a3 project management and problem solving thinking

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A3: Thinking, Reports, Examples & Templates

A3 thinking, an introduction to a3.

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

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

What is A3?

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

The History

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

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

Who Uses A3 Strategies?

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

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

LCI’s Meaning of A3

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

A3 Reporting

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

Understanding A3 Thinking

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

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

Problem Solving: An A3 Process

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

The First Step to A3 Thinking

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

Questions to Facilitate the Process

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

State plan to check and adjust using the PDCA cycle.

More on the PDCA Cycle

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

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

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

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

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

A3 Reports for Solutions

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

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

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

Current State

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

Future State or Goal

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

Analyze the situation and underlying cause.

Recommendation

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

Create a follow-up/review process.

A3 Examples

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

A3 Template

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

A3 Training

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

Lean Assessments

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William R. (Bill) Seed, Executive Editor

Executive Editors: Kristin Hill, Katherine Copeland and Christian Pikel

More lean topics.

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

• Guide: A3 Problem Solving

Daniel Croft

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

• Last Updated: June 13, 2023
• Learn Lean Sigma

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

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

Table of Contents

Importance of a3 in lean management.

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

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

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

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

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

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

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

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

Step 1: Describe the problem

Problem description.

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

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

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

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

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

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

Current Condition

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

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

Containment Actions

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

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

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

Step 2: Set the A3 Goals

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

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

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

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

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

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

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

Step 3: Root Cause Analysis

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

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

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

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

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

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

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

Step 4: Solutions and Corrective Actions

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

This action plan needs to be carried out and implemented.

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

Step 5: Validate Solution and Standardize

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

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

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

Step 6: Preventive Actions and Lessons Learned

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

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

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

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

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

Downloadable A3 Reporting Template

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

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

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

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

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

Q: What is A3 problem solving?

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

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

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

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

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

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

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

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

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

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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

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

The A3 Thinking Problem Solving Approach

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

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

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

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

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

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

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

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

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

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

Stage 2: What is the Current State?

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

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

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Stage 3: Desired Future State

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

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

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

Stage 4: Root Cause Analysis

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

Silent Brainstorming

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

Sort and Group

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

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

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

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

Stage 5: Short Term Solution

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

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

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

Stage 6: Long Term Solution

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

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

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

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

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Stage 7: Action Plan

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

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

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

Implementing Your Plan

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

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

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

Learning More

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

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

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

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

The World of Work Project View

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

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

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

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

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

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

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What is A3 Problem Solving?

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

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

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

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

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

Why use the A3 approach to solving problems?

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

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

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

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

The benefits of using A3 thinking are:

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

How to create an A3 report?

Step 1: The title

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

Step 2: Background

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

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

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

Step 3: Current condition

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

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

Step 4: Goal

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

Step 5: The root cause

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

Step 6: Countermeasures

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

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

Step 7: Effect confirmation

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

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

Step 8: Follow up actions

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

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

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

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

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A3 Thinking for Powerful PDCA to Improve Project Delivery

Since the popularization of quality circles in the 1960s, companies around the globe continue engaging front line employees to improve their work using variations of PDCA, a scientific method for problem-solving using four steps:

• Plan a change or test aimed at improvement.
• Do carry out the experiment.
• Check (study) the results.
• Act (adjust) to adopt the change, abandon it, or repeat the cycle.

Lean design and construction practitioners use PDCA and A3 Thinking to enter continuous improvement cycles and impact operational performance to improve project delivery.

What is the A3 problem-solving method?

The Lean Construction Institute Online Glossary describes A3 as:

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.

I recommend reading Managing to Learn: Using the A3 management process by John Shook . The following A3 template from the author is available as a free resource on the LEI website.  And you don’t have to use every section in your A3, the template is a framework to help organize your PDCA approach.  The format is far less important than the process and thinking behind it.

Visualize your project, take aligned action, and improve the outcome

Design and construction teams are using A3s to problem solve every day.  Their single 11 x 17-inch sheet is typically organized into several sections to allow the problem solver (author) to fully grasp the issue, include relevant business background information, explore the current situation, and set goals. With other sections including root-cause analysis, countermeasures, and an action plan, the author has a unified place that helps to visualize the whole process, gain alignment with others, and sustain improvement.

