a3 problem solving workshop

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A3 Thinking and Problem Solving Workshop

A3 Thinking and Problem Solving Workshop by Tonex

This intensive workshop, presented by Tonex, delves into the principles and practices of A3 thinking, a problem-solving methodology rooted in lean manufacturing. Participants will gain practical insights into utilizing the A3 format to identify, analyze, and solve complex problems efficiently. Through interactive sessions and real-world case studies, this course empowers professionals with the skills needed to foster a culture of continuous improvement within their organizations.

A3 Thinking and Problem Solving is a systematic, lean methodology designed to address and resolve complex issues within organizations. Originating from Toyota’s renowned production system, this approach emphasizes visual storytelling through the A3 report format, fostering a structured problem-solving process.

It empowers individuals and teams to methodically define problems, analyze root causes, and implement effective solutions. By encouraging collaboration and data-driven decision-making, A3 Thinking enhances organizational agility, promotes continuous improvement, and establishes a culture of problem solvers.

This methodology transcends industries, making it a versatile and powerful tool for professionals seeking efficient, sustainable solutions to challenges in today’s dynamic business landscape.

Learning Objectives:

• Understand the foundational concepts of A3 thinking and its application in problem-solving.
• Learn to create and utilize A3 reports to analyze and communicate complex issues.
• Develop critical thinking skills to identify root causes and implement effective countermeasures.
• Gain proficiency in facilitating A3 problem-solving sessions for collaborative decision-making.
• Apply A3 thinking to drive continuous improvement and innovation in diverse organizational contexts.
• Acquire the ability to measure and sustain improvements using key performance indicators.

Audience: This workshop is tailored for professionals across industries seeking to enhance their problem-solving skills. Ideal participants include managers, team leaders, engineers, project managers, and individuals involved in process improvement initiatives. Whether you’re from manufacturing, healthcare, IT, or any other sector, this course equips you with the tools to navigate and resolve complex challenges effectively.

Course Outline:

Introduction to A3 Thinking

• Overview of A3 methodology
• Historical context and evolution
• Importance in lean and continuous improvement

A3 Problem-Solving Process

• Define: Clarifying the problem statement
• Measure: Collecting and analyzing relevant data
• Analyze: Identifying root causes through effective analysis tools
• Improve: Developing and implementing countermeasures
• Control: Establishing mechanisms to sustain improvements
• Review: Reflecting on the process and learning for future applications

A3 Report Development

• A3 format and structure
• Crafting compelling narratives in A3 reports
• Visual communication techniques
• Incorporating data and metrics effectively
• Tailoring A3 reports for different audiences
• Real-world examples and case studies

Facilitating A3 Thinking Sessions

• Effective facilitation techniques
• Creating a collaborative problem-solving environment
• Managing diverse perspectives within a team
• Overcoming common challenges in group problem-solving
• Fostering a culture of continuous improvement

Applying A3 Thinking Across Industries

• A3 thinking in manufacturing and supply chain
• A3 applications in healthcare and service industries
• A3 methodology in software development and IT
• Customizing A3 thinking for unique organizational contexts
• Success stories and lessons learned

Measurement and Sustainability

• Key performance indicators for A3 projects
• Monitoring and evaluating the impact of improvements
• Establishing feedback loops for continuous learning
• Strategies for sustaining positive changes
• Integrating A3 thinking into organizational culture
• Continuous improvement beyond the workshop

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Guide: A3 Problem Solving

Author: Daniel Croft

Importance of A3 in Lean Management

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.

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

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. 

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:

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.

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. 

Step 2: Set the A3 Goals

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. 

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.

Step 3: Root Cause Analysis

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.

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.

Step 4: Solutions and Corrective Actions

This action plan needs to be carried out and implemented.

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.

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

Downloadable a3 reporting template.

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.

Q: What is A3 problem solving?

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?

