lean 8 step problem solving

University Human Resources

8-step problem solving process, organizational effectiveness.

121 University Services Building, Suite 50 Iowa City , IA 52242-1911 United States

Step 1: Define the Problem

• What is the problem?
• How did you discover the problem?
• When did the problem start and how long has this problem been going on?
• Is there enough data available to contain the problem and prevent it from getting passed to the next process step? If yes, contain the problem.

Step 2: Clarify the Problem

• What data is available or needed to help clarify, or fully understand the problem?
• Is it a top priority to resolve the problem at this point in time?
• Are additional resources required to clarify the problem? If yes, elevate the problem to your leader to help locate the right resources and form a team. 
•  Consider a Lean Event (Do-it, Burst, RPI, Project).
• ∙Ensure the problem is contained and does not get passed to the next process step.

Step 3: Define the Goals

• What is your end goal or desired future state?
• What will you accomplish if you fix this problem?
• What is the desired timeline for solving this problem?

Step 4: Identify Root Cause of the Problem

• Identify possible causes of the problem.
• Prioritize possible root causes of the problem.
• What information or data is there to validate the root cause?

Step 5: Develop Action Plan

• Generate a list of actions required to address the root cause and prevent problem from getting to others.
• Assign an owner and timeline to each action.
• Status actions to ensure completion.

Step 6: Execute Action Plan

• Implement action plan to address the root cause.
• Verify actions are completed.

Step 7: Evaluate the Results

• Monitor and Collect Data.
• Did you meet your goals defined in step 3? If not, repeat the 8-Step Process. 
• Were there any unforeseen consequences?
• If problem is resolved, remove activities that were added previously to contain the problem.

Step 8: Continuously Improve

• Look for additional opportunities to implement solution.
• Ensure problem will not come back and communicate lessons learned.
• If needed, repeat the 8-Step Problem Solving Process to drive further improvements.

Eight-Step Problem Solving

Systematic problem-solving is a core element of a True Lean™ organization. This course teaches the 8-Step problem-solving method used within Toyota at all levels and functions to practice effective continuous learning and improvement. We use a learn-by-doing format as teams will work through real problems selected within their organization and be coached through the process to achieve tangible results while developing their problem solving and critical thinking skills. Properly implemented, this systematic problem-solving approach delete: also becomes integral to the organization’s behavior habits at all levels that support the True Lean™ culture.

Designed for

Organizational Professionals at all levels and Departments

The knowledge you will gain

• Guiding Principles behind the Eight-Step methodology
• Understanding the universal application for all functions and all levels in your organization.
• The role and use of “A3 documents” separate from the problem-solving itself.
• Utilizing Eight-Step to return to a proven performance level OR advance the performance level. Both deliver tangible results. 
• Application of temporary measures and long-term countermeasures to prevent recurrence and achieve sustainable improvements.
• How it engages all to “own their workplace” and drive positive moral and personal development. 

Interactive with Gap Analysis “Takeaway”

• This interactive session includes dynamic learning with open discussions 
• Participants will learn the 8-step process and how to write an A3 summary using real problems from their workplace. 
• Participants will be able to describe the philosophy, principles, and practice of the methodology and determine their needs-based next steps 

Coaching Available

• Executive and Operational Coaching for Individuals based on the organizational level
• Ongoing needs-based Coaching on Eight-Step Problem Solving     

Registration Information

Location: Virtual Fee: $1,995 per participant

Register Today

For information on fees for a dedicated session, contact [email protected] .

The 8-Step Problem-Solving Method

• November 22, 2021

Table Of Contents

What is the 8-step problem-solving method, the 8 steps and the problem-solving process, the culture of problem-solving.

• Plan, Do, Check, Act (PDCA)
• Gain Problem-Solving Support

As a manufacturing professional, you know how important it is to stay organized, keep your goals in mind and strive for success. But with all of the responsibilities and daily tasks piling up, it takes effort to find and stick to a process that can keep you on track.

Luckily, there’s a tried and trusted way to achieve success in the manufacturing industry.

The eight-step problem-solving process is a  structured method  that guides you through the various steps of solving issues. Unlike other problem-solving processes that are often broad, the eight-step method takes you through each individual step, from identifying the problem to taking actionable steps to success.

