problem solving process a3

A Step-by-Step Guide to A3 Problem Solving Methodology
Learn Lean Sigma
Problem Solving

Problem-solving is an important component of any business or organization. It entails identifying, analyzing, and resolving problems in order to improve processes, drive results, and foster a culture of continuous improvement. A3 Problem solving is one of the most effective problem-solving methodologies.

A3 Problem solving is a structured and systematic approach to problem-solving that originated with the lean manufacturing methodology. It visualizes the problem-solving process using a one-page document known as an A3 report. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner.

A3 Problem Solving has numerous advantages, including improved communication, better decision-making, increased efficiency, and reduced waste. It is a powerful tool for businesses of all sizes and industries, and it is especially useful for solving complex and multi-faceted problems.

In this blog post, we will walk you through the A3 Problem Solving methodology step by step. Whether you are new to A3 Problem Solving or simply want to improve your skills, this guide will help you understand and apply the process in your workplace.

What is a3 problem solving.

A3 Problem Solving is a structured and systematic approach to problem-solving that makes use of a one-page document called an A3 report to visually represent the process. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner. The method was created within the framework of the Lean manufacturing methodology and is based on the principles of continuous improvement and visual management.

Looking for a A3 Problem solving template? Click here

Origin and History of A3 Problem Solving

A3 Problem Solving was developed by Toyota Motor Corporation and was first used in the manufacture of automobiles. The term “A3” refers to the size of the paper used to create the report, which is an ISO standard known as “A3”. The goal of the A3 report is to provide a visual representation of the problem-solving process that all members of the organisation can easily understand and share. A3 Problem Solving has been adopted by organisations in a variety of industries over the years, and it has become a widely used and recognised method for problem-solving.

Key Principles of A3 Problem Solving

The following are the key principles of A3 Problem Solving:

Define the problem clearly and concisely
Gather and analyze data to gain a deep understanding of the problem
Identify the root causes of the problem
Develop and implement effective solutions
Evaluate results and continuously improve

These principles serve as the foundation of the A3 Problem Solving methodology and are intended to assist organisations in continuously improving and achieving their objectives. Organizations can effectively solve problems, identify areas for improvement, and drive results by adhering to these principles.

Step 1: Define the Problem

Importance of clearly defining the problem.

The first step in the A3 Problem Solving process is critical because it lays the groundwork for the remaining steps. To define the problem clearly and accurately, you must first understand the problem and identify the underlying root cause. This step is critical because if the problem is not correctly defined, the rest of the process will be based on incorrect information, and the solution developed may not address the issue effectively.

The significance of defining the problem clearly cannot be overstated. It aids in the collection and analysis of relevant data, which is critical for developing effective solutions. When the problem is clearly defined, the data gathered is more relevant and targeted, resulting in a more comprehensive understanding of the issue. This will enable the development of solutions that are more likely to be effective because they are founded on a thorough and accurate understanding of the problem.

However, if the problem is not clearly defined, the data gathered may be irrelevant or incorrect, resulting in incorrect conclusions and ineffective solutions. Furthermore, the process of collecting and analysing data can become time-consuming and inefficient, resulting in resource waste. Furthermore, if the problem is not accurately defined, the solutions developed may fail to address the root cause of the problem, resulting in ongoing issues and a lack of improvement.

Techniques for Defining the Problem

The first step in the A3 Problem Solving process is to clearly and accurately define the problem. This is an important step because a clearly defined problem will help to ensure that the appropriate data is collected and solutions are developed. If the problem is not clearly defined, incorrect data may be collected, solutions that do not address the root cause of the problem, and time and resources may be wasted.

A problem can be defined using a variety of techniques, including brainstorming , root cause analysis , process mapping , and Ishikawa diagrams . Each of these techniques has its own advantages and disadvantages and can be used in a variety of situations depending on the nature of the problem.