Q: what are the main steps in the a3 problem-solving process, 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

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

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A3 Workshop

• Date: To be announced
• Price: 1190 EUR + VAT / participant
• Trainer: Stephen Parry and Rupert Coles
• Language: English
• Duration: 3 days

Stephen Parry | Rupert Coles

Stephen Parry is an internationally recognised authority and strategist in the creation of Adaptive, Learning, Lean Enterprises. He has applied ‘Lean’ principles to the design and operation of corporations in Europe, Asia-Pacific and the USA. He is co-founder of Lloyd Parry, a Sense and Respond strategy, structure, leadership and change consultancy providing services to several FTSE 100 companies. He is the principle author of Sense and Respond: The Journey to Customer Purpose, published in 2005, which outlines a new operating model for organisations based on the principles of the Adaptive Lean movement.

A3 Thinking Tutorial for Managers: Problem Solving and Critical Thinking

How can you be sure you’re making the best possible management decisions? Even when there is time, information is coming from so many sources it can be difficult to know what is “noise” and what requires your attention. In such data-rich circumstances, you need a better way of thinking — a structured problem solving mindset for you and your staff.

First developed at Toyota, A3 Thinking is a structured thinking process that can be used by anyone and applied to just about any management problem. It is especially effective at helping understand and solve complex, cross-functional, and chronic problems. The A3 Thinking process can help you:

• Make rapid, iterative steps toward improvement and problem solving
• Surface issues and problems in a way that avoids blaming individuals
• Cut through the noise and/or misleading information to get the facts
• Be clear with your team about priorities and responsibilities
• Quickly develop a problem solving mindset in your staff to take responsibility for improvement

In this Workshop, we will teach you and your team how to use A3 thinking to make sure you get, interpret, and act on the right information so you can innovate and solve problems.

Attendees will learn the theory behind the A3 Thinking process and practice techniques and methods so you can use them immediately when returning to work.

Target Audience

Any manager who wishes to understand A3 Thinking, or develop their ability to think critically, communicate well, and enable collaborative approaches to problem solving and improvement.

Prerequisite

Attendees should each bring with them a live “problem topic” from their workplace that they would like to address. These topics will be used during the course of the two days for the attendees to work on and apply A3 Thinking to the topic.

In this two-day session, you will learn:

• The principles behind A3 Thinking and how they differ from traditional approaches
• How to go beyond the superficial uses of the A3 Report so the Thinking instills a structured problem solving mindset that will make a difference to the organization
• How to develop countermeasures and solutions that can be tested before committing to large-scale use
• How to use critical thinking and scientific enquiry skills
• How to foster a blame-free climate of trust to surface problems for teams to address

Attendees will also learn the principles of A3 Coaching and the roles of the A3 Student and A3 Coach.

• Handout (English) will be provided for the participants.
• Welcome coffee, lunch, and other coffee breaks are included in the price. Price includes infrastructure and catering services that are stated on the related invoice as individual items.
• PMP certified participants are eligible to 1 PDU point per training hours as defined in the PMP Handbook on page 42, Category B.
• Price: 1190 EUR (481 950 HUF) + VAT / participant

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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 sheet of paper, typically an A3-sized sheet, 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:

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.

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.

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 an A3 problem solving method, which is derived from Lean management and Six Sigma methodologies.

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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• How Do I Use an A3 Template?

A3 is a versatile problem-solving method and continuous improvement tool. It’s called A3 because it fits on a standard sheet of paper. Download our free A3 template and you’ll have everything you need to get started.  Why to Use A3 A3 is a step-by-step approach for applying plan-do-check-act, also known as PDCA or the Deming cycle. PDCA is a Lean technique that has proven effective in driving productivity and efficiency across industries and around the world. With PDCA, you identify the problem, assess the current state, and create a Plan to solve the problem and gauge success. In the Do phase, you test the plan by running an implementation pilot. Next, you Check and analyze the results of the pilot against the objectives identified in the plan. If things didn’t turn out as you hoped, you cycle back to the plan phase and adjust your approach. If everything looks good, you Act by implementing the plan on a larger scale.  As you can imagine, it’s easy to get overwhelmed by PDCA. The model itself is simple enough, but teams are often unsure when to move from one step to the next (or, back to a prior step). PDCA can also generate a ton of data and analysis that teams struggle to sift through.  A3 streamlines and visualizes PDCA, which makes it a lot easier for teams to make quick decisions. It’s hard to get lost or confused when everything is on one sheet of paper.   When to Use an A3 A3 is a good fit for:

• complex problems,
• cross-functional improvement initiatives (e.g., end-to-end process improvement),
• strategy development,
• communicating project status reports, and
• building the critical thinking and problem-solving capabilities of a team.

