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A3: Thinking, Reports, Examples & Templates

A3 thinking.

An Introduction to A3

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

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

What is A3?

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

The History

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

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

Who Uses A3 Strategies?

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

Design & Construction
Manufacturing
Project Management
Engineering & Architecture
Service Industries

LCI’s Meaning of A3

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

A3 Reporting

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

Understanding A3 Thinking

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

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

Problem Solving: An A3 Process

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

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

"Resolving issues using the A3 methodology should involve lots of asking, listening, and communicating throughout the process to ensure you are getting the knowledge, thinking, concurrence, and support of others who have a stake in the situation."

Download your free PDF:

How to Use the A3 Process to Lead, Manage, Mentor, and Solve Problems

LEI's Learning Portal

Developing structured problem-solving and leadership skills using a3 thinking: managing to learn remotely.

Join us for a seven-week learning experience and learn how to use the A3 methodology to solve important business problems. Optional one-on-one coaching package also available.

Today's unprecedented challenges require superior problem-solving skills not only from you as a leader but everyone you manage. 

Learning objectives.

What makes the A3 problem-solving approach so powerful is that it is a complete process -- a way of thinking, leading, communicating, learning, getting things done, and developing an entire organization of problem solvers.

Select, define, clarify and investigate a real problem from work.

Clarify problem situations and define problems as gaps in performance.

Visualize work processes and focus on the problems in work methods that are affecting performance.

Investigate and confirm underlying causes and analyze barriers to improvement.

Identify, evaluate and lead in the selection of countermeasures.

Lead planning for implementation of countermeasures and follow-up to resolve problems in execution and reflect for organizational learning

The A3 format puts the problem, analysis, corrective actions, and an action plan on a single sheet of large (A3) paper, often with the use of graphics.

What's Included?

14 hours of live, online interaction
Feedback from facilitators and peers
Assignments between live sessions to begin applying the lessons and complete your A3
Opportunities to practice discrete skills with live feedback

A3 Plan for Errors Delivering to a bakery

Cohort beginning September 17

12:00 PM - 2:00 PM ET

Session 1: September 17
Session 2: October 1
Session 3: October 15
Session 4: October 29
Session 5: November 12
Session 6: December 3
Session 7: December 17

Optional One-on-One Coaching Sessions

Achieve an even deeper level of learning by taking personal coaching sessions with instructor David Verble, who has 30 years of experience teaching and coaching the A3 management process to leaders and managers.

completion of the problem situation/current situation section;
completion of the analysis section and whole left side;
creation of recommended countermeasures and an implementation plan at the start of the right side.

Personal coaching gives you individual "just-in-time" assistance on your challenges in a private, completely safe online space to share and ask questions.

Schedule Overview

The seven sessions are hosted over 14 weeks, with one to two hours of assignments in between and optional individual coaching sessions available for an additional $499.

Who Should Attend

Managers, supervisors or executives who want to develop the structured problem-solving, hypothesis-testing, and fact-based, decision-making skills of teams
Continuous improvement or change management professionals involved in leading major change improvement initiatives
HR professionals who wish to develop a curriculum and teach introduce structured problem solving and fact-based decision-making skills within their organization

Group Discounts

Engage your whole team with our group discounts.

Technology Used

Please click here to run through our technology check before registering for this course.

Communication Channel: A ll our documents and assignments will be hosted on a browser-based platform. By logging onto our e-learning website you will be able to view all related materials, announcements, and zoom links.
Zoom : W e will host our live meetings on zoom. You will receive an invitation with the meeting link.

Cancelation Policy

You can cancel your registration for online/live-streaming workshops 2 weeks prior to the start date of the course for a full refund. A cancellation occurring within 2 weeks of the workshop dates will be subject to a $350 cancellation fee. Once you have attended a workshop session, you cannot cancel your registration. To cancel please call LEI at (617) 871-2900 or email [email protected] .

Instructor(s)

LEI Faculty David Verble

Karen Gaudet

Interested in bringing this workshop to your company.

LEI will teach any of our workshops or develop a customized program to build capability in your team.

Whether you need coaching to develop organizational leadership effectiveness, frontline management proficiency, work team or business-unit process improvement capability, or to achieve an organization-wide transformation, LEI can customize a learning plan to meet your needs. Talk with a Coach to learn more »

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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.

