what is a3 problem solving method

Guide: A3 Problem Solving

Author: Daniel Croft

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

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

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

Importance of A3 in Lean Management

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

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

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

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

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

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

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

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

Step 1: Describe the problem

Problem description.

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

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

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

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

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

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

Current Condition

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

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

Containment Actions

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

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

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

Step 2: Set the A3 Goals

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

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

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

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

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

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

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

Step 3: Root Cause Analysis

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

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

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

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

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

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

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

Step 4: Solutions and Corrective Actions

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

This action plan needs to be carried out and implemented.

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

Step 5: Validate Solution and Standardize

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

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

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

Step 6: Preventive Actions and Lessons Learned

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

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

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

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

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

Downloadable A3 Reporting Template

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

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

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

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

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

Q: What is A3 problem solving?

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

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

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

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

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

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

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

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

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

Daniel Croft

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

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What is A3 Problem Solving?

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

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

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

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

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

Why use the A3 approach to solving problems?

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

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

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

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

The benefits of using A3 thinking are:

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

How to create an A3 report?

Step 1: The title

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

Step 2: Background

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

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

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

Step 3: Current condition

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

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

Step 4: Goal

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

Step 5: The root cause

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

Step 6: Countermeasures

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

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

Step 7: Effect confirmation

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

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

Step 8: Follow up actions

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

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

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

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

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A Deep Dive into the A3 Problem-Solving Approach

• 11 mins to read
• June 20, 2023
• By Reagan Pannell

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

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

Understanding the A3 Approach

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

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

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

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

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

How to Implement the A3 Process in Your Organisation

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

1. Identify the problem: 

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

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

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

2. Establish the context and background: 

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

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

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

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

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

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

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

4. Investigate root causes:

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

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

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

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

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

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

5. Countermeasures:

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

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

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

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

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

6. Evaluate the results:

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

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

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

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

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

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

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

7. Standardise and share:

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

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

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

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

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

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

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

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Training the team on A3

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

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

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

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

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

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

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

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

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

Final Thoughts

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

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Reagan pannell.

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

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A3 Thinking: A Structured Approach to Problem Solving

• 5 MINUTES READ

Also known as A3 Problem Solving.

Variants include 8D and CAPA.

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

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

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

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

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

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

A3 Seven Stages Model

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

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

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

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

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

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

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

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

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

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

Wrapping Up

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

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

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A3 Problem Solving

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A3 Problem Solving: Structured Approach to Solve Process Problems

Companies have various methods of solving problems. The effectiveness of a problem-solving approach influences the solutions achieved. A3 thinking is one way that businesses can come up with effective remedies for process challenges. 

Toyota developed A3 problem solving to facilitate collaboration, learning and personal growth amongst workers. The vehicle manufacturer is famous for its commitment to continuous improvement . Even with a large workforce, Toyota is always finding ways to boost performance. 

Through the A3 process, the manufacturer promoted in-depth problem-solving. Can the problem-solving template work for your enterprise, as well?

What is A3 Problem Solving

The A3 process is a structured problem solving and continuous-improvement lean methodology that reports issues then finds a way to solve them. It’s a structured approach that promotes continuous improvement . A3 refers to the paper size (European) the equivalent to the 11″x17″ (American), which is used to outline plans throughout the problem-solving process. 

A3 problem solving is similar to other problem-solving methodologies which all seem to be similar to Deming’s Plan-Do-Check-Act PDCA .

What is A3 thinking process?

A3 thinking is a team collaborative process and continuous improvement tool developed by Toyota

Toyota employs the A3 thinking process format in their Toyota lean manufacturing process in three areas: proposals, status and problem-solving. Taiichi Ōno from Toyota contributed to the popularity of the A3 template. Apparently, he preferred to have reported on a single page. As with other Lean systems, the A3 process focuses on visualisation. 

By outlining the problems that require solutions, it’s less complicated for employees to envision the results. Putting your process challenges on paper doesn’t guarantee that they will get fixed. However, the A3 planning principle makes a lot of difference.

A3 Problem Solving Process

How to Use an A3 Template. The A3 process requires you to understand the problem before devising solutions. The structured approach involves the following steps:

• Identify : Begin by identifying the challenges the background information. Different people can have varying views about the problem, and it’s crucial to learn this. The problem statement is developed at this stage.
• Summary : Next is a comprehensive summary of the current state. A proper understanding of the situation is necessary to find solutions.
• Goals : Come up with the goals or desired future statement. All stakeholders should agree on the objectives.
• Analysis : Conduct a root cause analysis to learn where the inefficiencies lie. The the 5 Whys and the Ishikawa Diagram ( Fishbone Diagram ) can help with this process.
• Solutions : Decide the countermeasures necessary to correct the situation. Short-term solutions might be necessary.
• Plan : Have a plan to implement the countermeasures. The plan should identify roles and a timeframe.
• Results : Check the outcomes to confirm if the executed solutions meet the objectives.
• Follow Up : The final stage should include follow-ups. Consider any actions that might improve the process and help maintain the positive results of the A3 exercise.