Teams in design and construction are using A3s for the following processes:

• Request for proposal (RFP) responses
• Request for qualification (RFQ) response
• Set-based design alternative evaluations
• Value engineering
• Choosing by Advantages for sound decision-making
• First-run Studies for work sequencing
• Process mapping and future state improvements, also for value stream mapping
• Analyzing Last Planner System variance
• Improving site logistics and flow
• Business strategy planning and execution
• Company-wide initiative planning and execution
• New job role creation
• Succession planning
• Training (new and improvement of existing)
• Personal and professional development
• Sharing conference learnings with peers
• Improving Lean adoption

How to use A3 planning

Ready to start using A3s?

Answer these questions from John Shook to help guide you:

• What is the problem or issue you are trying to solve?
• Who owns the problem?
• What are the root causes of the problem?
• What are some possible countermeasures?
• How will you decide which countermeasures to propose?
• How will you get agreement from everyone concerned?
• What is your implementation plan - who, what, when, where, how?
• How will you know if your countermeasures work?
• What follow up issues can you anticipate? What problems may occur during implementation?
• How will you capture and share the learning?

The secret of using paper and pencil 

Studies found that handwriting increases neural activity, sharpens our brain, helps us learn, and unleashes creativity.

So it comes to no surprise that experts in A3 recommend starting with the humble pencil on a piece of paper. See the first example below by Eric Ethington, a decades long A3 user and coach, using a file folder and pencil.

My A3 skills were dramatically improved after attending a joint Lean Construction Institute and Lean Enterprise Institute (LEI) A3 workshop led by Eric. I learned how to coach and guide others to dive below surface level problem-solving and do deeper analysis to expose and eliminate underlying root causes while allowing the A3 author to keep responsibility while learning.

The following design and construction A3 examples all started with a piece of paper before they were built with word processing and PDF software.

Best practices and what to avoid

As the national Director of Lean Construction for McCarthy, I have worked with projects teams and individuals engaged in PDCA using the A3 problem-solving approach across the United States since 2016.  That includes working with other Lean leaders who volunteer with the Lean Construction Institute’s Congress Planning Teams since 2017.  I have been involved in A3s that have helped improve multimillion-dollar projects and multibillion-dollar enterprises.

Here are some Do's and Don'ts based on my A3 experiences.

Further reading

Managing to Learn , Shook, J., Cambridge, MA: Lean Enterprise Institute, 2008.

Three Ways Handwriting with a Pen Positively Affects your Brain

More from this author

What Every Lean Project Team Should Know About Scrum

Felipe Engineer-Manriquez

International Lean speaker, a serial intrapreneur, Felipe Engineer-Manriquez is a committed Lean practitioner with two decades of construction industry experience. He is an active contributing member of the Lean Construction Institute and an approved instructor/facilitator. Engineer-Manriquez was honored with the Lean Construction Institute (US) Chairman’s Award during the 21st Annual LCI Congress (Oct. 14-18, 2019) in Fort Worth, Texas, for contributions to the Institute and the design and construction industry as a whole.

Felipe works with executive leadership and guides senior leaders for strategic planning and improving work processes. He works directly with regional VPs of operations to ensure safety, quality, production, and net margin enhancement. He mentors designers/engineers, and project teams across the nation. He has more than 20 years of experience in construction and more than ten years of experience in business strategy implementation. Felipe has a Bachelor of Science in Electrical Engineering, an MBA, and holds active leadership roles in the Lean Enterprise Institute, Construction Industry Institute, and other business organizations.

He is a Jeff Sutherland Certified ScrumMaster® with years of weekly sprints moved to Done and user of Scrum to lead thousands of fellow construction professionals via guided interactive learning. Felipe also currently serves as the chair of the Construction Industry Institute Collaborative Scheduling Research Team (18-362).

• Felipe Engineer-Manriquez https://leanipd.com/blog/author/felipe_engineer/ What Every Lean Project Team Should Know About Scrum
• Felipe Engineer-Manriquez https://leanipd.com/blog/author/felipe_engineer/ When Lean and LEED go Hand in Hand
• Felipe Engineer-Manriquez https://leanipd.com/blog/author/felipe_engineer/ The Secret to Increasing Daily Performance and Happiness
• Felipe Engineer-Manriquez https://leanipd.com/blog/author/felipe_engineer/ Ready to Accomplish Great Things? Read Construction Scrum

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A3 Process and Problem Solving

Table of contents.