Instead of changing a few things at a middling level that will probably break down again later, you can unearth the roots of problems and build success from the ground up.

For a fundamental breakdown of how to fix problems and lead your manufacturing team to success, here are the eight steps of the problem-solving process.

1. Identify the Problem

The first step in the process is to identify the problem. Identify why this is a problem, how you discovered it and how it impacts your business. Also note when the problem started and how long it has been going on.

If the problem is small, you can try to contain it and may not need additional steps to fix it. However, if the problem is complex, move forward through the process.

2. Define the Problem

The next step involves breaking down the problem and defining what it is. It’s important to be as clear as you can with this step — a vague problem will hinder the process, whereas a clearly defined issue will allow you to take actionable steps to fix it.

Analyze factors like how high of a priority it is to solve the problem. You can also look to data and other resources to clarify or help you understand the concern.

3. Make a Goal

Create an end goal. Envision what fixing this problem would look like and feel like. What would it accomplish? How would it help you? Map out all the ways fixing this problem would benefit you and use it for motivation to achieve your goal. Set a timeline to figure how long it will take to accomplish that goal.

4. Find the Root of the Problem

Often problems are byproducts of deeper, more central problems, so make sure you dig deep enough to find out what is really causing the issue. If the problem is large and complex, break it down into individual parts.

Gather information and use it to identify the deeper issues of the problem and validate what you think the real concern may be. Take time at this step to really focus on the deep problem — executing this step effectively will save you a lot of time down the road.

5. Develop Actionable Steps

Create a list of realistic steps you can take to combat the problem. You can start with a large list and combine or subtract steps, but it’s important you come up with various ways to attack the problem. Use this action plan to draw up a strategy to get at the root of the problem. Each step should be specific and detail-focused — any steps that are vague or tedious will only take up time and cause confusion.

6. Execute Steps

Now that the plan is in place, all you have to do is follow through on your actionable steps. Illustrate the steps you’re taking to your team, explain why you’re taking them and delegate any steps that another employee has to perform to execute your plan.

Communication is key in this step. In most cases, you won’t be executing the plan all by yourself, so make sure you’re expressing the goals and motives of each step with your team so they can see how it connects to the bigger picture.

7. Observe and Evaluate

Monitor your strategy carefully and see how it relates to the original problem. Is it working? Is it only creating more problems? Gather data, talk to your team and be thorough and objective in your evaluation. You might have to readjust your plan as you gain new information, or you may meet your goals and the plan will be successful.

8. Continue the Process

If the plan worked, find ways to continue integrating these steps into your team’s daily routine. If they didn’t work, go back to the goal-setting process or identify some more aspects of the problem — there may be a deeper concern you missed the first time around. Communicate to your team about how the plan went.

In the future, continue using the eight-step process to solve issues and build momentum with your team.

It’s important to build a culture of problem-solving in your manufacturing plant. It can be easy to fall into the trap of “Band-Aid” solutions — quick fixes without digging into the deeper problems.

It’s believed that the eight-step problem-solving process was actually created by the Toyota Motor Corporation to achieve their admired production standards.

From the lore of Toyota, we get some great eight-step problem-solving examples.  Taiichi Ohno , the father of the Toyota Production System, observed his workers fixing only the first level of cause when their machines stopped working. To combat this, he developed a problem-solving method to methodically break down each problem of the machine until he found the root cause. Only then could he truly fix the machine.

It’s one of many eight-step problem-solving examples, and it shows the importance of creating a process to increase productivity.

Plan, Do, Check, Act (PDCA) and the 8-Step Problem-Solving Process Differences

The eight-step problem-solving process is an expanded version of the  Plan, Do, Check, Act cycle . The first five steps of the 8-step process fall under the planning step, while steps six, seven and eight all correspond to the do, check and act steps. The eight-step process is a more detailed, methodical version of PDCA problem-solving, and converts a vague cycle into something a bit more specific and actionable.

Gain the Problem-Solving Support You Need With MANTEC

MANTEC is the best resource center for manufacturing companies in South Central Pennsylvania. We’re a non-profit that solves any problems a manufacturing facility could have, including  sales and marketing ,  process improvement ,  manufacturing technology  and  workforce engagement .

Our expert staff has had vast experience in the manufacturing industry, and we can provide the guidance you need to get your business running at top efficiency. Our services are affordable and extremely valuable.  Contact us  today!