Not all business problems require an A3. If you’re faced with a simple problem that has a known cause, just go solve it! But if you have a more challenging issue to tackle, pull out the A3. How to Fill Out an A3 For best results, the A3 should be filled out collaboratively in a workshop format. The amount of time required depends on the scope of the problem and stakeholders’ schedules, but the process of filling out an A3 can generally be done in a series of three workshops. Gather stakeholders together and provide each with their own copy of page 2 of APQC’s A3 template . Replicate page 1 of the template on a whiteboard. To get participants into a Lean mindset, open the session by walking through the eight types of waste on page 3. Now, you are ready to begin filling out the template together.

• Define the problem statement. Collaboratively determine what problem needs to be solved and how it impacts the business and its customers. At this stage, the problem statement will be a bit “fuzzy,” and that’s OK.
• Understand the current state. Explore the current state around the problem to assess its impact and potential causes (including the eight types of waste). Bring data into the discussion where possible, but don’t go too far into the weeds just yet.   
• Identify an improvement opportunity and business benefits. Write down how solving the problem would help in achieving business goals and KPIs. Be as specific as possible.  
• Determine the root cause. Now, it’s time to really dig into the data around the problem. Look closely at all potential causes as well as upstream and downstream relationships that could impact potential solutions.  
• Identify solutions and a future-state vision. Discuss potential solutions and what the future might look like if they were implemented.   
• Build an implementation plan. Define what needs to happen, who will do it (resources), and how they will do it (training, if necessary).   
• Verify results. Examine the results of implementation to determine whether desired results were achieved.  
• Did you miss some aspects of the current state (e.g., undocumented variations, exceptions, or workarounds)?
• Did you misinterpret the root cause?
• Do you need to do a better job of articulating business benefits and a future state vision build buy-in?

Making A3 Work for Your Company You can purchase A3 modeling software, but it’s not necessary and it’s definitely not a silver bullet. The keys to success with A3 are training, facilitation, and data availability. You get the best results when participants have a foundational understanding of Lean, are supported by a strong facilitator, and have easy access to relevant information. For more templates like this, see APQC’s collection of Benchmarking and Improvement Tools.  

The A3 Thinker’s Action Deck

71 brainstorming cards for lean problem solvers.

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frame, analyze & eradicate PROBLEMS systematically

Develop your critical-thinking skills, create new problem-solvers.

This is one of the best Lean learning tools I’ve seen in recent years.

Karen Martin President, TKMG, Inc.

The A3 Thinker's Action Deck fits easily in your pocket and it is crafted with smooth-finish casino-quality card stock for maximum portability and durability.

The front  of e ach card features  a set of thought-provoking questions which will help you frame problems with improved  clarity, accuracy, precision, relevance, depth, breadth, logic, and significance . 

The back presents an original cartoon to further illustrate each concept vividly. 

Cards are organized into   10 sections that will guide you through a time-tested problem-solving and improvement sequence: Background, Current Situation, Problem, Target, Theme, Analysis, Countermeasures, Implementation, Effect Confirmation, and Follow-Up . 

An additional Mentoring section will help you throughout the sequence to review and challenge what you know so far, probe other people’s thinking and engage teams and co-workers in powerful conversations.

Frequently Asked Questions:

Does the deck come with instructions.

Yes it does! The instructions show how to use the cards in a typical problem-solving scenario. Many people however report that they use them in ways that I didn't anticipate, like simply pulling a card from the deck and passing it around for discussion.

