a3 problem solving definition

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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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Guide: A3 Problem Solving

Author: Daniel Croft

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

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

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

Importance of A3 in Lean Management

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

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

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

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

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

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

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

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

Step 1: Describe the problem

Problem description.

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

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

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

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

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

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

Current Condition

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

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

Containment Actions

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

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

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

Step 2: Set the A3 Goals

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

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

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

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

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

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

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

Step 3: Root Cause Analysis

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

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

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

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

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

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

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

Step 4: Solutions and Corrective Actions

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

This action plan needs to be carried out and implemented.

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

Step 5: Validate Solution and Standardize

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

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

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

Step 6: Preventive Actions and Lessons Learned

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

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

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

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

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

Downloadable A3 Reporting Template

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

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

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

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

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

Q: What is A3 problem solving?

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

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

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

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

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

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

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

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

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

Daniel Croft

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 www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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A Deep Dive into the A3 Problem-Solving Approach

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

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

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

Understanding the A3 Approach

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

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

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

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

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

How to Implement the A3 Process in Your Organisation

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

1. Identify the problem: 

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

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

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

2. Establish the context and background: 

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

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

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

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

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Get 3-days free access to our green belt course, accelerate your career, 3. set a goal:, now that you have identified the problem and outlined the relevant context, it is time to set a project goal or outcome..

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

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

4. Investigate root causes:

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

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

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

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

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

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

5. Countermeasures:

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

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

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

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

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

6. Evaluate the results:

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

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

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

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

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

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

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

7. Standardise and share:

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

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

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

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

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

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

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

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Training the team on A3

To get A3 started, everyone in the entire organisation needs to learn how to use this single-sheet or single-page document. This means training people across all parts of the company so that everyone knows how to use the A3 Problem Solving Tool and A3 template. Training will help make sure that everyone follows a structured approach when using A3.

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

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

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

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

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

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

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

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

Final Thoughts

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

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Reagan pannell.

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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A3 Problem-Solving Method: Definition, Best Practices, And Benefits

Organizations need a structured approach to tackle complex issues and drive continuous improvement.

The A3 problem-solving method is a powerful tool that enables teams to identify, analyze, and solve problems in a systematic and collaborative manner.

This guide will provide an overview of the A3 problem-solving method, its definition, best practices, features, pros and cons, benefits, and examples.

The A3 problem-solving method, also known as the A3 report or A3 thinking, originated from Toyota’s lean manufacturing principles.

It gets its name from the international paper size A3 (11.7 x 16.5 inches), which is typically used to document the problem-solving process on a single sheet of paper.

The A3 report serves as a concise and visual communication tool that guides teams through the problem-solving journey.

Best Practices

To effectively utilize the A3 problem-solving method, consider the following best practices:

• Define the problem : Clearly articulate the problem statement, including its impact on the organization, customers, or stakeholders.
• Gather data : Collect relevant data and facts to understand the current situation and identify the root causes of the problem.
• Analyze the problem : Use tools such as the 5 Whys, cause-and-effect diagrams, or Pareto charts to identify the underlying causes and prioritize them.
• Develop countermeasures : Brainstorm potential solutions and select the most appropriate countermeasures to address the root causes.
• Create an action plan : Outline the steps required to implement the chosen countermeasures, including responsibilities, timelines, and resources needed.
• Implement and monitor : Execute the action plan, monitor progress, and gather feedback to ensure the effectiveness of the countermeasures.
• Reflect and standardize : Reflect on the problem-solving process, document lessons learned, and establish standard procedures to prevent recurrence.

The A3 problem-solving method offers several key features that make it a valuable tool for corporate learning and problem-solving:

• Structured approach : The A3 report provides a structured framework that guides teams through the problem-solving process, ensuring a systematic and comprehensive analysis.
• Visual communication : The A3 report condenses complex information into a concise and visual format, making it easier to understand, share, and communicate with stakeholders.
• Collaborative tool : The A3 report encourages cross-functional collaboration and involvement, fostering a shared understanding of the problem and promoting teamwork via employee training courses .
• Focus on root causes : By using tools like the 5 Whys and cause-and-effect diagrams, the A3 problem-solving method helps teams identify and address the underlying root causes of problems.