• 1 3 Key Concepts of Lean Process Improvement
• 2 Process Improvement Steps
• 3 Process Improvement Tools
• 4 A3 Process and Problem Solving
• 5 What is a Continuous Improvement Model?
• 6 Continuous Improvement Tools and Techniques
• 7 Kanban and Continuous Improvement

Toyota is known for its continued commitment to improving operational performance. How does a company with close to 350,000 employees consistently, rapidly improve? With a Lean thinking tool called the A3 process. See how the A3 process and problem solving approach helps organizations practice continuous improvement.

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What is the A3 Process?

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 several common types of work:

• Solving problems
• Reporting project status
• Proposing policy changes (policy meaning rules agreed upon and enforced by the group)

Why Use an A3 Process?

In most organizations, on most teams, we aren’t collaborating as strategically as we could be. We leave meetings with ideas half-baked. We often move hastily to begin working on implementing a solution, without aligning around important details. Projects move slowly due to rework and duplicate effort, two symptoms of a lack of alignment.

The A3 process allows groups of people to actively collaborate on the purpose, goals, and strategy of a project. It encourages in-depth problem solving throughout the process and adjusting as needed to ensure that the project most accurately meets its intended goal.

The A3 process prescribes to the famed quote by Abraham Lincoln: “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” The A3 process helps an organization sharpen its proverbial axes by fostering effective collaboration, bringing out the best problem solving in teams.

Collaboration between talented people is critical for innovation and speed. Using the A3 process to foster collaboration can help organizations and teams invest their time, money, and momentum most effectively.

Steps of the A3 Process?

There are nine (well, ten) steps in the A3 process.

0: Identify the problem

Since the purpose of the A3 process is to solve problems or address needs, the first, somewhat unwritten, step is that you need to identify a problem or need.

1: Capture the current state of the situation

Once you align around the problem or need you’d like to address, then it’s time to capture and analyze the current state of the situation. Toyota suggests that problem solvers:

• Observe the work processes firsthand and document your observations.
• Gather around a whiteboard and walk through each step in your process. You can use fancy process charting tools to do this, but stick figures and arrows will do the job just as well.
• If possible, quantify the size of the problem (e.g., % of tickets with long cycle times, # of customer deliveries that are late, # of errors reported per quarter). Graph your data if possible; visualizations are really helpful.

2: Conduct a root cause analysis

Now that you see your process, try to figure out the root cause of the efficiencies. You can ask questions like:

• Where do we suffer from communication breakdowns?
• Where do we see long delays without activity?
• What information are we needing to collaborate more effectively/smoothly?

Document these pain points, then dig deeper. The 5 whys is a helpful tool for conducting a thorough root cause analysis . The basic idea is that you begin with a problem statement, and then you ask “Why?” until you discover the real reason for the problem. You may or may not have to ask why exactly five times – this is simply an estimate.

3: Devise countermeasures to address root causes

Countermeasures are your ideas for tackling the situation; the changes to be made to your processes that will move the organization closer to ideal by addressing root causes. Countermeasures should aim to:

• Specify the intended outcome and the plan for achieving it.
• Create clear, direct connections between people responsible for steps in the process.
• Reduce or eliminate loops, workarounds, and delays.

4: Define your target state

Once you’ve selected your countermeasures, you are able to clearly define your target state. In the A3 process, you communicate our target state through a process map. Be sure to note where the changes in the process are occurring so they can be observed.

5: Develop a plan for implementation

Now that you’ve defined your target state, you can develop a plan for how to achieve it. Implementation plans should include:

• A task list to get the countermeasures in place
• Who is responsible for what
• Due dates for any time-sensitive work items

Most teams choose to document their implementation plan in their A3.

6: Develop a follow-up plan with predicted outcomes

A follow-up plan allows Lean teams to check their work; it allows them to verify whether they actually understood the current condition well enough to improve it. A follow-up plan is a critical step in process improvement because it can help teams make sure the:

• implementation plan was executed
• target condition was realized
• expected results were achieved

These first six steps are captured in the A3 report. Most teams use a template for their A3.

7: Get everyone on board

The goal for any systemic improvement is that it improves every part of the system. This is why it’s vital to include everyone who might be affected by the implementation or the target state in the conversation before changes are made.

Building consensus throughout the process is usually the most effective approach, which is why many teams choose to include this at each critical turning point in the A3 process. Depending on the scope of the work, it might also be important to inform executives and other stakeholders who might be impacted by the work.

8: Implement!