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Unlocking the Secrets of Problem-Solving: The 8-Step Path to Success

Problem-solving is an essential skill that enables us to navigate through the challenges that life throws at us. When faced with problems, we often feel overwhelmed and struggle to find effective solutions. But what if there was a step-by-step guide that could help us overcome these obstacles with ease?

Today, we will discuss an 8-step problem-solving process, as illustrated in the image from the Lean Enterprise Academy. This image provides a comprehensive framework for approaching problems systematically and structured, ensuring success in tackling even the most complex issues.

Step 1: Clarify the Problem

The first step in problem-solving is to clarify the problem. It involves identifying the issue, understanding its scope, and defining the problem statement. This step sets the foundation for the entire process, ensuring that everyone involved clearly understands the problem.

Step 2: Break Down the Problem

Once the problem has been clarified, it’s time to break it into smaller, more manageable components. By analyzing the problem and understanding its root causes, you can develop a deeper understanding of the issue and generate insights to guide the next steps.

Step 3: Set a Target

Setting a target involves establishing a clear, achievable goal for solving the problem. This step helps to provide direction, motivate the team, and create a benchmark for measuring progress.

Step 4: Analyze the Root Cause

Now that you understand the problem and its components, it’s time to analyze the root cause. By identifying the underlying factors contributing to the problem, you can address them directly and develop a more effective solution.

Step 5: Develop Countermeasures

With the root cause analysis complete, it’s time to develop countermeasures that address the identified issues. These countermeasures should be based on the insights gained during the analysis and tailored to effectively address the problem at hand.

Step 6: See Countermeasures Through

Once the countermeasures have been developed, it’s time to implement them. This step involves implementing the proposed solutions and closely monitoring their progress to ensure they are effectively addressing the problem.

Step 7: Monitor Results and Process

After implementing the countermeasures, monitoring the results and evaluating their effectiveness is crucial. By collecting data and analyzing the impact of your solutions, you can determine whether the problem has been resolved or if further action is needed.

Step 8: Standardize and Share Success

Once the problem has been successfully addressed, it’s essential to standardize the processes and solutions that led to success. This step ensures that the lessons learned are applied to future problem-solving efforts and that successful methods are shared with others who may face similar challenges.

An 8-step problem-solving process is a powerful tool for overcoming daily challenges. By following these steps, you can tackle problems more effectively and build a culture of continuous improvement and learning within your organization. Start applying this process today and unlock the secrets of problem-solving success.

You can get the poster from their website .

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

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

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

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

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

Table of Contents

What is a3 problem solving.

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

Looking for a A3 Problem solving template? Click here

Origin and History of A3 Problem Solving

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

Key Principles of A3 Problem Solving

The following are the key principles of A3 Problem Solving:

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

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

Step 1: Define the Problem

Importance of clearly defining the problem.

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

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

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

Techniques for Defining the Problem

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

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

Best Practice for Defining the Problem

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

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

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

Step 2: Gather Data

Gathering data in a3 problem solving.

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

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

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

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

Data Collection Methods

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

• Observations
• Process diagrams

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

Tools for Data Analysis and Visualization

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

• Excel Spreadsheets
• Flow diagrams
• Pareto diagrams
• Scatter Plots
• Control diagrams

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

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

Step 3: Identify Root Causes

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

Overview of the Root Cause Analysis Process

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

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

Techniques for Identifying Root Causes

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

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

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

Best Practices for Conducting Root Cause Analysis

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

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

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

Step 4: Develop Solutions

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

Solution Development in A3 Problem Solving

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

Techniques for Developing Solutions

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

• Brainwriting
• Solution matrix
• Multi voting
• Force field analysis

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

Best Practice for Developing Solutions

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

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

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

Step 5: Implement Solutions

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

The implementation Process

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

Techniques for Implementing Solutions

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

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

Best Practice for Implementing Solutions

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

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

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

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

Daniel Croft

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

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8-Step problem-solving

• Management systems
• Operations improvement
• Business operations improvement

During this half-day workshop, join David Hicks in a discussion on 8-step problem-solving.

Problem-solving is the foundation of process improvement and is critical in every industry. Using Toyota Business Practice thinking, this workshop breaks down the PDCA/PDSA process into eight steps that will dig deeper and ensure the coach asks the right questions.