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A Deep Dive into the A3 Problem-Solving Approach

11 mins to read
June 20, 2023
By Reagan Pannell

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

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

Understanding the A3 Approach

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

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

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

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

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

How to Implement the A3 Process in Your Organisation

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

1. Identify the problem:

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

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

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

2. Establish the context and background:

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

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

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

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

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

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

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

4. Investigate root causes:

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

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

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

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

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

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

5. Countermeasures:

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

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

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

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

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

6. Evaluate the results:

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

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

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

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

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

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

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

7. Standardise and share:

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

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

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

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

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

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

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

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Training the team on A3

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

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

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

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

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

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

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

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

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

Final Thoughts

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

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

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Introduction to A3 Problem Solving

Introduction to a3 problem solving, a3 problem solving is a systematic approach to identifying, analysing, and solving complex problems, that enables individuals and teams to make data-driven decisions., designed to equip you with the essential skills and techniques of a3 problem solving, this course will enhance collaboration, foster innovation, and drive efficiency within your organization., what makes our program unique.

Select courses are certified by The Graduate School of Business making it all that more impressive on your CV.
As a member of the Lean Global Network, our training is informed by the world’s leading Lean thinkers – so you know your learning will be at the cutting edge of Lean thinking globally.
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"good, practical training on how to use the a3 and what a3 really is".

Who should attend
What will the training cover?

Course Structure

Facilitators, who should attend.

Managers and supervisors responsible for problem-solving initiatives
Team leaders and members involved in process improvement activities
Individuals seeking to enhance their problem-solving and decision-making skills
Professionals interested in adopting the A3 problem-solving methodology
Anyone interested in driving continuous improvement and organizational excellence

What Will The Training Cover?

Introduction to A3 problem solving: Understand the background, principles, and benefits of the A3 methodology.
Learn how to effectively define, analyze, and solve problems using the A3 thinking process
Develop skills in critical thinking and solution implementation
Gain skills in problem identification, root cause analysis, and data collection techniques.
Explore various problem-solving techniques and develop effective countermeasures.
Learn strategies for implementing solutions, monitoring progress, and sustaining improvements.
Learn how to apply the A3 problem-solving approach to drive continuous improvement and organizational success
Discover how to Prompt a deeper understanding of the problem by asking effective questions, and how the A3 can be used in coaching and staff development
As you progress through the course, you’ll apply the A3 problem solving methodology to real problems in your organization. This hands-on approach allows you to experience the impact of A3 problem solving firsthand, creating immediate value for your team and organization.

We believe in the power of interactive learning. Through engaging activities, group discussions, and working with your own A3, you’ll actively participate in the training, applying A3 problem solving techniques to real-life scenarios. This dynamic approach ensures that you not only grasp the concepts but also develop the skills needed to implement them in your work environment. The course is available face to face at the UCT Graduate school of Business, Cape Town or Online via the teams platform.

Samantha Allen

Samantha Allen has extensive experience in a variety of industries within both the public and private sectors.

She has led the design and implementation of effective Lean programs in both the UK and SA, that ensure institutionalization of process improvement and Organizational change. Samantha has a passion for training and skills development and holds a Lean Six Sigma Black Belt and is a Prince 2 Project Practitioner.

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Tshepo Thobejane has implemented Lean Thinking and Practice to achieve operational improvement through the use of process improvement methods throughout his career as an Industrial Engineer.

He has work in a diverse range of industry sectors includes – manufacturing, management consulting, logistics, supply chain, banking and public healthcare. He is convinced that Lean Thinking can be a lifestyle and is applicable absolutely everywhere.

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A3 Problem Solving | A3 Root Cause Analysis

Problems are inevitable, no matter how hard we plan and what precautions we take, they will eventually creep up and bite us. Rushing in and trying to fix the problems quickly, however, rarely seems to truly make these problems go away. Often, they come back time after time. The reason for this is that we fail to use a methodical approach to identify the true root causes of the problems and fail to put in a robust fix that will prevent the problem reoccurring.

A3 problem solving is one easy way to put in place a process that will help you to solve problems permanently as well as making improvements to your processes.

What is A3 Problem Solving

As with many things from Toyota, A3 problem solving attempts to make things as simple and as visual as possible. A3 refers to the paper size used for the reporting and all the process is contained within the confines of this single sheet of 11” by 17” paper. Some suggest that the reason for the single piece of paper is down to the rumored refusal of Taiichi Ohno to read any more than a single page of any report.