Additionally, some use the deck in their training, while others even use a subset of cards for pre- and post-sales meetings (it's the deck - not the consultant - that asks the "difficult" questions and leaves no stone unturned).

Do you have a blank A3 template I can download?

I generally start from scratch with a blank sheet and a pencil, which gives me maximum flexibility. I think about A3 thinking as a process, rather than as a report and often I need to put more emphasis on one aspect of the report and less in others (for example I could have a preliminary report that only focuses on framing and analysing the problem), so I like the flexibility of a "free format" 🙂

In any case, I appreciate the convenience of a starting point, and since a few asks from time to time, I created a simple/typical one that you can download here:

How is the Deck different from books?

There are some great books and resources out there. But let's be honest: books have a habit of collecting dust in a bookshelf after you've glanced at them a few times. In the ideal A3 Thinking managment cycle, you'd have a very experienced sensei working with you, probing and challenging your thinking as you uncover the story of a problem. But experienced A3 mentors are rare. So, the A3 Thinker's Action Deck was born. Based on the principle that thinking is driven by questions, not answers - we developed with the goal was that "it had to be so good that even a very experienced sensei would adopt it".  

Who else uses the A3 Thinker's Action Deck?

The A3 Thinker’s Action Deck is used by hundreds of organizations worldwide, including Toyota, Spotify, Honeywell, Carl Zeiss Microscopes, Siemens, Nissan North America, McKinsey, Skype, BearingPoint, J.P. Morgan, and many others.

A great resource for developing people into problem solvers...

I am finding excellent value and use from this impressive deck of questions and actionable ideas. This resource is the at-elbow coach that puts an agile sensei into the pocket of every person who needs to face a change! I have purchased several physical decks for associates (leaders, facilitators, and engineers) and they, too, are finding value in this resource. Wherever you are in the problem solving cycle, take a card, ask a question, pass it around; this will spark new levels of personal and organizational learning.

An excellent product

I use the A3 Thinker’s cards during our Lean is Science: Problem Solving with A3 workshop and people just love them. They are a great addition to our training.

Learning A3 thinking with these cards is fun and easy

The A3 Thinker's Action Deck contains a sophisticated deck of brainstorming cards to train your impediment management and problem-solving muscles. Each A3 phase is supported by a color-coded card set with different aspects that helps you fill your A3 thoroughly. Claudio Perrone highlighted the essence of each card with a corresponding visual metaphor to facilitate its meaning. Even mentor cards are inside the deck to grasp the mentors perspective. I work with these cards a lot lately in trainings and coachings to help others get the concept right. These cards are great for everyone wanting to learn and work with this lean concept after having read some literature on A3s.

 These cards can be used for anything.

These cards can be used for anything. Personal reflection; team brainstorming; departmental planning; organizational strategy; non-profit board discussion. I often just pull them out of my briefcase and shuffle through them while waiting to talk to a client. These are good brain tools!

A very valuable resource

The cards are great for Agile or Lean practitioners and I certainly use them most times I do an A3. In fact the more complex the problem I am trying to solve, the more I will lean on the deck.

A game changer in the field of problem solving

I feel as if it has become an indispensable part of my Agile kit and I cannot leave home without it. A set of beautifully crafted cards that has helped me in improving client engagements, solve problems and mentor others. I have seen improved retrospectives and focus. This is going to be a game changer in the field of problem solving, and, it is a must have for all Lean and Agile practitioners.

An essential tool!

We've used the A3 in situations where we thought we understood the problem (and didn't) and when the problem has been unknown. The cards can be passed around and everyone can contribute. The card quality is fantastic, beautifully illustrated with inspirational quotes on each. Rarely would a situation not be better discussed without the power of A3 thinking. It's an essential toolkit for any company!

