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.
Lean Assessments
How strong is your Lean knowledge? Take a Lean assessment to determine your current state so you have a baseline for improvement. Lean assessments are available for individuals, teams, and organizations alike. Whether you’re new to Lean or are an experienced Lean practitioner, Lean assessments are a great way to get started at LCI!
William R. (Bill) Seed, Executive Editor
Executive Editors: Kristin Hill, Katherine Copeland and Christian Pikel
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