Best Practice for Defining the Problem

In addition to brainstorming, root cause analysis, process mapping, and Ishikawa diagram s, best practices should be followed when defining a problem in A3 Problem Solving. Among these best practices are:

Define the issue in a specific and quantifiable way: It is critical to be specific and concise when defining the problem, as well as to quantify the problem in terms of its impact. This will help to ensure that all stakeholders understand the problem and that data collection is focused on the right areas.
Focus on the problem’s root cause: The A3 Problem Solving methodology is intended to assist organisations in identifying and addressing the root cause of a problem, rather than just the symptoms. Organizations can ensure that their solutions are effective and long-lasting by focusing on the root cause of the problem.
Ascertain that all stakeholders agree on the problem’s definition: All stakeholders must agree on the definition of the problem for the A3 Problem Solving process to be effective. This ensures that everyone is working towards the same goal and that the solutions developed are relevant and appropriate.
Consider the problem’s impact on the organisation and its stakeholders: It is critical to consider the impact of the problem on the organisation and its stakeholders when defining it. This will assist in ensuring that the appropriate data is gathered and that the solutions developed are relevant and appropriate.

Organizations can ensure that their problem is defined in a way that allows for effective data collection, analysis, and solution development by following these best practices. This will aid in the development of appropriate solutions and the effective resolution of the problem, resulting in improvements in the organization’s processes and outcomes.

Step 2: Gather Data

Gathering data in a3 problem solving.

Data collection is an important step in the A3 Problem Solving process because it allows organisations to gain a thorough understanding of the problem they are attempting to solve. This step entails gathering pertinent information about the problem, such as data on its origin, impact, and any related factors. This information is then used to help identify root causes and develop effective solutions.

One of the most important advantages of data collection in A3 Problem Solving is that it allows organisations to identify patterns and trends in data, which can be useful in determining the root cause of the problem. This information can then be used to create effective solutions that address the problem’s root cause rather than just its symptoms.

In A3 Problem Solving, data collection is a collaborative effort involving all stakeholders, including those directly impacted by the problem and those with relevant expertise or experience. Stakeholders can ensure that all relevant information is collected and that the data is accurate and complete by working together.

Overall, data collection is an important step in the A3 Problem Solving process because it serves as the foundation for effective problem-solving. Organizations can gain a deep understanding of the problem they are attempting to solve and develop effective solutions that address its root cause by collecting and analysing relevant data.

Data Collection Methods

In A3 Problem Solving, several data collection methods are available, including:

Observations
Process diagrams

The best data collection method will be determined by the problem being solved and the type of data required. To gain a complete understanding of the problem, it is critical to use multiple data collection methods.

Tools for Data Analysis and Visualization

Once the data has been collected, it must be analysed and visualised in order to gain insights into the problem. This process can be aided by the following tools:

Excel Spreadsheets
Flow diagrams
Pareto diagrams
Scatter Plots
Control diagrams

These tools can assist in organising data and making it easier to understand. They can also be used to generate visual representations of data, such as graphs and charts, to communicate the findings to others.

Finally, the data collection and analysis step is an important part of the A3 Problem Solving process. Organizations can gain a better understanding of the problem and develop effective solutions by collecting and analysing relevant data.

Step 3: Identify Root Causes

Identifying the root causes of the problem is the third step in the A3 Problem Solving process. This step is critical because it assists organisations in understanding the root causes of a problem rather than just its symptoms. Once the underlying cause of the problem is identified, it can be addressed more effectively, leading to more long-term solutions.

Overview of the Root Cause Analysis Process

The process of determining the underlying causes of a problem is known as root cause analysis. This process can assist organisations in determining why a problem is occurring and what can be done to prevent it from recurring in the future. The goal of root cause analysis is to identify the underlying cause of a problem rather than just its symptoms, allowing it to be addressed more effectively.

To understand Root cause analysis in more detail check out RCA in our Lean Six Sigma Yellow Belt Course Root Cause Analysis section

Techniques for Identifying Root Causes

There are several techniques for determining the root causes of a problem, including:

Brainstorming
Ishikawa diagrams (also known as fishbone diagrams)
Root Cause Tree Analysis

These methods can be used to investigate the issue in-depth and identify potential root causes. Organizations can gain a deeper understanding of the problem and identify the underlying causes that must be addressed by using these techniques.