A3 problem Solving Template

The A3 problem solving template is a simple way for teams to collaborate on complex issues and continually improve their process. It is based on A3 thinking, which is a structured approach to problem solving with its origins at Toyota. Based on some simple steps and ideas, A3 thinking promotes collaboration and active communication to manage small projects, and solve chronic or more complex issues. Within TeamAssurance, the traditional A3 problem solving template is a dynamic, living report.

Tell a story

A3 Reports bring together related information and activity in a one-page overview. This structured simplification means it’s an effective communication and coaching tool for the frontline through to senior mangement. Most of this information already resides within TeamAssurance, and you simply link the information to the relevant A3 section. Otherwise create the goals or activities directly from the A3 Report and it will automatically be linked and displayed.

Active management using A3 Problem Solving Template

A3 Reports are a living document that should be revisited and updated at regular intervals. It shouldn’t be a monthly exercise for the project team to meet and update the A3 – that’s a sure way to stagnate progress. Instead, manage the individual activities and goals through your Daily Management System, such as TeamAssurance, to ensure that the A3 isn’t a set-and-forget exercise.

A3 Projects Are a Part of the Greater C.I. Framework

The A3 is a powerful, core Lean tool. As a foundational part of the daily management process, it supports the alignment of people with their organisational and department goals each day, every day. Plus, it focuses efforts and conversations on the issues at hand.

However, utilising A3 project templates shouldn’t be ‘set and forget’ process nor should these be developed in isolation. Standardised problem solving techniques , Standard Operating Procedures (SOPs), and a Tiered Daily Management  process supporting the entire  PDCA loop are also key to success when it comes to completing A3 tasks.

The image below showcase how TeamAssurance is built as an interconnected platform to avoid disconnected ‘Point Solutions’ (digital or analog) that can lead to sub-optimal performance of your continuous improvement efforts.

Contact us for a demonstration of the TeamAssurance platform if you’re a business in need (or a consultant with clients in need) and you’d like to discuss the opportunities that digital-aids to Lean tools provide

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The Lean Post / Articles / Dueling Methods: 8D and A3

Problem Solving

Dueling Methods: 8D and A3

By David Verble

August 20, 2020

One of the scores of questions sent in by attendees at our recent webinar on the A3 problem-solving process was what's the difference between it and the 8Ds. Webinar presenter and continuous improvement coach David Verble explains.

Several hundred managers and continuous improvement professionals attended the recent  Lean Enterprise Institute webinar “ Beyond Problem-Solving: Other Facets of the A3 Process You Should Know and Practice ” — and sent in scores of questions.

They were more than presenter David Verble could answer in an hour, so he’ll tackle them in follow-up articles on the Lean Post . Here is the first. (Make sure you are  subscribed  to the Lean Post  to get alerts when we post new content.)

Q: What’s the difference between A3 and 8Ds and when or in what kind of problems do I need to use each?

David:  The  8Ds  or eight disciplines were developed by Ford in the 1980s as a team problem-solving approach. The A3 process is a Toyota-pioneered practice of getting the problem, analysis, corrective actions, and action plan on a single sheet of large (A3) paper, often with the use of graphics. The main difference is that the  8Ds, summarized below, are oriented toward organizing and leading a team through a structured problem-solving process.

The 8Ds (which start with plan for solving the problem; determine prerequisites):

• Form a team with product or process knowledge
• Describe the problem in quantifiable terms such as what, where, how many, etc.
• Implement containment actions to isolate the problem from customers.
• Determine and verify all applicable causes
• Select and verify permanent corrections
• Implement the best corrective actions 
• Take actions to prevent the problem from recurring
• Recognize and congratulate the team

By the way, I like the term “corrective actions.” I think it allows for more options than “countermeasures” because it’s broader and includes countermeasures plus temporary actions.

A Report Is Just a Report

It’s important to remember that 8D reports and A3 reports describe the problem-solving after it has happened. Filling out the reports does not — in either case — do the problem-solving. You can use the reports to document your progress, but you don’t do the problem-solving by completing the report. You must do the problem-solving work before you enter anything in the reports.