Now it’s time for implementation. Follow the implementation as discussed, observing opportunities for improvement along the way.

9: Evaluate results

In far too many situations, the A3 process ends with implementation. It’s critical to measure the actual results and compare them to your predictions in order to learn.

If your actual results vary greatly from what was expected, do research to figure out why. Alter the process as necessary, and repeat implementation and follow-up until the goal is met.

Lean A3 Examples

Using the a3 process throughout the organization.

Like Toyota, Lean organizations often use the A3 process to manage work at the project, program, and portfolio levels. In order to do this effectively, the entire organization should be trained on the A3 process. This will allow for a consistent, sustainable practice of A3 planning and thinking, encouraging more effective collaboration across the organization.

A3 continuous improvement

If you’ve been in the Lean world for a while, you’ve heard a lot about continuous improvement. Easy to say, but much more difficult to implement.

Continuous improvement is hard to practice because we don’t know where to fit it in between project-driven work. We discuss continuous improvement ideas in standups and meetings (“It would be great if we could….”) but it’s hard to make time to sit down and work on improving processes and policies.

The A3 process can provide structure for and documentation of continuous improvement efforts. In addition to project work, many organizations use the A3 process to manage their continuous improvement efforts.

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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.

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Lean to Six Sigma: process improvement methodologies explained

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• A3 Problem-Solving: Fight the Root Cause

The A3 problem-solving tool is a bright example of how problems should be treated to be eliminated efficiently. Scroll down to learn more about A3 and how to use it.

• What Is Lean Management?
• The 5 Principles of Lean
• What Is Shared Leadership?
• What Is Lean Manufacturing?
• What Is Value in Lean?
• 7 Wastes of Lean
• What Is Mura?
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• What Is 5S?
• What Is the Cost of Delay?
• What Is Value Stream Mapping?
• What Is a Pull System?
• What Is a Bottleneck?
• Just-in-Time Manufacturing
• Implementing a Kanban Pull System
• Pull System on the Portfolio Level
• What Is Kaizen?
• What Is Continuous Improvement?
• Built-In Quality Management
• What Is the Poka-Yoke Technique?
• What Is Plan-Do-Check-Act Cycle?

5 Whys: The Ultimate Root Cause Analysis Tool

Gemba Walk: Where the Real Work Happens

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• What Is a Fishbone Diagram?
• What Is Hoshin Kanri?
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• Demystifying the Hoshin Kanri X Matrix
• The Lean Transformation Model Explained
• Lean Transformation Roadmap - 8 Comprehensive Steps
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• What Is Andon?
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• Lean Project Management

A great part of our daily work routine is actually related to solving problems. Either small or big, problems are an inevitable part of our workday. However, if you decide to act fast and remove a problem as swiftly as possible, you may face the same issue repeatedly.

Instead of fighting only the symptoms, you need to dig deeper and discover the root cause. By doing so, you will be able to protect the work process from recurring problems. This is where the A3 methodology comes into play.

Implementing an A3 problem-solving tool is a bright example of how problems should be treated to be eliminated efficiently. Based on some simple steps and ideas, the model gives directions on dealing with problem-solving issues through simple structuring, good collaboration, and active communication.

What Is A3 Thinking?

First of all, let’s briefly touch upon the mindset that A3 thinking aims to develop. It can be summarized in 7 elements:

• Logical Thinking – A3 represents a step-based thinking process.
• Objectively presenting information – there are no hidden agendas here.
• Results and Processes – sharing what end results were achieved as well as the means of achieving them.
• Sharing only essential information and putting it into a visual format whenever possible.
• Whatever actions are taken, they must be aligned with the company’s strategy and objectives.
• The focus is on developing a consistent perspective that can be adapted across the entire organization.
• Developing a structured approach to problem-solving.

Origin of the A3 Problem-Solving Tool

The A3 report is one of the many Lean management tools developed as part of the Toyota Production System (TPS).

There isn’t a single inventor of the A3 reporting method. In fact, Isao Kato (former manager at Toyota) describes it as a hybrid between the PDCA cycle and Toyota’s philosophy to make things visible.

There is also a legend that Taiichi Ohno often refused to read further than the first page of any written report. This is why the A3 is a one-page report.

The name A3 comes from the European A3 paper size corresponding to 11-inches by 17-inches or 29.7cm x 42cm.

A3 thinking played a major role in Toyota’s commercial success. Consequently, it became a widespread tool, now used in various industries.