Best Practices for Conducting Root Cause Analysis

It is critical to follow these best practices when conducting root cause analysis in A3 Problem Solving:

Make certain that all stakeholders participate in the root cause analysis process.
Concentrate on determining the root cause of the problem rather than just its symptoms.
Take into account all potential root causes, not just the most obvious ones.
To identify root causes, use a systematic approach, such as the 5 Whys or root cause tree analysis.

Organizations can ensure that root cause analysis is carried out effectively and that the root cause of the problem is identified by adhering to these best practises. This will aid in the development of appropriate solutions and the effective resolution of the problem.

Step 4: Develop Solutions

Developing solutions is the fourth step in the A3 Problem Solving process. This entails generating ideas and options for dealing with the problem, followed by selecting the best solution. The goal is to develop a solution that addresses the root cause of the problem and prevents it from recurring.

Solution Development in A3 Problem Solving

A3 solution development Problem solving is an iterative process in which options are generated and evaluated. The data gathered in the previous steps, as well as the insights and understanding gained from the root cause analysis, guide this process. The solution should be based on a thorough understanding of the problem and address the underlying cause.

Techniques for Developing Solutions

There are several techniques that can be used to develop solutions in A3 Problem Solving, including:

Brainwriting
Solution matrix
Multi voting
Force field analysis

These techniques can help to generate a range of options and to select the best solution.

Best Practice for Developing Solutions

It is critical to follow the following best practices when developing solutions in A3 Problem Solving:

Participate in the solution development process with all stakeholders.
Make certain that the solution addresses the underlying cause of the problem.
Make certain that the solution is feasible and achievable.
Consider the solution’s impact on the organisation and its stakeholders.

Organizations can ensure that the solutions they develop are effective and sustainable by adhering to these best practises. This will help to ensure that the problem is addressed effectively and that it does not reoccur.

Step 5: Implement Solutions

The final and most important step in the A3 Problem Solving methodology is solution implementation. This is the stage at which the identified and developed solutions are put into action to address the problem. This step’s goal is to ensure that the solutions are effective, efficient, and long-lasting.

The implementation Process

The implementation process entails putting the solutions developed in the previous step into action. This could include changes to processes, procedures, and systems, as well as employee training and education. To ensure that the solutions are effective, the implementation process should be well-planned and meticulously executed.

Techniques for Implementing Solutions

A3 Problem Solving solutions can be implemented using a variety of techniques, including:

Piloting the solution on a small scale before broadening its application
Participating in the implementation process with all relevant stakeholders
ensuring that the solution is in line with the goals and objectives of the organisation
Monitoring the solution to determine its effectiveness and make any necessary changes

Best Practice for Implementing Solutions

It is critical to follow these best practices when implementing solutions in A3 Problem Solving:

Make certain that all relevant stakeholders are involved and supportive of the solution. Have a clear implementation plan that outlines the steps, timeline, and resources required. Continuously monitor and evaluate the solution to determine its efficacy and make any necessary changes. Encourage all stakeholders to communicate and collaborate openly. Organizations can ensure that solutions are effectively implemented and problems are effectively addressed by adhering to these best practices. The ultimate goal is to find a long-term solution to the problem and improve the organization’s overall performance.

In conclusion, A3 Problem Solving is a comprehensive and structured methodology for problem-solving that can be applied in various industries and organisations. The A3 Problem Solving process’s five steps – Define the Problem, Gather Data, Identify Root Causes, Develop Solutions, and Implement Solutions – provide a road map for effectively addressing problems and making long-term improvements.

Organizations can improve their problem-solving skills and achieve better results by following the key principles, techniques, and best practices outlined in this guide. As a result, both the organisation and its stakeholders will benefit from increased efficiency, effectiveness, and satisfaction. So, whether you’re an experienced problem solver or just getting started, consider incorporating the A3 Problem Solving methodology into your work and start reaping the benefits right away.

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

SWIFT or FMEA: A Comparison for Risk Assessment in CI

The importance of rca in quality improvement, free lean six sigma templates.

Improve your Lean Six Sigma projects with our free templates. They're designed to make implementation and management easier, helping you achieve better results.