There is nothing magical or revolutionary about the process either. It simply follows the Deming’s Plan-Do-Check-Act Cycle or PDCA. It is also very similar to other processes and layouts that other companies have used over the years such as Ford’s 8D process for problem solving.

The effectiveness of the form however lays more in the attitude of the teams implementing the A3 process than the form itself. Problems are opportunities to improve what you are doing and should never simply be seen as just a “problem”.

A3 problem solving sheets are not going to be a magic wand that you can wave over your problems to solve them. Without a dedicated team to follow the process they are unlikely to help you.

The A3 Problem Solving Process

The A3 root cause analysis process is usually broken down into 7 steps, some break it down into 8 or 9, however the total number of steps and what they are called are not important as long as you follow the idea behind them. The steps follow the PDCA process and take you through a logical step by step route to clearly identify:

What is the problem
Why we need to fix it
What is the actual root cause
How we will contain the problem in the short term
Plan how we fix the root cause
Confirmation that the countermeasures fix the issue
Changes to standardized work to fix the issue permanently
Share any changes within the company

Often these steps are broken down under the following headings on the A3 worksheet:

Current Situation

Targets or Goals

Root Cause Analysis

Countermeasures.

Implementation Plan

This is what should be considered and detailed within each section:

What is the actual issue that you are looking to correct?
How does it impact the business objectives? Why do we need to fix it?

It is always best to take your team to where the problem is occurring to see the problem firsthand. Talking about something in a remote location is never going to be as effective as actually observing at the Gemba (Workplace).

The team should carefully detail the problem. This should cover all relevant information such as how often something happens, when, where, etc. Depending on the complexity of the issue it may be necessary to collect data in the form of graphs and control charts or to conduct process mapping exercises to understand what is happening.

Targets / Goals

What does the team see as the ideal solution to the problem? What are we going to achieve? Your objectives should be clearly stated, and a time frame agreed so that all can agree on what you hope to do through your team.

There are of course many ways that you can arrive at the root cause of your problems depending on the complexity of the problem that you face. The right quality improvement tools should be selected and used from Pareto charts to fishbone diagrams or the 5 whys.

Ensure that your A3 root cause analysis comes up with agreed reasons for your problems. Remember, that there are often multiple causes that may need to be fixed.

Once you have your root cause(s) identified you can get to work to brainstorm the changes that you need to make to fix the problems. Remember that all fixes should aim to achieve the goals that you have identified earlier in the process.

Action Plan

This is your plan of action to fix the problem that you have identified. This plan should be detailed and include what is to be done, who is responsible, and of course when it will be done by. You should also consider the expected outcome from each action so that you will have a clear idea of whether the action has had any effect on your issue.

Once the plan has been detailed it should be implemented effectively by the team.

Too often teams will stop at the plan implementation stage. They make the changes that they have suggested and then fail to check if those actions have been effective. You must verify the effectiveness of your actions to confirm that they have fixed the root causes that you have identified. Otherwise the problems could easily return.

If the changes have not managed to fix the problem, then the process needs to be revisited. The team needs to work through the cycle once again to see what they have missed and to make alternative plans to fix the problems.

Changes should be made permanent if they are found to be effective through changes to standardized work and other procedural documentation.

Teams should also share what they have learned and implemented within the company. Often there is the opportunity to mirror the changes made to prevent issues occurring in other parts of your business.

Why Use A3 Reporting

The A3 reporting format does not have to limited to simply problem solving. Toyota use it for a number of things such as status reports, improvement suggestions and proposals. Other companies have developed similar reports for things such as coaching. Your imagination and business needs are your only limitation.

The A3 lean process is highly flexible and provides you with a highly visible way to communicate everything from your problem solving to continuous improvement initiatives. Used well with trained and dedicated teams it can really make a huge difference to your company.

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A3 Problem Solving

What is a3 problem solving.

A3 is a technique that applies “Lean thinking” to problem solving. One of the most compelling aspects of A3 Problem Solving is the concise, one-page report that is a key outcome from using the technique (to impress your friends the next time you play trivia, fitting this report on a single page is a primary reason for this technique being called “A3” – because A3 is a common paper size in Europe, and in others parts of the world).

