understanding of how the process (i.e., the one that needs to be fixed) currently works, it’s time to figure out what the root causes are to the errors or inefficiency. To accomplish this, first make a list of the main problem(s). Next, ask the appropriate why? questions until you reach the root cause. A good rule-of-thumb is that you haven’t reached the root cause until you’ve asked why? at least five times in series.

Main Components of an Ishikawa Diagram

• At the head of the Fishbone is the defect or effect, stated in the form of a question.
• The major bones are the capstones, or main groupings of causes.
• The minor bones are detailed items under each capstone.
• There are common capstones, but they may or may not apply to your specific problem. The common ones are:

People Equipment Material Information Methods/Procedures Measurement Environment

After completing your Fishbone Diagram excercise as a group, it is helpful to test your logic by working the bones: top-down OR bottom-up like:

this happens because of g; g happens because of f; f happens because of e; e happens because of d; d happens because of c; c happens because of b; b happens because of a.

The excercise above is crucially important ” you must test your logic so that it makes pragmatic sense and that the atomic root cause is actionable ” that is, you can do something to correct it, reduce it, or eliminate the root cause.

Once you or your team arrive at a root cause for a specific capstone, then you typically cloud it to identify it as a root cause. A good rule is that there is typically *NOT* 1 root cause for a problem, but potentially several. Below is a diagram of one fishbone, decomposed:

Countermeasures

Once the current situation is fully understood and the root cause(s) for the main problem(s) has been unveiled, it’s time to devise some countermeasures. Countermeasures are the changes to be made to the work processes that will move the organization closer to ideal, or make the process more efficient, by addressing root causes. Generally speaking, we recommend that countermeasures help the process conform to three rules borrowed from Steven Spear and Kent Bowen and slightly expanded:

• Specify the outcome, content, sequence, and task of work activities
• Create clear, direct connections between requestors and suppliers of goods and services.
• Eliminate loops, workarounds, and delays

Develop the Target State

The countermeasure(s) addressing the root cause(s) of the problem will lead to new ways of getting the work done, what we call the target condition or target state. It describes how the work will get done with the proposed countermeasures in place. In the A3 report, the target condition should be a diagram (similar to the current condition) that illustrates how the new proposed process will work. The specific countermeasures should be noted or listed, and the expected improvement should be predicted specifically and quantitatively.

Implementation Plan

In order to reach the target state, one needs a well thought-out and workable implementation plan. The implementation plan should include a list of the actions that need to be done to get the countermeasures in place and realize the target condition, along with the individual responsible for each task and a due date. Other relevant items, such as cost, may also be added.

Below is an example from an A3 project.  The context for the A3 Report below is around the question “Why was the end-of-shift clean-up not being completed?”  This question drove the team to follow the A3 method and subsequent root cause analysis to arrive at the root causes and implement solutions.  This activity below was done proactively done by the team with full support from management.

Toyota A3 Transcript and Show Notes

My name is Chris Schrandt. I worked for Toyota for just over nine years, from the years of 1988 to 1997.

I worked at the Georgetown, Kentucky, assembly plant. My position at the plant was I was originally hired in as a quality engineer and then ended up being one of four quality engineering managers.

My favorite lean tool or TPS tool, that’s probably, of all the questions, the most difficult, because there so many, right? Again, the elimination of waste is what it’s all about. So if you consider the tool of recognizing what are the wastes of a process, that’s very powerful, but then using the value stream mapping tool to uncover those wastes. Once you uncover them, then the tools of built in quality, of course, quality being my background, is one of my favorites. But then, also, standardization, extremely powerful in solving the problems that you uncover with the value stream mapping. And then, of course, without teamwork and 5S, none of that’s possible. So that’s a tough one. Favorite tool, all of them.

The answer to this one, how does Toyota implement the idea of continuous improvement? And there’s three other questions, how about 5S and how about . . . ? At Toyota, I don’t ever recall thinking about them as a tool. It’s how we did the work. It was always that thinking of how we will do things better. I mean, of course, the word Kaizen was used quite a bit. But again, it was just the culture. It wasn’t something that taught as a tool. It’s how you did the business. Same as 5S, it’s how you did your work.

The idea of respect for people, the concept of respect for people is most evident in the fact that everyone is empowered. Everyone’s opinion matters. Everyone is expected to participate in continuous improvement, in doing their own job, how can I do my job better? So again, part of the culture. You were always treated well. Fujitsu [Fujio] Cho, who is now the current or was the CEO of global Toyota, was our first plant manager there. And he would hold the door open for an hourly worker the same as he would for anyone else. I mean it was just tremendous amount of respect for each other. And then again, you were not only empowered, but expected to participate in the process of continuous improvement.