5S Floor Marking Best Practices

In lean manufacturing, the 5S System is a foundational tool, involving the steps: Sort, Set…

How to Measure the ROI of Continuous Improvement Initiatives

When it comes to business, knowing the value you’re getting for your money is crucial,…

8D Problem-Solving: Common Mistakes to Avoid

In today’s competitive business landscape, effective problem-solving is the cornerstone of organizational success. The 8D…

The Evolution of 8D Problem-Solving: From Basics to Excellence

In a world where efficiency and effectiveness are more than just buzzwords, the need for…

8D: Tools and Techniques

Are you grappling with recurring problems in your organization and searching for a structured way…

How to Select the Right Lean Six Sigma Projects: A Comprehensive Guide

Going on a Lean Six Sigma journey is an invigorating experience filled with opportunities for…

Consultancy
Online Courses

Lean , Lean Culture , Lean Training , Lean Wiki , Tools

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.

GB MASTERCLASS COURSE

Get access to our free gb mastercourse classes, free course previews, fundamentals of lean.

Ready to start your journey into the world of Lean with this free course?

FREE COURSE

Lean Thinking

A Lean focused continious improvement certification course

LSS Yellow Belt

Propel your career forward, tackle complex problems and drive change

LEAN SIX SIGMA GREEN BELT

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.

Corporate Training
Courses for Individuals

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.

100% Free Fundamentals of Lean COURSE

Take our free course.

JOIN FOR FREE

Join our Lean Six Sigma Yellow Belt Certification Course

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.

Our Newsletter

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.

Our Training Courses

Lean Six Sigma White Belt Course
Lean Thinking Business Course
Lean Six Sigma Yellow Belt Course
Lean Six Sigma Green Belt Course
Lean Six Sigma Black Belt Course

Yellow Belt Course

View all courses, recent articles, 5 essential problem-solving strategies every business leader should know, unveiling the secrets of blue ocean strategy for business growth, the difference between strategy and strategic execution, small steps, big gains: the case for incremental improvement, maximising efficiency and profitability: exploring the benefits of lean consultancy, empowering leaders: the imperative for problem-solving training, view all articles, green belt course, other articles, poka yoke: the lean concept of mistake proofing, what are some of the benefits of using benchmarking in lean six sigma, data distributions explained | what are the different types of distribution, 90-day facility management turnaround with 27% lift in performance, unlocking the power of the balanced scorecard: maximizing efficiency and driving growth, how “timwoods” and the 8 wastes of lean drive efficiencies in business process, what makes the best lean six sigma certification program, what are the benefits of cpd for lean certifications, facilitation skills for project managers: learning to lead change management, the assessment criteria for solutions, what is the difference between lean & six sigma, principle 4: create balance | heijunka | principles of lean.

| lean , lean thinking , problem solving , toolkit , tools

Dpmo: defects per million opportunities explained, using the probability plot | probability distribution tool, the analysis of variance (anova) explained, what is a priortisation matrix, a comprehensive guide to integrating hoshin kanri into strategic planning, lean six sigma online courses.

Lean Accelerator Progam

A Lean Six Sigma Green Belt Masterclass

LSS Green Belt

The ultimate fast-track for future leadership

LSS Black Belt

Become an expert in change management and complex problem-solving.

Subscribe to Newsletter

Keep up to date to the latest insights, courses, training, webinars and more. Join our newsletter today.

Lean Accelerator Program

Discover the power of problem-solving, 15 min per day | 3-months | only €999 | learn from experts.

This page uses JavaScript. Please make sure that JavaScript is enabled in your browser.

kanban library
pricing & sign up

Thank you! We have sent you an email with details about your accounts.

Kanban Guide
Introduction
History of Kanban
Agile Framework
Kanban Fundamentals
⬞ Visualize the Workflow
⬞ Limit Work in Progress
⬞ Manage Flow
⬞ Make Policies Explicit
⬞ Improve Continuously
Kanban Elements
⬞ Kanban Method
⬞ Kanban Card
⬞ Kanban Board
⬞ Kanban Software
⬞ Personal Kanban
⬞ Manufacturing
⬞ Business Management
⬞ Bottlenecks
Lean Thinking
⬞ Lean & Kanban
⬞ Just-In-Time (JIT)
⬞ Lean Manufacturing
⬞ Theory of Constraints (TOC)
⬞ Water Spider
⬞ Hoshin Kanri
⬞ Toyota Kata
⬞ Lean Project Management
⬞ Lean Accounting
Lean Methodology
⬞ 5S in Lean
⬞ Six Sigma
⬞ Gemba Walk
⬞ Poka-Yoke
⬞ The 5 Whys
⬞ Flowcharts
⬞ Fishbone Diagram
⬞ A3 Problem Solving
⬞ SIPOC (COPIS)
⬞ Design of Experiments
Lean Metrics
⬞ Cumulative Flow
⬞ Cycle Time
⬞ Lead Time
⬞ Process Throughput
⬞ Root Cause Analysis
⬞ Takt Time
Kanban Use Cases