Benefits of A3 Problem Solving Process

With the correct implementation, businesses can get good value from the A3 structure. One is effective and quick problem-solving. The A3 process involves several steps that show you what to do at every point. Therefore, workers can approach problems through logical reasoning. Rather than jump straight to solutions, employees get to work through the stages.

The process boosts company growth. Businesses stagnate when they have to deal with the same issues over and over again due to poor problem-solving. An effective problem-solving method makes it easy to sustain good operating policies. The better a company can solve its challenges, the more it grows.

The objective thinking requires in the A3 process simplifies planning. Any great problem-solving approach involves a concrete blueprint. The stages of A3 thinking take the stress out of planning because you know what to do and when.

A3 thinking enhances collaboration across teams, thus promoting development. When employees have to use a structured tool repeatedly, it fosters knowledge sharing. The more people work together, the better they relate and learn to complement each other.

Companies can completely change how they see problems and deal with them through A3 thinking. However, implementing A3 problem solving is not enough. Organisations must know how to incorporate the tool into the existing Lean culture.

What is Six Sigma?

Six Sigma methodology is not a mysterious magic solution but a well-studied and tested set of tools and techniques that aim to solve problems of inefficiency within your business or projects. These techniques consist of spotting and removing all those faults cluttering your processes and stopping them from running as smoothly and effectively as possible.

Read More: Six Sigma Continuous Process Improvement

What is lean six sigma?

Lean six sigma is a combination of two methodologies,  lean  manufacturing and six sigma, designed to improve processes to drive businesses toward increased efficiency, productivity and improved customer satisfaction.

Read More:  Lean Six Sigma

Difference between six sigma, Lean and lean six sigma?

Six sigma, lean, and lean six sigma are all focused on improving processes to create more value for the customer.

Lean refers to removing waste in any process, while six sigma refers to optimizing a specific process. Lean focuses on reducing waste from a system, while six sigma’s goal is to improve quality.

Process Improvement Methodologies

Process Improvement Methodologies are a way to identify inefficient processes that can affect your business's performance. These methodologies can be incorporated into your business to help increase its productivity and profits!

Read More: Process Improvement Methodologies

Lean Methodology

With the lean methodology, you are stripping back the wasteful aspects of your business and either fine-tuning existing processes or replacing them entirely.

Read More: Lean Methodology: Optimising Business Processes

Toyota Lean Manufacturing Maximise Productivity

Toyota lean manufacturing production system has  13 core pillars  that guide them in their decisions and continuous improvement.

Workers are central to the whole process and treated as a precious resource for the business

Read More: Toyota Lean Manufacturing: Maximise Productivity and Efficiency

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• Project management

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

Georgina Guthrie

February 21, 2020

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

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

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

What is the A3 technique?

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

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

How to solve a problem with A3

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

There are three main roles involved:

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

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

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

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

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

How to create an A3 report

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

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

Final thoughts

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

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

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A3 Problem-Solving Method: Definition, Best Practices, And Benefits

Organizations need a structured approach to tackle complex issues and drive continuous improvement.

The A3 problem-solving method is a powerful tool that enables teams to identify, analyze, and solve problems in a systematic and collaborative manner.

This guide will provide an overview of the A3 problem-solving method, its definition, best practices, features, pros and cons, benefits, and examples.

The A3 problem-solving method, also known as the A3 report or A3 thinking, originated from Toyota’s lean manufacturing principles.

It gets its name from the international paper size A3 (11.7 x 16.5 inches), which is typically used to document the problem-solving process on a single sheet of paper.

The A3 report serves as a concise and visual communication tool that guides teams through the problem-solving journey.

Best Practices

To effectively utilize the A3 problem-solving method, consider the following best practices:

• Define the problem : Clearly articulate the problem statement, including its impact on the organization, customers, or stakeholders.
• Gather data : Collect relevant data and facts to understand the current situation and identify the root causes of the problem.
• Analyze the problem : Use tools such as the 5 Whys, cause-and-effect diagrams, or Pareto charts to identify the underlying causes and prioritize them.
• Develop countermeasures : Brainstorm potential solutions and select the most appropriate countermeasures to address the root causes.
• Create an action plan : Outline the steps required to implement the chosen countermeasures, including responsibilities, timelines, and resources needed.
• Implement and monitor : Execute the action plan, monitor progress, and gather feedback to ensure the effectiveness of the countermeasures.
• Reflect and standardize : Reflect on the problem-solving process, document lessons learned, and establish standard procedures to prevent recurrence.