Another thing that many people find appealing is that the A3 Report itself tends to have a standard format, which makes it easy for the trained eye to find information of interest. By standardizing and making visible a process which can help us identify problems and formulate solutions, organizations can execute to their ideal state.

What is Lean Thinking?

The notion of focusing on activities that create the most value, while eliminating those that create waste, have been hallmarks of Lean thinking for decades. A3 Problem Solving adds the dimension of making the problem-solving process transparent and visible.

To use an analogy, suppose that an organization follows a cumbersome, labor-intensive process to share information about organizational strategy and tactics, and areas for potential improvement. What A3 Problem Solving can help with is moving from the problem to the solution, and depicting that via words, pictures, and diagrams, to help get from the current state to a desired future state. A3 helps illustrate the thought process to get from a problem to a recommendation, rather than just sharing a transcript of the conversation, which tends to be harder to process, and rapidly fades from memory.

What’s the Benefit?

By revealing the thought process via A3, two things tend to happen:

We can reach agreement more quickly about the desired future state; disagreements about recommended actions generally are in fact disagreements about assumptions related to the current reality and target condition. If we can’t make our assumptions visible, then they can’t be discussed.
Making the thinking process visible also opens up coaching options. If someone simply said “we failed to achieve the desired outcome during such-and-such meeting,” it’s difficult for a coach/facilitator to know why, without visibility into the thought process.

A3 is best applied in situations where people are open to exploring multiple problem-solving options. If the problem-solving options are narrow and controlled, then opening up and exploring the thought process and assumptions associated with the problem is less productive. A3 can be used for more tactical problems, such as “how did <issue/error/bug> get introduced error into <application/service>?, to addressing more strategic challenges, such as delving into the reasons behind market share dropping.

A3 has even been used as a continuous improvement mechanism at the individual level. Let’s say an employee made a mistake that resulted in some kind of production outage or other anomaly – A3 can be used to work with them to think through the error and figure out how to fix it. That is, “counseling A3” shifts the emphasis away from blame, process improvement and learning.

A3 can also work well with other techniques, such as Ishikawa (aka “fishbone”) Diagrams.

Who Attends?

Who attends an A3 Problem Solving session depends on the context of the problem space. In general, the following people need to be present:

People who are empowered to make decisions in the problem domain
Subject matter experts on the problem domain
Stakeholders who are impacted by the problem and would benefit from a solution to the problem
Artifacts that provide insight into the problem space, e.g., reports, graphs, charts, diagrams
Information about past attempts to solve the problem

Preparing for Success

To successfully facilitate an A3 Problem Solving session:

The facilitator needs to be very familiar with the technique, including the underlying concepts and the format of A3 Reports
The right mix of people need to be present who not only understand the problem space, but are empowered to do something to solve the problem

A3 is a Method to Capture, Communicate, and Coach

Problem solving is a skill that we tend to take for granted, because we have been practicing it for the entirety of our lives. However, it’s important to recognize that we tend to learn how to solve problems through a process of trial and error, and eventually, we tend to treat any problem solving approach that has worked for us, even if only some of the time, as a form of tacit knowledge—as something we take for granted as being true. A challenge with tacit knowledge, in any form, is we tend to not reexamine it often enough, and indeed, we often apply it without even thinking about it. Thus it becomes difficult to improve if and when we are acting based on a particular set of long-held assumptions.

Admitting to ourselves that we might need to take a fresh approach to problem solving might seem at first like acknowledging that we need to rethink how we brush our teeth, something we’ve been doing for as long as we can remember.

What A3 does is provide a simple construct that helps us question basic assumptions we’re making and leverage the wisdom of our group to first align on what problem we need to solve, ultimately arriving at a set of actionable steps to help us get there. Thus the thought process looks something like this:

What is the problem we’re trying to solve?
What do we need to learn to solve it?
What does “good” (or “good enough”) look like?
What actions will get us there and how will we know we solved it?

A3 Anti-Patterns

The following things should be avoided when using A3 Problem Solving:

Thinking of A3 as a form, rather than as a problem solving tool

Although there is some appeal in having a standard report format, the focus should not be on the form. If we simply view the form as a template, we tend to regress into solving problems in much the same way that we have in the past, and simply pushing those outcomes into the template.