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.

Did you know?

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

Did you like this article?

Anything to change or improve - let us know.

What is A3?

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

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

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

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

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

What is A3 thinking?

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

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

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

How does the A3 problem-solving method work?

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

STEP 1 ― Identify the problem

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

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

STEP 2 ― Gather information

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

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

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

STEP 3 ― Develop a plan

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

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

STEP 4 ― Implement the plan

Time to put your plan into action!

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

STEP 5 ― Evaluate your results

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

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

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

Advantages of the A3 problem-solving method

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

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

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

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

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

How to use an A3 template successfully

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

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

An A3 template typically includes the following sections:

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

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

mlean ® and the A3 problem-solving method

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

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

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

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

Book a free demo and see for yourself!

Alba Rodriguez

Industry Trends (29)
mlean news (21)
Product (2)
Standardization (4)
Strategy (5)

The benefits of digital transformation for factories

Factories and the environment: How to make it work

The link between continuous improvement and worker satisfaction

Connect with us

on social media

with any questions

Book a demo

Duis aute irure dolor in reprehenderit in voluptate.

Privacy Overview
Strictly Necessary Cookies
3rd Party Cookies
Cookie Policy

This website uses cookies so that we can provide you with the best user experience possible. Cookie information is stored in your browser and performs functions such as recognising you when you return to our website and helping our team to understand which sections of the website you find most interesting and useful.

Strictly Necessary Cookie should be enabled at all times so that we can save your preferences for cookie settings.

This website uses Google Analytics to collect anonymous information such as the number of visitors to the site, and the most popular pages.

Keeping this cookie enabled helps us to improve our website.

Please enable Strictly Necessary Cookies first so that we can save your preferences!

More information about our Cookie Policy

Continuous Improvement Toolkit

Effective Tools for Business and Life!

A3 Thinking: A Structured Approach to Problem Solving

5 MINUTES READ

Also known as A3 Problem Solving.

Variants include 8D and CAPA.

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

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

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

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

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

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

A3 Seven Stages Model

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

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

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

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

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

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

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

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

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

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

Wrapping Up

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

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

Other Formats

Do you want to use the slides in your training courses?

A3 Thinking Training Material – $18.85

Project Charter

Gantt Chart

Related Templates

A3 Problem Solving

Written by:

CIToolkit Content Team

MY LCI Login
LCI Design & LCI Engineering Design Award
Our Mission & Vision
Our Strengths
History of LCI
How We Serve
Board of Directors
LCI Congress 2024
Lean in Design Forum 2024
Respect For People
Communities
New to Lean
Learn by Pathway
For Designers
For Constructors
Field Crew Huddle
Assessments
Classroom Learning
Instructor Program
LCI Publications
Learning Videos
Partner Programs
Simulations
Certification FAQs
Certification Practice Quiz
Designation Directory

Lean Construction
Lean Design
Lean Project Delivery
What is Lean?
Founder’s White Papers
Lean Construction Journal
LCI Research
Newsletter Archives
Past Event Presentations
Blog & Buzz
Lean Consultant Members
Member Directory

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.

a3 infographic showing it is a problem solving process

The First Step to A3 Thinking

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

Questions to Facilitate the Process

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

State plan to check and adjust using the PDCA cycle.

More on the PDCA Cycle

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

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

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

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

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

A3 Reports for Solutions

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

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

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

Current State

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

Future State or Goal

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

Analyze the situation and underlying cause.

Recommendation

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

Create a follow-up/review process.