Pros and Cons

Like any problem-solving method, the A3 approach has its pros and cons:

• Promotes a structured and disciplined problem-solving process.
• Encourages collaboration and involvement from multiple stakeholders.
• Provides a visual and concise representation of the problem-solving journey.
• Focuses on identifying and addressing root causes, leading to sustainable solutions.
• Facilitates knowledge sharing and organizational learning.
• Requires time and effort to gather data, analyze the problem, and develop countermeasures.
• May not be suitable for simple or straightforward problems that can be solved quickly.
• Relies on effective communication and facilitation skills to ensure team engagement and alignment.

The A3 problem-solving method offers several benefits to organizations:

• Improved problem-solving : By following a structured approach, teams can effectively identify and address complex problems, leading to more robust and sustainable solutions.
• Enhanced collaboration : The A3 method promotes cross-functional collaboration, enabling teams to leverage diverse perspectives and expertise to solve problems.
• Streamlined communication : The visual nature of the A3 report facilitates clear and concise communication, ensuring that all stakeholders have a shared understanding of the problem and its solution.
• Continuous improvement : The A3 problem-solving method fosters a culture of continuous improvement by encouraging reflection, learning, and standardization of best practices.

Let’s consider an example of how the A3 problem-solving method can be applied in a corporate setting:

Problem: Customer complaints about slow response times in the customer service department.

• Define the problem : Clearly articulate the problem statement: “Customer complaints indicate that our customer service department is experiencing slow response times, leading to customer dissatisfaction and potential loss of business.”
• Gather data : Collect data on average response times, customer feedback, and any other relevant information to understand the current situation.
• Analyze the problem : Use the 5 Whys technique to identify the root causes. For example, the first why could be “Why are response times slow?” The subsequent whys would delve deeper into the underlying causes until the root cause(s) are identified.
• Develop countermeasures : Brainstorm potential solutions, such as implementing a ticketing system, providing additional training to customer service representatives, or optimizing workflow processes. Select the most appropriate countermeasures based on feasibility and expected impact.
• Create an action plan : Outline the steps required to implement the chosen countermeasures, including assigning responsibilities, setting timelines, and allocating resources.
• Implement and monitor : Execute the action plan, closely monitor response times, gather customer feedback, and make adjustments as necessary.
• Reflect and standardize : Reflect on the problem-solving process, document lessons learned, and establish standard procedures to prevent recurrence of slow response times.

By following the A3 problem-solving method, the organization can systematically address the issue of slow response times, improve customer satisfaction, and drive continuous improvement in the customer service department.

Remember, the A3 problem-solving method is a flexible tool that can be adapted to various situations and industries.

Its effectiveness lies in its ability to provide a structured and collaborative approach to problem-solving, leading to sustainable solutions and organizational growth.

Practical Examples Of Cause And Effect Analysis In Action

Mastering The Fishbone Analysis Technique

Enhance Your Problem Solving Skills: Tips And Strategies

The Importance Of Problem Solving In Business

Problem Statements: The Foundation For Successful Solutions

Kaizen: The Path To Continuous Improvement In Business

A Comprehensive Guide To 8D Problem Solving

Contextual inquiry: understanding employee needs and behaviors.

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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

More lean topics.

From 5s to IPD, explore more popular Lean design and construction topics below.

What Is An A3?

Developed as part of the respected Toyota Production System, an A3 is a tool that provides a framework for continuous problem-solving. Project teams use an A3 to identify problems, develop solutions, track the impact of their efforts and make necessary adjustments.

Many use the A3 as part of the Plan-Do-Check-Act cycle. It also helps solve one of the most persistent organizational challenges: a lack of the kind of collaboration that leads to clearly defined goals, a well thought-out strategy and successful implementation.

Toyota Developed the A3 Process

Toyota developed the idea for the A3 as part of its production system. Toyota engineers used an 11-inch by 17-inch piece of paper – called an A3 – for a new problem-solving system.