Before Toyota, I worked for a defense contractor making parts to launch nuclear weapons. It wasn’t very rewarding. But what was interesting is is that I used to regulate-, it was a union factory, okay? And it was my first job after college. And so I was always in trouble at that plant because I was doing things against their policies. Well, it turns out I didn’t realize it was completely in line with how Toyota works of go and see and involve people involved in the project. So that was very interesting to learn that the things that I was always in trouble for at a union facility was completely the right way to behave at Toyota.

Well, in there I had many senseis. We had a very interesting system there of . . . When I first joined, we were fairly small organization. And every single person had what they called coordinator was the name for the Japanese sensei. Then of course, as we grew, we couldn’t have someone there as your sensei. But finally, every manager level would always have a sensei.

So again, I had many there. Unfortunately, it’s a very tragic story of the gentleman who was my sensei the longest. He’d been my sensei for a period of two years and then was gone for two years and came back. And then when he was at his second stint there, he was killed in a plane crash in Detroit on his way to the Detroit Auto Show. His name was Keita Takanami. And again, very strong personality, we fought all the time. It really wasn’t until years later trying to teach others what he taught me that I understood the brilliance of what he was teaching me. I was always butting heads with him. But again, it was like unbelievable what I learned from him.

Again, it was a lot about discipline. I learned everything about the A3 and problem-solving from him and tricks to do a good A3. Oh my gosh, one time, we worked on an A3 probably for a month non-stop, till we got it just right. And again, things that I thought were just nitpicky had a very strong meaning behind them of being concise and not using words. Use diagrams, use charts, use pictures, things like that. Again, I just thought he didn’t like English because he couldn’t read English. No, it was because it made the presentation, the A3, much better for anyone to understand it without a lot of words. Just one small example really.

I would say this. Technology is secondary at Toyota. And recently, I read or saw an article that’ll express this much better than I do. But again, it’s a tool and they’re not interested in what’s the latest and greatest. Technology needs to support the people, and it needs to be proven before you implement it. An example is in five years after we had opened up the first plant, Phase 1, we built a second plant, okay, double the capacity of the plant. And I was part of the team responsible for getting all of the test equipment, all of the end-of-the-line complete vehicle testing equipment. I was part of the team to pick who provided it, what was provided, etc.

Well, we’d go to the local Detroit manufacturers who supplied Fords and GMs. And they’d want to sell us on all the latest technology that everyone was using. And we were like, “No, we don’t want that. We want this old stuff, because it was proven,” and that we knew it was reliable and we knew it would work. So it was very interesting. It was like, “Why aren’t we using the latest and the best now?” It wasn’t the case.

And I think, again, there are some things that the technology made the parts of the tools of TPS work, like making Single Minute Exchange of Die, requires a great deal of technology to make that happen, okay? But you don’t need to automate everything. The assembly process was virtually un-automated. And then even since I’ve left, I know that they have gotten away from even putting too many robots in the body shop, because they have more flexibility with people. So again, lot of words to say. It’s secondary. It’s not all about robotics. It’s not all about the latest technology.

Again, teamwork, 5S, continuous improvement, it’s just the way you work. Teamwork is used sometimes as a positive as well as a pressure, right? It’s peer pressure also. You have teams where you have on-the-line groups, where you have five or six team members and one team leader and you don’t have a replacement pool. So there is a team, and we all work as a team. But it’s also if someone’s not there, right, someone else in the team, like the team leader, has to fill in for them. And that puts a lot of pressure on the rest of the team. So it’s a combination of, “Okay, we’re one group. We understand each other’s work. We have good cross-training.” But it’s peer pressure also to come to work and be on time and do your job properly.

The Toyota training process is . . . I witnessed many different evolutions of it and many examples of it. When I first joined Toyota as a engineer, a salary employee, I was sent to Japan for four weeks and received extensive training there. Then again, when I came back to the U.S., I had my sensei. I had my coordinator with me for six months, who was full-time, right? Well, that was just that first year when we got started. Later on, of course, we didn’t have the resource to have that kind of training.

But I heard stories about how when the salary employee in Japan was hired, the first thing they would do is go six months, they would go door-to-door and sell Toyotas, right? How incredibly powerful is that to have to go and sell the vehicle? And then when they would come back from that, they would go and work on the shop floor for six months, right? The most we could ever do training like that was for a couple of days to get an engineer out there. And in a union facility like General Motors, of course, we couldn’t do that at all. But I tell you what, you gain respect for what the people are doing.