A3 Examples

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

A3 Template

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

A3 Training

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

Lean Assessments

How strong is your Lean knowledge? Take a Lean assessment to determine your current state so you have a baseline for improvement. Lean assessments are available for individuals, teams, and organizations alike. Whether you’re new to Lean or are an experienced Lean practitioner, Lean assessments are a great way to get started at LCI!

William R. (Bill) Seed, Executive Editor

Executive Editors: Kristin Hill, Katherine Copeland and Christian Pikel

Embrace Change, Achieve Transformation

All Access: Change Management For Business Transformation will feature case studies from organizations that have successfully implemented change management to drive business growth. The content series will provide you with the knowledge, tools, and resources you need to successfully implement change management in your organization and achieve your business goals. Register now and get access to this free PEX Network webinar series.

Upcoming Events

Australasian shared services & outsourcing week.

14th – 16th May 2024 Pullman Albert Park, VIC

Data fabric as the foundation for building digital solutions

16 May, 2024 Online

Preventing financial and reputational risk with process intelligence

23 May, 2024 Online

Using AI to improve master data processes

30 May, 2024 Online

The power of a process repository in building a digital twin

06 June, 2024 Online

All Access: Intelligent Automation 2024

June 18 - 19, 2024 Free PEX Network Webinar Series

Subscribe to our Free Newsletter

Insights from the world’s foremost thought leaders delivered to your inbox.

Latest Webinars

2024-06-06 11:00 AM - 12:00 PM EDT

2024-05-30 11:00 AM - 12:00 PM EDT

2024-05-23 11:00 AM - 12:00 PM EDT

FIND CONTENT BY TYPE

White Papers
Press Releases

ADVERTISE WITH US

Reach Process Excellence professionals through cost-effective marketing opportunities to deliver your message, position yourself as a thought leader, and introduce new products, techniques and strategies to the market.

JOIN THE Process Excellence Network COMMUNITY

Join Process Excellence Network today and interact with a vibrant network of professionals, keeping up to date with the industry by accessing our wealth of articles, videos, live conferences and more.

Process Excellence Network, a division of IQPC

Careers With IQPC | Contact Us | About Us | Cookie Policy

Become a Member today!

PLEASE ENTER YOUR EMAIL TO JOIN FOR FREE

Already an IQPC Community Member? Sign in Here or Forgot Password Sign up now and get FREE access to our extensive library of reports, infographics, whitepapers, webinars and online events from the world’s foremost thought leaders.

We respect your privacy, by clicking 'Subscribe' you will receive our e-newsletter, including information on Podcasts, Webinars, event discounts, online learning opportunities and agree to our User Agreement. You have the right to object. For further information on how we process and monitor your personal data click here . You can unsubscribe at any time.

Learn center
Project management

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

Georgina Guthrie

February 21, 2020

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

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

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

What is the A3 technique?

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

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

How to solve a problem with A3

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

There are three main roles involved:

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

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

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

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

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

How to create an A3 report

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

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

Final thoughts

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

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

Solve problems like a pro with Root Cause Corrective Action

Lean to Six Sigma: process improvement methodologies explained

Subscribe to our newsletter.

Learn with Nulab to bring your best ideas to life

IMAGES

Mastering the A3 Problem Solving Process: A Step by Step Guide
What is A3 Problem Solving tool ?
A3 Problem Solving Template
A3
A3 Problem Solving Board, 48" x 48"
Three Steps To Applying The A3 Problem Solving Methodology

VIDEO

A3 Thinking and Problem Solving- Planning Phase (Left Side)
Module 3 Session 3 Activity 6
Lean Problem Solving: Toyota A3 Problem Solving Process (What is an A3?)
Lean Coach: Problem Solving Coaching / Avoiding Jumping to Solutions
Security Guard Problem Solving Strategies and Solutions
A3 Problem Solving explained in Tamil/தமிழ்