The A3 problem-solving method offers several key features that make it a valuable tool for corporate learning and problem-solving:

• Structured approach : The A3 report provides a structured framework that guides teams through the problem-solving process, ensuring a systematic and comprehensive analysis.
• Visual communication : The A3 report condenses complex information into a concise and visual format, making it easier to understand, share, and communicate with stakeholders.
• Collaborative tool : The A3 report encourages cross-functional collaboration and involvement, fostering a shared understanding of the problem and promoting teamwork via employee training courses .
• Focus on root causes : By using tools like the 5 Whys and cause-and-effect diagrams, the A3 problem-solving method helps teams identify and address the underlying root causes of problems.

Pros and Cons

Like any problem-solving method, the A3 approach has its pros and cons:

• Promotes a structured and disciplined problem-solving process.
• Encourages collaboration and involvement from multiple stakeholders.
• Provides a visual and concise representation of the problem-solving journey.
• Focuses on identifying and addressing root causes, leading to sustainable solutions.
• Facilitates knowledge sharing and organizational learning.
• Requires time and effort to gather data, analyze the problem, and develop countermeasures.
• May not be suitable for simple or straightforward problems that can be solved quickly.
• Relies on effective communication and facilitation skills to ensure team engagement and alignment.

The A3 problem-solving method offers several benefits to organizations:

• Improved problem-solving : By following a structured approach, teams can effectively identify and address complex problems, leading to more robust and sustainable solutions.
• Enhanced collaboration : The A3 method promotes cross-functional collaboration, enabling teams to leverage diverse perspectives and expertise to solve problems.
• Streamlined communication : The visual nature of the A3 report facilitates clear and concise communication, ensuring that all stakeholders have a shared understanding of the problem and its solution.
• Continuous improvement : The A3 problem-solving method fosters a culture of continuous improvement by encouraging reflection, learning, and standardization of best practices.

Let’s consider an example of how the A3 problem-solving method can be applied in a corporate setting:

Problem: Customer complaints about slow response times in the customer service department.

• Define the problem : Clearly articulate the problem statement: “Customer complaints indicate that our customer service department is experiencing slow response times, leading to customer dissatisfaction and potential loss of business.”
• Gather data : Collect data on average response times, customer feedback, and any other relevant information to understand the current situation.
• Analyze the problem : Use the 5 Whys technique to identify the root causes. For example, the first why could be “Why are response times slow?” The subsequent whys would delve deeper into the underlying causes until the root cause(s) are identified.
• Develop countermeasures : Brainstorm potential solutions, such as implementing a ticketing system, providing additional training to customer service representatives, or optimizing workflow processes. Select the most appropriate countermeasures based on feasibility and expected impact.
• Create an action plan : Outline the steps required to implement the chosen countermeasures, including assigning responsibilities, setting timelines, and allocating resources.
• Implement and monitor : Execute the action plan, closely monitor response times, gather customer feedback, and make adjustments as necessary.
• Reflect and standardize : Reflect on the problem-solving process, document lessons learned, and establish standard procedures to prevent recurrence of slow response times.

By following the A3 problem-solving method, the organization can systematically address the issue of slow response times, improve customer satisfaction, and drive continuous improvement in the customer service department.

Remember, the A3 problem-solving method is a flexible tool that can be adapted to various situations and industries.

Its effectiveness lies in its ability to provide a structured and collaborative approach to problem-solving, leading to sustainable solutions and organizational growth.

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What Is An A3?

Developed as part of the respected Toyota Production System, an A3 is a tool that provides a framework for continuous problem-solving. Project teams use an A3 to identify problems, develop solutions, track the impact of their efforts and make necessary adjustments.

Many use the A3 as part of the Plan-Do-Check-Act cycle. It also helps solve one of the most persistent organizational challenges: a lack of the kind of collaboration that leads to clearly defined goals, a well thought-out strategy and successful implementation.

Toyota Developed the A3 Process

Toyota developed the idea for the A3 as part of its production system. Toyota engineers used an 11-inch by 17-inch piece of paper – called an A3 – for a new problem-solving system.

The relatively small size of the A3 is important. By restricting the process to a single sheet of paper, an A3 keeps teams focused only on essential information. This eliminates time wasted discussing items that are part of the process but of lesser importance.

The A3 provides structure for successful problem-solving, including a focus on determining the root cause of the problem.

How to Fill Out an A3 Form

Developing a successful A3 report requires following a clearly defined path along a series of steps.

Define the Problem

Before starting the process of creating an A3 report, teams agree on what challenge the project will address.

Current Conditions

Using value stream mapping , teams walk through each step of a process and develop an understanding of the current state of the operation. This can also involve observing the process firsthand. This step should include taking detailed notes, creating illustrations and adding whatever other information is necessary to get a firm grasp on the current operation.