Let’s explore the A3 problem-solving tool in detail.

Foundations of the A3 model

Actually, A3 is just a single report that will not help you solve problems like a magic wand. It is much more important for all involved parties to be dedicated to the process and communicate actively.

Before you begin with the formation of your own A3 reporting method, you need to be familiar that there are 3 major roles in the process:

• Mentor/coach

The owner is responsible for managing the process and maintaining the document. On the other hand, the owner needs to be advised and supervised by a mentor experienced in problem-solving.

The mentor’s role is to give directions and provoke the problem owner to find the solution, but not to give answers and propositions.

Last but not least, there are responders or stakeholders. They are the third party, which is directly interested in the final results of the A3 project.

Here is the challenge. Usually, there is a wide variety of stakeholders involved. The problem owner needs to have access to all of them if needed.

However, we all know that it is a bit difficult to reach higher management in organizations with a strict hierarchy.

This is why the whole organization should be familiar with the concept of lean thinking and be prepared to assists at any time. Sometimes this is challenging, but it can show how flexible an organization really is.

At the end of the day, the active communication between all parties involved is crucial for the success of any A3 project.

The A3 Report

The A3 report is a single-page document, which reflects the results of the whole process. Usually, it contains seven steps, but it may also have other variations. Below you can find an A3 report example, which most often will include the following steps:

• Background/Clarify the problem

Current situation

Set targets/goals, root cause analysis, countermeasures.

• Implementation
• Effect confirmation/Follow-up

The A3 Process

The A3 methodology is a lean thinking process where the problem owner should go through the model's different steps until there is a proper solution to be implemented. The owner needs to communicate actively with his colleagues and the mentor of the project.

Let’s now examine the different steps that comprise the A3 process.

First of all, you need to clarify the problem and briefly describe it. This is a starting point where the owner can add context and support the next steps.

Before a problem can be addressed properly, the problem owner needs to describe the current situation in the area where the issue appears.

At this stage, you can map the different processes that exist around the problem area. It will allow you to see the bigger picture and identify the root cause.

After the current situation is clear, you need to set goals. Keep in mind that at this stage, you need to take into consideration that you don’t have  the full picture .

So after you go through the remaining steps until “effect confirmation,” you can come back to this step and add more details to the initial goals.

This is a significant step from the successful implementation of the A3 process. Trying to fight the problem immediately means that you are only treating the symptoms while leaving the root cause untouched. This way, a problem may appear regularly in bigger proportions.

Therefore, once you have a good understanding of how the processes work and the initial goal, you need to figure out the root cause of the problem. For this purpose, you can use different techniques such as  the 5 whys .

Once you are familiar with the root cause, you may start offering solutions. From here, you can go back to the initial goal and add more details. In all cases, the countermeasures should lead to a clear understanding of how the initial goal will be achieved.

Implementation Plan

After setting the countermeasures, you have to present an implementation plan that includes a list of the actions that will be applied to get the countermeasures in place. It is also helpful to assign responsible individuals for each task and a due date.

Effect confirmation & Follow-up

The last step is crucial for establishing a culture of continuous improvement . It is imperative to measure the actual results and confirm the effect of your countermeasures.

Whether there are positive or negative results, you need to take action.

If the actual results differ from the predicted ones, you should modify the plan, re-implement it, and follow up.

If there is a positive effect, you should communicate improvements to the rest of the organization and ultimately make them a standard.

Benefits of A3 Problem-Solving

The A3 model is consistent, and it encourages mentoring and overall collaboration.

Furthermore, it promotes the cross-organizational sharing of information and encourages learning and continuous improvement on every organizational level.

Also, the A3 methodology encourages commitment to common goals and strengthens the levels of responsibility.

Last but not least, you can use an A3 report not only for problem-solving but also for proposing improvements, reporting, coaching, and others.

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A3 is a useful problem-solving tool that has some significant advantages:

• It is simple and promotes mentoring and collaboration.
• It fights the root cause, but not only the symptoms.
• It encourages cross-organizational knowledge sharing.
• You can use the A3 report for several other things, including reporting, coaching, proposing improvements, etc.