COMMENTS

A Step-by-Step Guide to A3 Problem Solving Methodology
A3 Problem Solving is a structured and systematic approach to problem-solving that makes use of a one-page document called an A3 report to visually represent the process. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner.
A3 Problem-Solving
This process of solving problems while creating better employees—A3 analysis—is core to the Toyota management system. An A3 report guides the dialogue and analysis. It identifies the current situation, the nature of the issue, the range of possible counter- measures, the best countermeasure, the means (who will do what when) to put it into ...
How to Start the A3 Problem-Solving Process
When starting an A3 problem-solving initiative, you should consider the blank A3 merely as a guide leading you through the problem-solving process, one "box," or step, at a time. But at each stage, you must first think about and investigate the problem situation and only then record your thinking. However, do not expect to complete the ...
A Deep Dive into the A3 Problem-Solving Approach
The A3 problem-solving approach is a powerful tool used to identify, analyse and solve issues. This comprehensive guide dives deep into the methodology, outlining the A3 problem-solving template and how to use it to unlock improvements and gain deeper insights into various situations. ... By breaking down the problem-solving process into these ...
A3 Process and Problem Solving
The A3 process is a problem solving tool Toyota developed to foster learning, collaboration, and personal growth in employees. The term "A3" is derived from the particular size of paper used to outline ideas, plans, and goals throughout the A3 process (A3 paper is also known as 11" x 17" or B-sized paper). Toyota uses A3 reports for ...
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 ...
A3 problem solving
A3 problem solving is a structured problem-solving and continuous-improvement approach, first employed at Toyota and typically used by lean manufacturing practitioners. ... Managing to learn: using the A3 management process to solve problems, gain agreement, mentor and lead. Cambridge, MA: Lean Enterprise Institute.
A3 Thinking in Action: A Step-by-Step Guide to Effective Problem Solving
The A3 problem-solving process offers several benefits to organizations: Structured Approach: A3 thinking provides a structured and systematic approach to problem-solving, guiding teams through a ...
How to A3: Resources for Developing Structured Problem-Solving and
"Writing an A3 is the first step toward learning to use the A3 process, toward learning to learn. Some benefits in improved problem-solving, decision-making, and communications ability can be expected when individual A3 authors adopt this approach." All well and good.
A3 Problem-Solving: Thinking & Templates
We already stated that the A3 method is a problem-solving method, so let us dig deeper. A3 refers to the size of the paper you'd normally use to document this problem-solving process. A3 paper is bigger than your regular A4, measuring roughly 30 by 42 cm in case you were wondering —or if you're a fan of the imperial system, 11 by 17 ...
Lean Six Sigma A3
WHAT IS A3? On a literal level, A3 refers to a ledger size (11×17) piece of paper. But in the Lean Six Sigma world, it is a tool to help see the thinking behind the problem-solving. Don't mistake A3s as a document to be completed after the problem is solved. It's important to use the A3 while working through the problem.
PDF 16.660 Lecture 3-4: A3 Thinking
A3 Thinking. The thought process used is paramount to the tool (A3 Report) It is a. collaborative. It promotes: problem-solving method. • Logical, objective (data-driven) thinking. • Results and process. • Synthesis, distillation, and visualization.
What is A3 Problem Solving?
The A3 approach offers clear benefits that transcend conventional problem-solving methods. This method: Implements strategic plans leading to increased customer satisfaction. A3 Problem Solving proves particularly beneficial for managers and leaders, serving as an instrument to mentor others in problem-solving and to drive strategic initiatives.
A3 Thinking: A Structured Approach to Problem Solving
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.
A3: Thinking, Reports & Templates
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 ...
The Seven A3 Problem Solving Steps in Detail
Using a very simple approach, A3 problem solving is composed of the following seven steps shown below. Step 1: Background. In this step, you make the business case for selecting a particular problem for resolution. Upon your selection, clearly state how the problem impacts the strategic business objectives around customers, process, financials ...
What Is A3 Problem-Solving? (Plus Roles and Examples)
A3 problem-solving is a solution-searching approach that involves addressing each aspect of an issue and writing it down. The method involves one sheet of paper, with sections that address each part of the problem, including ways that employees might resolve the issue. Employees can use A3 problem-solving to process a proposal, report on ...
Why A3 Thinking is the Ideal Problem-Solving Method
How A3 Thinking helps you overcome the most challenging yet vital part of problem-solving, according to Lean Coach David Verble. It is human nature to see or hear about something we call a "problem" and think right past the situation to a solution. Jumping to conclusions causes us to miss critical information that we need to pinpoint the ...
PDF 6 Step Problem Solving Using the A3 as a Guide
6 Step Problem Solving Process - The "Thinking" Behind the A3 9 . 1. Identify the Problem 2. Set a Target 3. Analyze Causes 4. Propose Countermeasures 5. Check/Evaluate 6. Act/Standardize ... 6 Step Problem Solving Process - A3 Example . 10 . 11. In the Lean Operating System, we achieve .
How to use Toyota's legendary A3 problem-solving technique
The A3 technique is a structured way to solve problems. It's part of the Lean methodology, developed by Toyota back in the mid-'40s. This doesn't mean you need to implement a Lean way of working to take advantage of this process — it can work as a standalone exercise. Granted, A3 isn't an inspiring name, but the story of its origins ...
PDF Quick Guide to A3 Problem Solving
same problem or same type of problem again and again, and operational performance does not improve. The A3 Process helps people engage in collaborative, in-depth problem-solving. It drives problem-solvers to address the root causes of problems which surface in day-to-day work routines. The A3 Process can be used for almost any situation, and our
PDF A3 problem solving
An Example Problem Solving A3. How important is the A3 template vs. the thinking behind the template? Look at the Problem Solving Flowchart 8 Step Problem Solving ... Creating frequent problem solving loops between coaches and process owners A3 Thinking at the Gemba 17 Coaches engaging people in A3 Thinking • Always start by walking a mile in ...