Thinking of A3 as a linear process that has to be followed to the letter

It’s important to be willing to reassess the work as the conversation progresses; for instance, we shouldn’t be afraid of changing our original problem statement as the conversation progresses.

There is the potential to realize significant benefits by agreeing to streamline and simplify the approach we take to problem-solving. Part of the power of A3 is the nature of the output from it—where all of the essential, need-to-know information is shared in a format that is easy to parse and to disseminate to others.

The core of A3 comes down to following a though process that flows through these quadrants:

Problem Statement
Current Condition
Target Condition
Action (Steps, Schedules, Measures)

Quadrant I: Problem Statement

It would be an understatement to say that there is huge potential value in using a problem-solving approach that is reasonably consistent, which is easy for any member of a team to apply in their own context. And, thanks to its flexibility, A3 is essentially a container for our problem-solving efforts, rather than being a prescriptive method. That is, the starting point for A3 is to treat it as a learning tool, and learning process begins with the problem statement.

Consider the potential impact if, because of a slightly different understanding of a problem statement, one or more people go off on different trajectories that reflect their differing understanding of the problem. Even if they are only off by 5 degrees (to use a geometry metaphor), as time goes by, they get further and further apart. Thus it is the problem statement that establishes our trajectory, and it’s important that we all set off in the same direction.

To help us get off to a good start, it is important to write the words down, whether in virtual or physical form, to generate conversation. And, ensure there is willingness to change the problem statement to reflect new information as the conversation continues.

Doing something as simple as checking in with a question such as “do we have the right problem statement?” at various times during the conversation can be a helpful approach.

Quadrant II: Current Reality

It is a reality in just about every organization that there is insufficient understanding of its own current context. Max DePree, the former CEO of Herman Miller Inc., put it this way:

“the first responsibility of a leader is to define current reality.”

As a case in point, we can consider various surveys that we come in contact with. We have a tendency to be overly generous in terms of how we place ourselves and our organization, relative to a baseline. Many of us try hard to find the positive in everything, and that can be helpful in many situations, however, it’s less helpful when it comes to realistically evaluating how we’re doing at any moment in time.

Many organizations embark on one form or another of organizational improvement, without first taking the time to make sure they understand their current state. If we embark on an improvement journey with insufficient insight into where we are now, a couple of things tend to happen:

Repetition of the same mistakes (or at least variations on the same mistakes) – which makes learning and continuous improvement feel both difficult and expensive
Getting rid of some existing practices which may actually be working reasonably well. If understanding is lacking about what’s working, and more importantly, why it’s working, we are likely to slide backwards even with the best of intentions.

Quadrant III: Target Condition

A target condition is, quite simply, what we want to achieve—something that is tangible, which we can describe. It is more than just a statement of a desired result; it informs how we want things to work differently, and how we can see the difference.

If we were writing a target condition for a problem statement that “the lines are too long when people enter our store,” the target condition might be something like “a customer is engaged by an associate within 15 seconds of entering the door.”

Thus the target condition describes what we want to see, feel or experience; it tells us what “good enough” looks like. Many of us prefer visuals, and the target vector, or improvement vector, as shown in Figure 5, helps illustrate the thought process behind articulating a target condition.

To address the problem we are trying to solve, we need to move to a new target position. Once we understand where we want to be, we need to spend time under our target condition. To do that, we need to be able to create and communicate what good would look like. Once we have envisioned what we are heading towards, then and only can we articulate the solution steps.

Quadrant IV: Action

And now we get to where the rubber really meets the road – articulating an action plan. Turning ideas and conversations into crisp, focused action plans is something we all need to be able to do.

Assuming that we have taken the time in the preceding steps to get to the heart of the current reality and target condition, that thought process drives our actions. We can then turn our attention to specific barriers which can potentially stop us from achieving the target condition. If we aren’t clear on the barriers and how to overcome them, any achievement of the target condition will be temporary at best. Consider how many times we might have walked out of a meeting, expecting a certain set of actions based on what we (perceived to be) agreement among those who were present, only to observe that the actions being taken differed from what we were expecting?

A good place from which to ground the conversation regarding the action plan is to start with Who? What? When? That is, ask “Who is going to do what by when?”

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Home > A3 Problem Solving Webinar

A3 Problem Solving Webinar

The Lean Enterprise Academy presents its A3 Problem Solving webinar

23rd March at 3:30 pm UK time – if you can’t make the date then by purchasing a ticket you will gain exclusive access to a live recording of the webinar after the event.