Now, regards to how training evolved at Georgetown for the hourly workers, at first, we would have two weeks of training, and you were on the line. Well, what happened? We ended up with carpal tunnel, a lot of problems with that. And now again, I left 12 years ago. How they do it now, I’m not sure. But it ended up being a six-month program where, hire, you would have classroom training, what’s Toyota production system. But it was also exercises and stretching and strength so that you could go to the line and be able to do the job. Again, mainly is a response to so many carpel tunnel issues.

So it was a demonstration really of continuous improvement. They started out. They hired a lot of young kids from high school. And everything was fine. But five years into it, wow, everybody’s got carpal tunnel. So what do we do? And they learned and expanded the training program.

What is Toyota’s greatest strength? To be honest, it just comes back to discipline and hard work. They took great ideas. Some of them they developed their own. Of course, some they took from Deming, some they took from Ford Motor Company. But they had the discipline to say, “We are embracing these ideas, and we’re really going to do it. And it’s not just today, and it’s just not tomorrow. It’s continuously having the discipline to follow those rules, those tools, that culture, okay? And it’s hard work. I mean it is a lot of work through the work ethic.

I teach people that the Toyota production system, you can use it in any culture. There’s no reason one culture is more able to implement it than another. However, the work ethic in Japan was much different. There, someone to work 12 hours a day as a salary employee was the norm and expected, okay?

So the second part of it, discipline was the hard work. I mean it really was hard work. There was no magic. There was no just these are great ideas, or we just easily design great vehicles, and they go together easily. It was a lot of hard work. So really, discipline, hard work, that they apply to all of the good thinking methods that they have.

• http://www.montana.edu/dsobek/a3/ ↩

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Reader Interactions

robert thompson says

March 13, 2007 at 10:19 am

A nice summary of the A3 approach. I think that the A3 approach offers a structure to view a problem through the eyes of the customer and forces an understanding the current condition before jumping to a solution. I discuss how the A3 approach can be integrated with the DMAIC framework on my blog.

Mark Graban says

March 13, 2007 at 1:57 pm

On my blog, I posted a link to the recent WSJ article that showed Toyota showing the LAPD to use an A3 report.

There was no copyright on the A3 ppt that they had for download, so here is the direct link…

March 14, 2007 at 10:09 am

Good stuff. I still have an A3 from our tour of the parts distribution center and often refer to it.

Linda M says

February 1, 2008 at 1:46 pm

Hello – I would like the A-3 form in a Word document so we can use it as a template. Where could I find that…not a pdf or .xls

March 6, 2008 at 8:49 am

[link redacted by site owner] there is 2 downloads one is a word doc. hope this helps.

July 22, 2009 at 8:25 am

Great article!

I’ve seen 5-Why’s and Fishbone diagrams used before but never heard about the rest of the A3 process.

I definitely like the “Understand the Current Process” portion of the process but I still believe the root cause analysis portion (5-Whys of Fishbone Diagrams) is fatally flawed. For a discussion of the reasons why, see:

[link redacted by site owner]

Thanks again for the great article.

May 23, 2011 at 9:15 pm

This is excellent. You explain the Toyota problem solving process in a simple way. Great work and excellent site on Lean Training and Lean Manufacturing!

Pele de Brasil says

May 23, 2011 at 9:20 pm

In Brasil my home town, there are many practitioners of Lean Manufacturing. I have worked in 3 different factories and I saw Lean process in each one, but they were done differently but the same. In some, A3 was used. In others, just Kaizen newspapers. But same output.

Pete Abilla says

May 23, 2011 at 9:34 pm

Yes, you’re right. The important thing with the A3 is that it is rigorously followed and that it becomes a means of communication as well as a vehicle for learning (and communicating). Thanks much.

May 23, 2011 at 9:27 pm

A3 is great for lean and makes lean training easier to do. But, in some countries (like India for me), printing on an 11×17 size paper is not practical. Any advice on how to do A3 without having to print such big paper?

May 23, 2011 at 9:31 pm

The A3 is both a method and a means of communication. The actual paper size of 11×17 is really not that important. What is important is that the A3 process is followed – a teacher with a student – and that each of the steps is rigorously followed. Reporting the results at the end – that actual 11×17 printout is the very last thing you should worry about. The ability to see all the information and approach on 1 sheet of paper is very beneficial, but where it’s not feasible, then adjust.

Thanks for reading shmula.

Carlos Scholz says

August 11, 2011 at 3:23 pm

Pretty good article, you cover the basics of the A3 concept as a problem solving methodology that has to be followed rigorously (although A3 can also be used for other things, not only Problem Solving). One thing about the video though, is that it’s missing a key ingredient of A3, which is the Gap/Root Cause Analisys. You can’t go from Target State to Action Plan, even if this is a Proposal A3… that’s my point of view at least.