Table of Contents

Origin and History of A3 Problem Solving

Key Principles of A3 Problem Solving

Step 1: Define the Problem

Techniques for Defining the Problem

Best Practice for Defining the Problem

Step 2: Gather Data

Data Collection Methods

Tools for Data Analysis and Visualization

Step 3: Identify Root Causes

Overview of the Root Cause Analysis Process

Techniques for Identifying Root Causes

Best Practices for Conducting Root Cause Analysis

Step 4: Develop Solutions

Solution Development in A3 Problem Solving

Techniques for Developing Solutions

Best Practice for Developing Solutions

Step 5: Implement Solutions

The implementation Process

Techniques for Implementing Solutions

Best Practice for Implementing Solutions

Daniel Croft

SWIFT or FMEA: A Comparison for Risk Assessment in CI

5S Floor Marking Best Practices

How to Measure the ROI of Continuous Improvement Initiatives

8D Problem-Solving: Common Mistakes to Avoid

The Evolution of 8D Problem-Solving: From Basics to Excellence

8D: Tools and Techniques

How to Select the Right Lean Six Sigma Projects: A Comprehensive Guide

A Deep Dive into the A3 Problem-Solving Approach

Understanding the A3 Approach

How to Implement the A3 Process in Your Organisation

1. Identify the problem:

2. Establish the context and background:

GB MASTERCLASS COURSE

Lean Thinking

LSS Yellow Belt

LEAN SIX SIGMA GREEN BELT

4. Investigate root causes:

5. Countermeasures:

6. Evaluate the results:

7. Standardise and share:

Training the team on A3

100% Free Fundamentals of Lean COURSE

Join our Lean Six Sigma Yellow Belt Certification Course

Final Thoughts

Our Newsletter

Our Training Courses

Yellow Belt Course

Related Articles

Lean Accelerator Progam

LSS Green Belt

LSS Black Belt

Subscribe to Newsletter

Lean Accelerator Program

What is A3 Problem Solving?

Why use the A3 approach to solving problems?

The benefits of using A3 thinking are:

How to create an A3 report?

Step 1: The title

Step 2: Background

Step 3: Current condition

Step 4: Goal

Step 5: The root cause

Step 6: Countermeasures

Step 7: Effect confirmation

Step 8: Follow up actions

Did you know?

Did you like this article?

Further reading

What is A3?

What is A3 thinking?

How does the A3 problem-solving method work?

STEP 1 ― Identify the problem

STEP 2 ― Gather information

STEP 3 ― Develop a plan

STEP 4 ― Implement the plan

STEP 5 ― Evaluate your results

Advantages of the A3 problem-solving method

How to use an A3 template successfully