Participants are provided with an overview of our poster teaching method.

You will learn about problem solving in terms of “Purpose”, “Process” and “People.”

Participants will gain an overview of the 8 step methodology and discuss examples of Practical Problem Solving A3s.

Our visual Teach poster will be used to explain how lean organisations like Toyota apply this method sucessfully.

8 step practical problem solving teach poster

Most organisations using lean thinking have a structured method for problem solving. However most tell us that they have challenges with:

Developing problem solving thinking in order to engage all levels of the organisation.
Tying their problem solving to key goals of their organisation.
Understanding the alternative methods available and agreeing which to use so they can be most effective.
Agreeing on the best ways to deploy problem solving.
Using problem solving as part of the overall capability development process.

Our one hour session is packed full of learning & discussion around A3 Problem Solving

Scroll down to the bottom of the page for Full Agenda Details

Our Our event is hosted in Microsoft Teams. This provides a user friendly experience. We will send an invitation link prior to the webinar. From there you can join the session before it commences .

Want to develop your Lean Capability?

Take a look at our Lean Learning Journey platform which contains free and paid learning courses. In addition we also sell the best support material including posters, guides & books to assist you in your lean transformation.

A3 8 Step Practical Problem Solving - Skill Level 1: Knowledge

Webinar Agenda and Session Breakdown:

Introduction/welcome.

Effective lean learning is about developing capability. Teaching people to fish, not fishing for them.

David Brunt - CEO, Lean Enterprise Academy

The Teach Poster Concept

Learn about our teach poster method. A breath of fresh air to get away from powerpoint lean training.

David Marriott - Senior Lean Coach, Lean Enterprise Academy

Problem Solving: Purpose, Process, People

How effective problem solving ties purpose, process and people together.

Questions & Answers

Questions and discussion on the content so far.

Peter Watkins - Senior Lean Coach, Lean Enterprise Academy

8 Steps Practical Problem Solving Overview

Developing PDCA thinking through an 8-Step Process.

Developing a Practical Problem Solving A3

Summarising the problem solving journey using A3s.

Developing Understanding though Practice

Developing skill on your Lean Learning Journey.

Discussion, Questions & Answers

Check for understanding. Get sign posts to useful materials.