The relatively small size of the A3 is important. By restricting the process to a single sheet of paper, an A3 keeps teams focused only on essential information. This eliminates time wasted discussing items that are part of the process but of lesser importance.

The A3 provides structure for successful problem-solving, including a focus on determining the root cause of the problem.

How to Fill Out an A3 Form

Developing a successful A3 report requires following a clearly defined path along a series of steps.

Define the Problem

Before starting the process of creating an A3 report, teams agree on what challenge the project will address.

Current Conditions

Using value stream mapping , teams walk through each step of a process and develop an understanding of the current state of the operation. This can also involve observing the process firsthand. This step should include taking detailed notes, creating illustrations and adding whatever other information is necessary to get a firm grasp on the current operation.

Cause Analysis

The current conditions step gives teams a clear picture of where things stand, allowing them to now focus on what is causing the problem. This is determined through the Lean concept of root-cause analysis, including the technique called The Five Whys .

Create Countermeasures

Keeping in mind to focus clearly on the problem at hand, teams create countermeasures that target the root cause uncovered in the previous step. These countermeasures should include all tasks for each person involved with the countermeasures. It also includes a plan to eliminate any delays or workarounds related to the problem. The team also should be able to clearly articulate the desired state the countermeasures are meant to achieve.

Implement Plan

Each countermeasure is implemented and the results tracked and updated on the A3. This includes accomplishment of the tasks involved and the outcomes achieved.

Teams can take the results recorded from implementation of the countermeasures and determine what did and did not help the team achieve the desired state. They can compare data from implementation of countermeasures to the data compiled in the “current condition” step.

Get Approval

Before making any changes permanent, teams should first consult with stakeholders in the operation to confirm the impact of the countermeasures. They also must get approval from leadership before making the changes permanent.

Standardize

Countermeasures that led to desired goals should become standardized as part of the operation going forward. For those that did not achieve the desired results, team can either eliminate them or alter them. Every team decision is driven by the data.

The A3 provides a focused, fast method for problem-solving teams to put into play. As with all successful Lean tools and techniques, the simplicity of the approach is part of what makes it so powerful.

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A3 Thinking: A Structured Approach to Problem Solving

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Also known as A3 Problem Solving.

Variants include 8D and CAPA.

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

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

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

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

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

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

A3 Seven Stages Model

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

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

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

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

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

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

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

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

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

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

Wrapping Up

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

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

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A3 Problem Solving

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

What is A3 Problem Solving?

A3 problem solving definition.

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

Origins of A3 problem solving

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

When and in What Situation to Apply A3 Problem Solving?

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

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

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

Key components of A3 problem solving

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

8 Steps to run the A3 Problem Solving process

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

Step 1: Clarify the Problem

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

Step 2: Break Down the Problem

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

Step 3: Set a Target

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

Step 4: Analyze the Root Cause

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

Step 5: Develop Countermeasures

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

Step 6: Implement the Countermeasures

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

Step 7: Evaluate Results

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

Step 8: Standardize

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

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

A3 report generation

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

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

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

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

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

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

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

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

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

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

Examples of successful A3 problem solving

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

Example 1: A3 Problem Solving reports for High Scrap Rate

Example 2: A3 Problem Solving reports for Late Deliveries

Example 3: A3 Problem Solving reports for Low Employee Morale

Common mistakes to avoid when implementing A3 problem solving

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

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

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

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

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

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

The A3 Thinking Problem Solving Approach

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

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

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

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

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

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

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

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

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

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

Stage 2: What is the Current State?

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

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

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Stage 3: Desired Future State

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

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

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

Stage 4: Root Cause Analysis

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

Silent Brainstorming

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

Sort and Group

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

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

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

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

Stage 5: Short Term Solution

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

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

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

Stage 6: Long Term Solution

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

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

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

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

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Stage 7: Action Plan

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

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

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

Implementing Your Plan

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

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

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

Learning More

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

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

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

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

The World of Work Project View

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

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

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

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Our Podcast is a great way to learn more about hundreds of fascinating topics from around the world of work.