The 8 Steps are: 1. Plan - Clarify the Problem 2. Plan - Breakdown the Problem 3. Plan – Target Setting 4. Plan - Root Cause(s) Analysis 5. Plan – Develop Countermeasures 6. Do – See Countermeasures Through 7. Check/Study - Monitor Both Results and Process 8. Act - Standardize Successful Processes

The Auburn Technical Assistance Center is a department of the Harbert College of Business and serves in an outreach capacity to industry in Alabama and the USA. Its mission is to act as a strategic advisor to promote business growth and link manufacturers to Auburn resources essential for increased competitiveness and profitability. The company serves in process improvement, organizational development and executive coaching. https://www.auburntechnicalassistancecenter.com/

Lean Events and Training / Events / Intro to Problem-Solving

Intro to Problem-Solving

Learn a proven, systematic approach to resolving business and work process problems..

Online – On-Demand, Self-Paced

Why you should attend

Learn a proven, systematic approach to resolving business and work process problems, including how to overcome the shortcomings of most problem-solving efforts: not understanding the situation and jumping to conclusions.

$249, Users have access for 12 months

Register now on our eLearning platform

In this in-depth , self-paced learning experience, you’ll learn how to use A3 thinking and the plan-do-check-act (PDCA) improvement cycle — essential lean problem-solving practices that are effective at any level from the front line to the executive suite .

Too often, people jump to implement a “solution” to “fix” a problem only to see it recur and the firefighting cycle repeat. Learning and implementing the A3 thinking and PDCA improvement cycle will ensure you fully grasp the problem situation, identify the root cause, and try and test countermeasures, establishing a perpetual system for clearing obstacles keeping you or your team from achieving — or beating — your performance objectives.  

Throughout this experience, narrated by John Shook, Toyota’s first American manager in Japan, Senior Advisor of the Lean Enterprise Institute, and Chairman of the Lean Global Network, you’ll follow a case example that illustrates and breaks down each step of the problem-solving approach into their simple, easily understood parts. You’ll engage with hands-on activities, videos, multimedia, PowerPoint presentations, articles, and book excerpts, including the best-selling Managing to Learn .

In addition, you will deepen your understanding of lean problem-solving concepts by applying this new way of thinking to a problem you’re currently wrestling with, using downloadable “tools,” such as the Problem Breakdown Analysis and Guided Gemba   exercises and an A3 template.

This learning experience will enhance your ability to resolve work process problems — to get back on track after failing to achieve the standard targets or to achieve a higher performance target — a skill that is critical to every position in every industry , whether in a lean – thinking organization or not. As part of a lean journey, the experience will help you master an essential element of lean thinking and practice .

Who Will Benefit?  

• Individuals who aim to enhance their career prospects by improving their problem-solving skills by adopting the A3 problem-solving process and the PDCA improvement cycle
• Lean practitioners who feel they must fill in learning gaps or refresh their A3 problem-solving and PDCA knowledge and skills
• Leaders, from mid-level managers to top executives, who are trying to level up their team’s knowledge of and adopt lean problem-solving processes as their standard approach, including continuous-improvement and human-resource leaders 

What Will I Learn?  

Upon completion, you will be able to: 

• Build a foundational understanding of problem types and problem-solving.   
• Identify the four types of problems.  
• Resolve business challenges by using the scientific-method-based PDCA-based improvement cycle.
• Apply A3 thinking to solve problems.
• Clearly define problems, beginning with grasping the situation by gathering facts at the gemba.
• Break down general, vague problems into specific, actionable ones that you can solve at the root cause.  

What Else Should I Know?

Get a head start or supplement your online learning. This ebook highlights and explains what you need to know about using this powerful lean practice to gain its most impactful benefits:  

Also, though no prerequisite training or reading is required, having familiarity with lean management basics will be helpful. We recommend the following books:

This learning experience is based on the tested and proven methodology created for LEI’s popular Managing to Learn workbook , authored by John Shook , Toyota’s first American manager in Japan, Senior Advisor of the Lean Enterprise Institute, and Chairman of the Lean Global Network.  

You might also find the book Four Types of Problems helpful in enhancing your problem-solving capabilities. The book explains how most business problems fall into four categories and describes the thought processes, management cadences, and improvement methods t hat will resolve each type.  