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The Lean Post / Articles / Questions and Coaching on A3 Thinking

Problem Solving

Questions and Coaching on A3 Thinking

By Deborah McGee

June 19, 2019

In this Q&A, LEI's Deborah McGee shares insights into A3 thinking and problem-solving: "The A3 Management process is really a way of thinking and a method of working with (using) problems as a vehicle for learning. The A3 process leads us to gain alignment across our teams and organization. It is a method through which we can coach and mentor others, leading by example and earning the authority to lead change, even when or if we’re not in a role with positional power."

I embraced a challenge to visit eight companies in three countries over five months, meeting 200 people: each with a unique problem to solve. I did this while teaching LEI’s Managing to Learn A3 Management course, as well as our recently launched “remote” version of this course embodying next generation learning principles, answering the call from our community for accessible, digestible, actionable learning modules. While delivering this learning, and as a result of upwards of 2,500 interviews in my role as Learning Activities Manager with people and organizations worldwide seeking LEI’s guidance and support, I have been in the unique position to deepen my own A3 practice every day.

Here I’ve responded to some commonly asked questions to help you relate to the real challenges of A3 practice, and build your own and your organization’s capability for learning, using this approach. Let us know what resonates; or what other challenges confront you.

Q) What are the benefits of A3 problem solving ?

A)  When we phrase it as “A3 Problem Solving” it is a bit constrained. The A3 Management process is really a way of thinking and a method of working with (using) problems as a vehicle for learning. The A3 process leads us to gain alignment across our teams and organization. It is a method through which we can coach and mentor others, leading by example and earning the authority to lead change, even when or if we’re not in a role with positional power. Through all of that, built on strong foundations of purpose, process and people, A3 Management becomes a powerful engine for learning from our problems and preventing future recurrence.

Q) How can I identify when and where A3 problem solving will help my organization?

A) I would encourage us all to consider A3 as A3 Thinking, or the A3 Management Process versus A3 Problem Solving. “The A3 Management process is really a way of thinking and a method of working with problems as a vehicle for learning. It is a method through which we can coach and mentor others, leading by example and earning the authority to lead change, even when or if we’re not in a role with positional power.”  Singular focus on the problem solving facet of A3 really limits the power of this dimensional approach to organizational learning. Thanks to Art Smalley in his book Four Types of Problems , we come to understand the characteristics of different problem situations to quickly assess and diagnose what kind of situation we’re in. Taking that as a first step, we can bring to bear the best type of A3 application for the situation at hand. When we do that, our A3s begin to engage horizontally and vertically across the organization to excavate what is currently happening, rooted in facts. With that socialization comes a peripheral view of the problem that gives visibility to all the elements in the system of work where the problem manifested.  

“A good A3 is a reflection of the dialogue that created it,” says John Shook in his book Managing to Learn . One impactful way that A3 will help your organization is by opening up cross-functional collaboration around problems and the results that your current design of work is delivering.

Q) How do I get the team’s input and buy-in when they are already over capacity, or when my problem isn’t perceived as their  problem?

A) A critical first step is accepting the responsibility of authorship. Taking the initiative to become the steward of this problem on behalf of the organization and all the stakeholders who intersect with this problem in one way or another. There is an important dynamic of leadership here in keeping that authority where it belongs, allowing that ownership to take hold. As that is established, the phase of the A3 referred to as the background aims to answer the question: Why this? Why now? We aspire to answer that question from multiple perspectives, creating a compelling business case that will appeal to the people engaged in “Practicing A3 means it stops being my problem or your problem, and we begin to focus and align on addressing what are meaningfully our problems.” the work, the customers who receive its output, as well as the organization as a whole. We’re taught to artfully link that business case directly to the organization’s strategic objectives which then focuses our problem solving journeys into harmony with what we’re aspiring to achieve as a whole, at an organizational level. When we can do this, it weeds out the things we want to do now from the things we want to do MOST, and helps us learn, collectively, about what is a shared imperative. It is entirely possible that we embark on a problem investigation to learn that there is not a compelling enough reason to solve for THIS problem NOW. If we find this discouraging, we miss the valuable lesson of alignment and the opportunity to move closer to a shared purpose. Practicing A3 means it stops being my problem or your problem, and we begin to focus and align on addressing what are meaningfully our problems.

Q) What makes for a good A3?