There is a similarity between the 8Ds and the problem-solving process used by Toyota’s quality circles, which follow a cycle of forming teams and clarifying roles. But the 8Ds shouldn’t be confused with Toyota’s  eight-step problem-solving process , which is not oriented toward teams.

Toyota’s 8-Step Process:

• Clarify the problem
• Breakdown the problem
• Set a target
• Analyze the root cause
• Develop countermeasures
• Implement countermeasures
• Monitor the process and results
• Standardize successful processes

The process starts with clarifying the problem, which is essentially grasping the problem situation, understanding what’s going on, and pinpointing the problem. The next step, breaking down the problem, is a key feature that is unique to Toyota’s problem-solving process. I’m not aware of another method that has this emphasis on identifying the problem as a gap in performance and then examining the work in the underperforming process or procedure to learn what is contributing to the gap.

The A3 Emphasis

If you read  Managing to Learn , which is about how to use the A3 problem-solving process, middle manager character Desi Porter ultimately captures the current flow of a language translation process, which had caused a host of problems and created many more for the operation . He leads people in the process of agreeing on a future-state workflow that eliminates the problems.

As part of the process, you may have to — as Porter did — collect data and sort out the different types of defects or delays. That’s part of breaking down the problem, but sooner or later, you’re going to end up examining the process or procedure that has the issues in timing or delivery that you’re concerned about. And you are going to look for the specific things that are not working as they should in the workflow resulting in that performance gap. That’s what Toyota means by “breakdown the problem.”

In that way, it is like using value- stream mapping. First, you visualize the current workflow, identify the things about the way the work is being done that are affecting flow and timing, and then decide what changes need to be made to create a better performing future-state process.

I’m obviously biased, but I think the A3 process goes into a depth of problem-solving thinking that most other methods don’t. For instance, I don’t believe the 8D process goes as deep into monitoring results or checking what happened during execution, reflection, and making decisions on next steps: should you standardize, continue problem-solving, or start over?  In other words, it does not seem to put the kind of emphasis on completing the plan-do-check-adjust ( PDCA ) cycle that A3 problem-solving and Toyota’s eight-step problem-solving do.

The Big Difference Between A3 and 8D

I have seen both approaches used successfully with most kinds of problems. I saw a variation of 8D used effectively at NUMMI, the Toyota-General Motors joint-venture plant in California. It was an effective means of engaging teams of operators in dealing with problems in the scope of their work. A simplified A3 process was the method used by Toyota Quality Circles. In fact, the A3 format originated as a tool for quality circles to report their problem-solving work to management.

The biggest difference in how the two methods are used that I see is in the scope of problems they are used to tackle. The 8D process seems to be more frequently used at the operational and staff levels to investigate and resolve problems within their work environments.  

The A3 problem-solving process and the A3 report  — at least as they are done in Toyota — are most often used for management level problems which are often cross-functional or strategic. 

After starting out as a report format for quality circles, the A3 was taught to Toyota managers to level up their PDCA problem-solving thinking and skills. (See the Lean Posts How the  A3 Process Developed to Help Build Better Managers  Parts 1 and 2 by John Shook and Isao Yoshino for more information).

In Toyota, the A3 format is used as a communication and reporting tool in strategy deployment , multi-leveling planning for major projects, cross-functional process improvement initiatives (such Porter’s translation project), and performance improvement efforts at the department, value stream , operating unit, and group levels. It is the primary tool for leading and managing the many organizational change, improvement, and problem-solving processes based on the PDCA cycle.

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• Watch the webinar with David Verble.
• For a deep-dive into the A3 problem-solving method, register for the comprehensive online workshop, Managing to Learn . Learn more about the curriculum and enroll.

Managing to Learn

An Introduction to A3 Leadership and Problem-Solving.

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About David Verble

A performance improvement consultant and leadership coach since 2000, David has been an LEI faculty member for 17 years. Recognized as one of the first Toyota-trained managers to bring A3 thinking from Japan to the United States, he has conducted A3 problem-solving and leadership programs for 30 years. Overall, his…

The difference is how they do cause finding.

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