Time Estimates Per Unit*

*Actual times may vary.

Download the Intro to Problem-Solving Concept Map and share it with your manager.

Senior Advisor, Lean Enterprise Institute

John Shook learned about lean management while working for Toyota for 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and other operations around the world. While at Toyota’s headquarters, he became the company’s first American kacho (manager) in Japan. In the U.S., Shook joined […]

Need to level set your team’s lean knowledge and skills? Choose the Lean Fundamentals Enterprise Subscription and gain unlimited access for everyone in your organization to three foundational lean learning experiences for three months.

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Model Number:  The model number of your toyota forklift is extremely important for relaying information to your dealers about repair or technical assistance and for looking up replacements part!

Serial Number:  The serial number on your lift is the most important number.The model serial number combination will allow us to provide you with the parts that will fit your particular piece of equipment.

How to Find Your Equipment Serial Number

Model Number:  The model number of your toyota forklift is extremely important for relaying information to your dealers about repair or technical assistance and for looking up replacements part!

Serial Number:  The serial number on your lift is the most important number.The model serial number combination will allow us to provide you with the parts that will fit your particular piece of equipment.

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Problem Solving Through Toyota Lean Management

Albert Einstein once wrote, “We cannot solve our problems with the same thinking we used when we created them.” Simply put, coming up with creative and innovative solutions to problems oftentimes requires you to look at the problem with a fresh perspective. As we’ve discussed in previous  Toyota Lean Management blog posts , recognizing and cutting down on waste is critical to increasing your efficiency, reducing costs, and improving throughput. However, in order to make these improvements and see positive changes in ROI, a key step is recognizing where problems exist and working to solve them.

To recognize and solve these problems, it is often helpful to view them with a different lens to reach a newfound conclusion. Toyota’s 8 steps for problem-solving act as the lens that allows you to view different aspects of your operation from a new perspective.

Consider these eight steps as you start on the path to continuous improvement.

1. Clarify the problem

The first step in solving a problem is realizing that one exists. You can define a problem by asking yourself the following questions:

• Does my current process deviate from the standard?
• Is there a gap in my current process with what I am trying to accomplish vs. what I am accomplishing?
• Are my customer’s needs being met with my current process?

If the answer to any of these questions is no, then you know you have a problem that could use some improvement.

2. Break down the problem

Now that you’ve verified the problem, you can begin to break down the issue into smaller, more detailed pieces. It can be helpful to analyze the different inputs and outputs of your process so you can effectively see where you are currently placing your efforts. Don’t bite off more than you can chew. It is much easier to manage and solve smaller problems rather than attack one large problem with little direction.

3. Set a target

The third step is all about commitment and consistency. Now that you’ve broken down the problem, how are you going to go about solving it? How are you going to meet your new deadline, and how long will it take to complete? Allot adequate time for each activity to ensure you are giving each aspect of the project enough attention.

4. Analyze the root cause

Analyzing the root cause allows you to identify each of the factor(s) that caused a problem in the first place. Sometimes there is more than one cause, and it is important to consider each one as you work to address the issue.

5. Develop countermeasures

Establishing the root cause is only half the battle. Now, you must develop countermeasures for each of those root causes to prevent the same issues from occurring again.

6. Implement countermeasures

Now that you’ve established your countermeasures, it is time to put them into action. You may want to seek ideas from other team members to ensure you are not missing any steps. Also, it can be helpful to track how effective each countermeasure is performing along the way and making adjustments where necessary.

7. Evaluate Results and Process

The seventh step is all about implementing a system to review and evaluate how your new process is working. Countermeasures will fail, but it is important to develop an effective system that always looks for areas of improvement in order to reach the desired result.

8. Standardize Successful Processes

After receiving successful results from your previous evaluation, it is time to standardize the process within your team and the entire organization. As you work through the standardization process, continue to look for possible unresolved issues that you may have missed the first time.

Remember, the road to establishing a lean organization doesn’t stop once you improve a few processes. Lean isn’t just about identifying where you can do better; it’s about instilling a culture of respect and developing to create a workplace that your associates enjoy working in. Achieving business goals and leaner processes requires dedication and teamwork from every individual in the organization. Encourage open communication and empower your employees to bring problems to your attention when they are detected.

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