A) Good is a tricky word, but if by good we mean effective, then as above, “a good A3 is a reflection of the dialogue that created it.” Another measure might be that an A3 reduces the lead time to mutual understanding. An A3 is “not just a collection of facts and data, it tells a compelling story.” In a world of compounding complexity and the relentless accumulation of information, the A3 template is a refreshing reduction of the problem situation. It forces a kind of “ 5S ” of information. When done well, the author is able to derive the essence of the situation by discerning what is relevant, and reduce the noise around the problem, using indisputable facts to tell a logical story that links the problem to the countermeasures, gaining incremental agreement each step of the way. With frequent check-ins, A3 allows us to “show our work” and use each moment of resistance as a moment to teach, or a moment to learn something. Both are vital. A good A3 invites dialog and even debate, and it earns you the trust and authority to lead change. Underpinning it all is a clear, articulate problem statement. As Charles Kettering has stated, “A problem well stated is a problem half solved.” When you can get to that place of stating your problem in a quantifiable way, rooted in performance, against a standard, it becomes a rock solid foundation of understanding to build upon.

Q)   What steps should I take for a successful A3 rollout?

A) “Planning is everything, plans are worthless.” But plan nonetheless. Three common mistakes in achieving objectives are (1) that when you reach the countermeasure, you’ve GOT IT and everyone will agree, (2) that you’ve found THE way, and/or (3) that the solution is the plan. The planning and follow-up phase of the A3 are really where the problem solving effort BEGINS. Up until this point, you’ve been investigating, synthesizing, gaining consensus and facilitating “Three common mistakes in achieving objectives are (1) that when you reach the countermeasure, you’ve GOT IT and everyone will agree, (2) that you’ve found THE way, and/or (3) that the solution is the plan.” engagement. The A3 is an iterative process, and also a cumulative one. The ability to enact the countermeasure, adjust the standard and affect change (if this is what we mean by a successful A3 rollout) will offer a direct reflection of the perspectives you included, the framing of the problem, the accuracy of your facts, the relevance of your choices, the level of engagement of others, the logic of your analysis and, importantly, the specificity of your goal.

Goal setting in A3 thinking has a direct relationship to when your endeavor will be “complete.” Another thing to consider here is what we mean by a “successful” A3 rollout. If, after hours, days or weeks investigating a situation, we learn something more about the work, each other and our organizational priorities, then that in itself might be considered a success. We now have a more refined understanding of one another and our organization’s selection criteria for where resources are applied, and where they are not. As Donella Meadows shares in her book Thinking in Systems, “purposes are deduced from behavior. Not from rhetoric or stated goals.” Engaging in the behavior (walking the walk) with others will help you understand the true purposes of the work and one another.

Q) My company struggles when we do A3s because so many stakeholders are involved. How can we clarify which “customer” to focus on?

A) This is a challenging question (thank you). One way to think about it would be to focus on the work. If our A3 effort is in relationship to a gap from standard, then it is no more or less a problem for any of the stakeholders- we all suffer from the gap in performance. Whether or not people are willing to “live with it” or “take care of it” (meaning adapt to every single recurrence therefore enabling the problem to persist, making themselves seemingly more and more vital to the organization by leveraging the broken system), complain about it, demand change, or take ownership and investigate it is largely out of our hands. If, then, we focus on the performance… what is the work? What is the expected performance? Actual performance? Do we agree? How is the process or system performing outside the expectations? How frequently? What is the effect? When we can spend our vital time and energy investigating these questions, then the people who touch (or receive) the work will all have their voices heard and represented ON the A3, THROUGH the lens of the direct reality of experience, versus through the lens of their perception, opinion, history, or mood. The work offers us a powerful vehicle to cut through the BS and see the nature of the problem in reality. Too many cooks in the kitchen is a not a good thing. But too many stakeholders to a problem only raises the value and importance and OPPORTUNITY to learn and grow as a team. It takes perseverance and devotion- ownership- but focusing on the work and letting it and the relevant facts that reveal themselves guide you through the journey is one way to manage in a situation like you describe.

Q) What are some of the pitfalls I should watch out for when I am scoping my initial A3 problem statement?