August 11, 2011 at 3:28 pm

Pete, the video is missing a key ingredient: Gap / Root Cause Analysis. You can’t jump from target state to action plan without knowing your root causes, even if it’s only a Proposal A3. That’s my point of view at least.

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Six Sigma Mania

Download many Lean Six Sigma Templates

How to use A3 report – example and template for free

A3 report is one page report about project progress, its background, and challenges. It is easily explanation tool for broader audience, and stakeholders interested in the project.

this article contains:

What is A3 problem solving report?

A3 report out as a option, steps to create a3 report, a3 report example – restaurant improvement, a3 report at project start, a3 report as project progress, a3 report at project end.

• A3 report template download

Hot news, folks. In order to help you as much as I can in your improvement efforts, I have launched non-binding consultation program. I would like to help you with:

• Lean culture implementation in your organization
• Six Sigma projects consultations
• Lean Six Sigma trainings and certifications support
• Project management theory turn into practical usage
• Your career planning

First 30 minutes of consultation for free, every additional 1 hour 10 USD.

On a literal level, A3 refers to a paper size 29.7 x 42.0 in cm 11×17 in inches. In the lean six sigma world, we use this report out tool to show teams thinking, when addressing project goal. Use A3 during whole project life cycle. Create A3 right after project charter creation.

Six sigma tools to use in your (not just) first project – read here

Well, I suggest to agree with stakeholders, the way they want to see project report out. There are different ways possible. And A3 is one of possibilities.

So, no need to use A3 in every project. But be consistent, once using it.

A3 creation, preparation and updating is much faster, than creating presentation for example. It is simple to use and read. It is great tool, when presenting more projects updates in one meeting. A3 helps team focusing on the project goal and its deliverables, and makes it much simpler to review progress for those interested in the project.

5 simple Green belt project ideas – read here

A3 form template, is available for download in the end of this article. For free. Use it, share it.

These are areas should be filled at project beginning, as already mentioned.

• Project name,
• Current state pains
• Project goal, and the
• Section with team information

It takes some time with working on projects following DMAIC. But it worth it. So, do not jump into the solutions however attractive and tempting it would be. Try to understand current problem, identify your ideal state, and create a plan to reach it.

Here is a link to download project charter template for your usage, with the brief description of each section. You are free to share and distribute this list.

I do videos, blog posts, and all templates for free, in my free time. I will appreciate if you can donate me a cup of cofee, for more energy in my creation. (1 dollar counts, too 😉 Click on this link: I would like to support Erik in his effort

A3 sections to be updated this way..

• Create 4 sections prior project start, as mentioned.
• Develop high level activities and their schedule in project beginning together with team. It can be DMAIC phases at beginning. You can add more details as progressing with project.
• Update the rest of A3 areas with project progress. Do the update together with your team.
• Review A3 during one on one project progress review with sponsor, prior showing to stakeholders.
• Update stakeholders regularly. Minimally after finishing each project phase.

What are Six Sigma project types? (+templates) – read here

Let me share an A3 report example with you. A3 refers to my earlier video – improving fast food restaurant, called “Eating mania”.

OK, you can argue, that there is no real stakeholder in this project, to whom to report out. It is true statement. I will show correlations between project, and reporting out progress by A3.

Restaurant owner has a problem with very slow business growth. And he would like to develop process, that would bring 15% more customers in 3 months. This is perfect project goal.

Download DMAIC tools list, I suggest allways to follow.

22 green belt certification companies prices review – read here

And this is how A3 would look like when project starts:

Team have developed high level project plan right after project kick off. There are leaders of each step, time frame where each step should be addressed. It needs teams discussions to define those steps, when there is no experienced leader.

How to select your first green belt project? – read here

As team is progressing, accomplished tasks are updated with current status. Additional information, as Analysis, and project challenges is provided to the report. Use pictures, graphs or other visualization to show used tools in the analyze section.

Follow ups and challenges are here to share with stakeholders and sponsor, what difficulties team is facing. You might ask for helping hand in the case team is stuck up.

You can update any A3 section accordingly, as project goes on. It must reflect reality.

Construction DMAIC improvement example – read here

And this is A3 after finishing whole project. Note, there are project results showed in follow up, and analyze section. It is important to share positive things, as well as those, which did not run very well, and need some more attention, or different approach.

And there you are. Filled A3 report after project finalization.

A3 report template

What you will get, by downloading this file:

• A3 form Excel template
• Restaurant example – filled A3 report (above used pictures)

To download entire A3 report template –click on the link below

Do not forget to visit and subscribe my YouTube channel . I am uploading Six Sigma, Lean and Project oriented videos regurarly. So, stay tuned.

Yours sincerely Erik.

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