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

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

We’re a small organization who know we make mistakes and want to improve them. Please contact us with any feedback you have on this post. We’ll usually reply within 72 hours.

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

Last updated: November 1, 2023

By Alexander Connor

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

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

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

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

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

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

What is the A3 Problem-Solving Template?

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

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

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

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

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

Benefits and Applications

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

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

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

A3 Report Templates and Resources

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

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

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

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

A3 Problem-Solving

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

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

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

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

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A3 Problem Solving

A3 problem-solving is a structured approach to problem solving. A3 problem-solving involves finding the root cause of a problem, developing a plan of action, and ensuring the plan is actioned.

Presented on a A3 size paper, the A3 process promotes simple structure, logical thinking, effective collaboration, and active communication. A3 thinking promotes a responsibility focused conversation about What is the right thing to do.

A3 Template / Report may have below areas:

• Current conditions
• Goals/Targets
• Proposed Countermeasures

The aim with A3 is to not fix the symption, but to go to the root-cause of the problems and eliminate the problem efficiently in a way that's strategically aligned with the organizational goals.

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The Lean Post / Articles / When should we do an A3 or use a different problem-solving tool?

Problem Solving

When should we do an A3 or use a different problem-solving tool?

By Michael Ballé

November 12, 2017

Dear Gemba Coach: I would really appreciate your perspective on the following: (1) When should we do an A3 for something vs. when would it be appropriate to just use an idea board? (2) What is the difference between a problem and an idea?

Dear Gemba Coach,

I would really appreciate your perspective on the following: (1) When should we do an A3 for something vs. when would it be appropriate to just use an idea board? (2) What is the difference between a problem and an idea?

I remember a while back endless debates about whether Toyota was abandoning pull because rather than using parts bins along the lines for operators to pick items, some plants were moving to kitting – preparing kits of parts for assembly. Then some lines weren’t. Then some were doing half-and-half.

Then Toyota’s French plant started running three shifts instead of the usual two (with maintenance done during the night shift), so Toyota was abandoning its TPM model. Then the plant went to 2 shifts. Then back to three shifts. Other Toyota plants still run on two, to my knowledge.

Yesterday a journalist asked me whether Toyota was abandoning kaizen because its head of a research institute in California said that kaizen wouldn’t cut it for disruptive innovation. Last time I visited Toyota plants, quality and flexibility targets were still as demanding as ever, and many of the tricks that helped operators achieve them could never have been thought up by engineers – only through kaizen.

Truth is in the eye of the beholder. These “is this lean or is this not” debates all hinge around our own fixation with solutions. We’re endlessly looking for good ideas that we can pinch and apply. We would call it a “best practice,” and try to apply it.

Lean thinking looks at this upside down. 

Lean thinking is about deeply understanding the problem and then explaining the local solution in its context.

For instance, if we go back to the lineside bins versus kitting problem, the question is one of variety’s impact on physical and mental ergonomic burdens for the team member. When variety increases because the line is more flexible and more products follow each other on the line, the operator now must both (1) pick the right parts for the right product and (2) handle some complex arrangement of parts. This creates the double burden of making the right picking decisions and then walking to and from the parts point of delivery.

If the problem is easing the team member’s mental burden by taking away parts choices, kitting is a good idea. The same with heavy or unwieldy part. On the other hand, if the problem is greater fluidity and flexibility of the parts flow to assembly, having shelves of small containers is the right idea. And then it all must fit within the station and a short walking distance so team members aren’t walking around without need.

Which all depends on the car’s design and process set-up. There is no one solution. These are ideas in a given context.

When an A3 Is Justified

Ideas, in lean, are usually the result of someone or a team solving a complex trade-off in a given context. This is also why having an idea that is not picked up by your team or your management doesn’t make you wrong, or doesn’t mean it was a bad idea. The team or management chose to solve the trade-off differently, but the idea remains valid – and might be taken up next time a similar problem arises.

Lean’s upside-down thinking is about understanding problems in-depth and then trying ideas as they come to see whether they work or not, and then looking for the next idea. The flow of ideas (the ultimate source of productivity for the company) depends on how deeply we understand the problem and how committed we are to solve it, every day – because really tricky problems rarely simply go away.