A) Think about three attributes of a strong problem statement: 1) it is quantifiable. 2) it is performance based. 3) it is set against a standard. If I say “Joe is a reckless driver,” is that a problem? Maybe. What does reckless mean? It could mean a lot of things (I love the suggestions students in class offer to answer this question). Let’s say reckless means he drives fast. Great- clarity, alignment around what we mean. But what’s fast? Write down on a post-it note what you think fast is, “Think about three attributes of a strong problem statement: 1) it is quantifiable. 2) it is performance based. 3) it is set against a standard.”   and we’ll quickly reveal that ‘fast’ to you doesn’t mean the same as ‘fast’ to me. Its relative. But when the lights fire up behind Joe, the officer walks up and says “Joe, you were driving 80 mph in a 55 mph zone.” THAT is a problem. Why? Because here, 55 mph is the standard. And here 80 mph is what Joe was driving. Its clear. Now we can address it, or debate it, but we can do so with focus and clarity around what specifically we’re talking about. Did it happen once? Troubleshoot. Does it happen repeatedly? Investigate! In this case we’re solving for safety. The performance you’re investigating may have implications for safety too. It may affect quality, delivery, and/or cost. To “quantify” your problem, you need a unit of measure. Time? Volume? Miles per hour? In A3 thinking, we’re called to decide . The level of clarity we achieve through the principle of genchi genbutsu and the stewardship of factual representation of the situation, the iteration of our shared understanding allows us to decide what we’re solving for together. One real pitfall would be a linear approach, done in isolation.

Managing to Learn

An Introduction to A3 Leadership and Problem-Solving.

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A3 Problem Solving Template

A3 thinking is a logical and structured approach to problem solving adopted by Lean organizations around the world. It can be used for most kinds of problems and in any part of the business. This A3 template uses a four stages model that is based on the PDCA management philosophy. It makes the problem-solving progress visible to the entire team while allowing the lessons to be learned by others.

This template is a Microsoft Excel spreadsheet that you can use and modify to meet your specific requirements. For example, you may expand the implementation or follow-up plans by increasing the number of rows. The template is available in two variations: a user-friendly straightforward version, and a more detailed one that requires providing in-depth information.

A3 Template (32 KB)

A3 Template – Simple (216 KB)

A3 Template – Detailed (340 KB)

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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
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• Opportunities to practice discrete skills with live feedback

Cohort beginning September 17

12:00 PM - 2:00 PM ET

• Session 1: September 17
• Session 2: October 1
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• Session 4: October 29
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• 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.

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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.

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• 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
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Toyota’s Secret: The A3 Report

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

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

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

The leading question

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

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

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

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The A3s reproduced in this article represent just some of the stages in a typical development sequence — a process that may involve numerous iterations of the A3 before it is final. To illustrate how the A3 process works, we’ve imagined a young manager — call him Porter — who’s trying to solve a problem. The problem is that his Japan-based company is building a manufacturing plant in the United States, requiring many technical documents to be translated into English, and the translation project has been going badly. Porter uses the A3 process to attack the problem, which means that he gets coached through it by his boss and mentor — call him Sanderson. The A3s shown on these pages will give an idea of how one learning cycle might go, as Porter works on the problem under Sanderson’s tutelage. Porter’s first attempt at the A3 reveals, as early-stage A3s often do, his eagerness to get to a solution as quickly as possible.

(Editor’s note: The example is drawn from Managing to Learn , by John Shook, The Lean Enterprise Institute, 2008.)

Seeing this first version, Sanderson uses the A3 process as a mechanism to mentor Porter in root-cause analysis and scientific thinking. Through coaching Porter and others in this manner, Sanderson seeks to embed organizational habits and mind-sets that enable, encourage and teach people to think and take initiative.

The iterative process of producing progressive A3s generates practical problem-solving skills for the learner, while providing the manager with a practical mechanism to mentor others while achieving desired business results.

The last pages of this article show the final A3 in this iterative sequence. Author Porter uses the A3 process not only to figure out the best solutions to his problem, but to manufacture the authority he needs to proceed with his plan. Sanderson uses it to mentor his protégé, while getting the required results for the company (in this instance, the solution to a problem). Organizations use A3s to get decisions made, distribute authority to the level needed for good decisions, align people and teams on common goals and learn for constant improvement. The ultimate goal of A3s is not just to solve the problem at hand, but to make the process of problem solving transparent and teachable in a manner that creates an organization full of thinking, learning problem solvers. In this way, the A3 management process powerfully embodies the essence of operational learning.

About the Author

John Shook is an industrial anthropologist and senior advisor to the Lean Enterprise Institute, where he works with companies and individuals to help them understand and implement lean production. He is author of Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor, and Lead (Lean Enterprise Institute), and coauthor of Learning to See (Lean Enterprise Institute). He worked with Toyota for 10 years, helping it transfer its production, engineering and management systems from Japan to its overseas affiliates and suppliers.

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