COMMENTS

A3 Problem-Solving
The Many Facets of A3. A standard paper size: At its most fundamental, "A3" is the international term for a sheet of paper 297 millimeters wide and 420 millimeters long.The closest U.S. paper size is the 11-by-17-inch tabloid sheet. A template: Many companies and individuals use an A3-sized document pre-printed with the steps needed to conduct lean problem-solving or improvement efforts ...
A3: Thinking, Reports & Templates
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.
How to Use the A3 Process to Lead, Manage, Mentor, and Solve Problems
This selection of Lean Posts, the most-read articles on the topic, A3 Thinking, highlights and explains what you need to know about using this powerful lean practice to gain its most impactful benefits. "Resolving issues using the A3 methodology should involve lots of asking, listening, and communicating throughout the process to ensure you are ...
Developing Structured Problem-Solving and Leadership Skills
We've taken the unmatched A3 problem-solving process described in Managing to Learn, the award-winning, best-selling workbook by management expert and former CEO John Shook, and put it online with live instruction. This comprehensive training will teach you how to use the potent A3 methodology, based on the proven scientific method of plan-do-check-act (PDCA), to address an important ...
Guide: A3 Problem Solving
A3 Problem solving or A3 Structured Problem Solving as it is often referred to, is a systematic approach to identifying, analyzing, and solving complex business problems. It was originally developed by Toyota as part of its lean methodology. The A3 is a problem-solving tool that encourages a collaborative and systematic approach to problem-solving.
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. [1] It provides a simple and strict procedure that guides problem solving by workers. The approach typically uses a single sheet of ISO A3 -size paper, which is the source of ...
A Step-by-Step Guide to A3 Problem Solving Methodology
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. ... A3 Problem Solving has been adopted by organisations in a variety of industries over the years, and it has become a ...
A3 Problem Solving Questions
3) Dealing with organisational resistance to problem solving. 4) Using the right problem solving method. 5) Toyota Kata verus Practical Problem Solving. 6) Capability comes from Learning by Doing. 7) Firefighting without standards is a circle of doom. 8) Learning Problem Solving takes time and effort.
A Deep Dive into the A3 Problem-Solving Approach
The A3 problem-solving approach is a powerful tool used to identify, analyze and solve issues. It consists of a comprehensive template which can be used to effectively unlock improvements and gain deeper insights into various situations. This article will discuss how this versatile technique can be used to help individuals unlock their ...
Introduction to A3 Problem Solving
Introduction to A3 problem solving: Understand the background, principles, and benefits of the A3 methodology. Learn how to effectively define, analyze, and solve problems using the A3 thinking process. Develop skills in critical thinking and solution implementation. Gain skills in problem identification, root cause analysis, and data ...
A3 Problem Solving
The A3 Problem Solving Process. The A3 root cause analysis process is usually broken down into 7 steps, some break it down into 8 or 9, however the total number of steps and what they are called are not important as long as you follow the idea behind them. The steps follow the PDCA process and take you through a logical step by step route to ...
Problem Solving Using A3
Support improvement initiatives with the A3 approach to problem solving—a valuable component of an organization's Lean toolset. This interactive, easy-to-navigate course will start with the basics and build on learned knowledge with each section. Learners will discover what A3 is, why it is important, and how it supports a Lean organization.
A3 Problem Solving
What is A3 Problem Solving? A3 is a technique that applies "Lean thinking" to problem solving. One of the most compelling aspects of A3 Problem Solving is the concise, one-page report that is a key outcome from using the technique (to impress your friends the next time you play trivia, fitting this report on a single page is a primary reason for this technique being called "A3 ...
A3 Practical Problem Solving Basics
A3 Practical Problem Solving Basics. A3 8 Step Practical Problem Solving - Skill Level 1: Knowledge A3 Practical Problem Solving Basics. Lesson Content. 0% Complete 0/5 Steps. Background. Case Study - Smith's Problem.
A3 Problem Solving Webinar
The Lean Enterprise Academy presents its A3 Problem Solving webinar. 23rd March at 3:30 pm UK time - if you can't make the date then by purchasing a ticket you will gain exclusive access to a live recording of the webinar after the event.. Participants are provided with an overview of our poster teaching method. You will learn about problem solving in terms of "Purpose", "Process ...
Lean Technique: A3 Problem Solving Template
Lean Technique: A3 Problem Solving Template. A-3 is a step-by-step template for applying plan-do-check-act, also known as PDCA or the Deming cycle. The name comes from the standard international paper size A-3, which is roughly 11" x 17"—this provides just enough space to condense information onto a single page.
PDF A3 Problem Solving EDL
A lean management system involves managers at every level framing the key problems that need to be solved and asking the teams they lead to discover and implement the answers. - Jim Womack: Gemba Walks. Location 2904 in the Kindle edition. The A3 is the foundation of Lean Management and the keystone of improvement.

A3: Thinking, Reports, Examples & Templates

An Introduction to A3

What is A3?

The History

Who Uses A3 Strategies?

LCI’s Meaning of A3

A3 Reporting

Understanding A3 Thinking

Problem Solving: An A3 Process

The First Step to A3 Thinking

Questions to Facilitate the Process

More on the PDCA Cycle

A3 Reports for Solutions

Current State

Future State or Goal

Recommendation

A3 Examples

A3 Template

A3 Training

Lean Assessments

William R. (Bill) Seed, Executive Editor

Executive Editors: Kristin Hill, Katherine Copeland and Christian Pikel

"Resolving issues using the A3 methodology should involve lots of asking, listening, and communicating throughout the process to ensure you are getting the knowledge, thinking, concurrence, and support of others who have a stake in the situation."

How to Use the A3 Process to Lead, Manage, Mentor, and Solve Problems

LEI's Learning Portal

Today's unprecedented challenges require superior problem-solving skills not only from you as a leader but everyone you manage.

What's Included?

Cohort beginning September 17

Optional One-on-One Coaching Sessions

Schedule Overview

Who Should Attend

Group Discounts

Technology Used

Cancelation Policy

Instructor(s)

LEI Faculty David Verble

Karen Gaudet

Stay Connected

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

Free Lean Six Sigma Templates

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:

Today's unprecedented challenges require superior problem-solving skills not only from you as a leader but everyone you manage. 