Having had an idea, and having shaped it into a workable solution, you now have a second problem: you’re not alone in the organization and colleagues from other functions need to understand what you have in mind.

If the idea only concerns the team, it still needs to be explained to every other team member, as well as members from other shifts, but it can well stay on a local idea or kaizen board. If the idea has implications beyond the team, it can be presented as a QC story. Here’s a great example from Art Smalley and Durward Sobek .

Once a problem has been solved, the issue is to make sure that (1) everyone concerned understands the thinking that led to the solution so that (2) everyone understands the parameters of the solution – its scope, where it will work, and where it won’t.

If we return to the kitting issue, I remember when line activities at a Toyota forklift plant led it to start kitting. This immediately created a problem of flow for flexibility in logistics. Logistics then came up with a delivery train solution that moved smaller trolleys with kits within an awkward looking contraption that could handle both kitting and flow requirements. This local solution could only come together as a joint effort between line management and logistics.

Which brings us to A3s.

One obvious answer is there are easy problems (just look harder, ask why, and solve it).

Then there are harder problems, which require more structured thinking and might warrant an A3.

But we often completely miss yet another dimension of management. In today’s age, management is mostly about maintaining the processes and rituals of the company. But in earlier times of management theory, when “management” was still figuring out itself, people understood more clearly that management’s main role was not just having meetings and reporting and controlling, but also coordinating.

At some point, people across functions need to understand what each other does to figure out whether they help or hinder new solutions being applied: are they part of the solution, or part of the problem.

Lean companies attack this issue with formal interface presentations. Amazon uses APIs at a management level (present the parameters of your solution to the other functions so they can interface with it). Toyota uses A3s.

For instance, here’s an A3 I saw at Toyota.

Yes, without doubt, the A3 structure is useful to help the person conducting the problem-solving structure their thoughts.

But most importantly, the A3 helps explain (1) how this person understands the problem, (2) what other solutions were envisaged, (3) why this specific solution was picked, and (4) where it might be interesting to look at somewhere else (or what else needs to be solved to make the solution stick.

A3s are essential for management to communicate across functions and build more robust teamwork so that the company performs better together.

Here is another picture from Toyota Boshoku in Brazil where A3s are displayed in an obeya so that all functions can figure out what each is doing.

Don’t Just Solve Problems

Lean thinking very clearly hinges on three core intents: (1) improving customer satisfaction by (2) continuously improving how we work from (3) all people all the time developing their understanding of their jobs (and each other’s jobs). In this light, one person’s problem-solving skills are only one part of the problem. The second part is teaching this person to navigate the organization and deal with his or her colleagues, or stakeholders outside of the organization to make countermeasures work.

Mastery over one’s job is not simply getting better at solving problems .  It’s also getting better at having one’s solutions adopted by the organization, which means becoming more convincing and being more flexible in terms of finding countermeasures that also work for others. In this, the A3 is an invaluable tool because it allows one to present one’s deep thinking in a way that should be understood at one glance (okay, read in one minute) and where others can see how this countermeasure (or proposal in some cases) fits within their own issues and improvements.

In short, yes, A3s are reserved for harder problems (as opposed to go back, look harder, ask why), but they are also mainly used for problems that need to be shared across the board . Management’s real value added is not just to run things and solve problems, but to interface across functions by better defining these interface points. A3s are the core interface tool.

Written by:

About Michael Ballé

Michael Ballé is co-author of The Gold Mine, a best-selling business novel of lean turnaround, and recently The Lean Manager, a novel of lean transformation, both published by the Lean Enterprise Institute. For the past 25 years, he has studied lean transformation and helped companies develop a lean culture. He is…

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

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

• Status   
• Problem solving

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

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

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

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

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

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

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

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

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

The Four Components of Lean

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

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

In Toyota, no problem is a problem!

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

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

Read more on lean manufacturing best practices:

Eight Easy Steps to Creating a Pareto Chart

How to Reduce Manufacturing Waste

Kaizen Events: When and How to Use Them

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

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