Cause Analysis

The current conditions step gives teams a clear picture of where things stand, allowing them to now focus on what is causing the problem. This is determined through the Lean concept of root-cause analysis, including the technique called The Five Whys .

Create Countermeasures

Keeping in mind to focus clearly on the problem at hand, teams create countermeasures that target the root cause uncovered in the previous step. These countermeasures should include all tasks for each person involved with the countermeasures. It also includes a plan to eliminate any delays or workarounds related to the problem. The team also should be able to clearly articulate the desired state the countermeasures are meant to achieve.

Implement Plan

Each countermeasure is implemented and the results tracked and updated on the A3. This includes accomplishment of the tasks involved and the outcomes achieved.

Teams can take the results recorded from implementation of the countermeasures and determine what did and did not help the team achieve the desired state. They can compare data from implementation of countermeasures to the data compiled in the “current condition” step.

Get Approval

Before making any changes permanent, teams should first consult with stakeholders in the operation to confirm the impact of the countermeasures. They also must get approval from leadership before making the changes permanent.

Standardize

Countermeasures that led to desired goals should become standardized as part of the operation going forward. For those that did not achieve the desired results, team can either eliminate them or alter them. Every team decision is driven by the data.

The A3 provides a focused, fast method for problem-solving teams to put into play. As with all successful Lean tools and techniques, the simplicity of the approach is part of what makes it so powerful.

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A3 - A Lean Approach to Problem Solving

Brendan healy.

• . Dec 9, 2020

So what is an A3?

The a3 template.

• Background - what is the reason for working on the issue (business case)?
• Current State - description of the current issue
• Overall Goal / Target - what improvement are we trying to achieve?
• Analysis - what are the root causes of the issue?
• Proposed Actions - what steps do we plan to take to address the issue?
• Planning - what resources are needed & when is the best timing?

What are the benefits of using the A3 method?

The tool is flexible and can be used in a variety of situations. It has been designed to keep things simple by focusing on the facts. Its design ensures consistency across different problem solving or continuous improvement initiatives. It also encourages the use of additional Lean tools for analysis such as Fishbone Diagram, Five Why Analysis, PDCA action planning and pareto charts. This results in more staff being exposed to & implementing additional Lean skills and tools into their everyday work. This can be the tipping point for shifting the culture of the business towards performance excellence.

The PDCA Principle

Tools supporting a3 analysis, example of a3 problem solving.

MD of PerfEx Consulting Pty Ltd. Extensive operations experience across construction, med device, pharma, food, beverage & public health. Qualifications include Lean 6 Sigma (MBB), Proj. Mgt, Org. Behaviour, Quality Mgt Systems, Safety Leadership, PhD Molecular Biology & Hons BSc Microbiology.

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As I introduced A3 problem solving in my last column, I will now discuss in detail the steps involved with this problem solving approach. Background of A3 Problem Solving A3 problem solving is quite similar to other problem solving approaches which mirror Deming’s Plan-Do-Check-Act (PDCA) cycle. The comparison between A3 problem solving and PDCA is depicted in Table 1. Table 1

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A3 Problem Solving | A3 Root Cause Analysis

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

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

What is A3 Problem Solving

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

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

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

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

The A3 Problem Solving Process

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

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

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

Current Situation

• Targets or Goals

Root Cause Analysis

Countermeasures.

• Implementation Plan

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

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

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

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

Targets / Goals

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

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

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

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

Action Plan

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

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

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

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

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

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

Why Use A3 Reporting

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

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

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What is the A3 Problem Solving Method?

By OpEx Learning Team , Last Updated October 15, 2017

The A3 problem solving method, like many other concepts related to Lean manufacturing, originated at Toyota and saw active use at the organization for a long time. The name is relatively simple to use and very intuitive for leaders who already have at least some experience in the area of lean, and it’s seen many applications since its original inception.

The standard way of implementing the A3 method is with a specific chart drawn up on a sheet of A3 paper, which is also where the method gets its name from. The chart is flexible in its design and can be adapted to various different industries and styles of work, but its elements remain pretty much the same across the board. The only difference is in the way they are combined with each other, as some organizations might choose to omit specific parts of the chart.

Each step of the process is categorized under several major groups, which are used to split the solution into discrete general parts. Generally, you can split the process into four steps:

• PLAN develop a basic plan for addressing the problem and identify each individual step required for adequate planning
• DO put the plan into action and implement all necessary changes in your organization
• CHECK verify the results of your solution and make sure that you’ve actually made a positive impact on the company
• ACT ensure that successful solutions are spread with the appropriate parties that can benefit from them in the future

Additional Details

While the four steps mentioned above outline the general process, a typical A3 chart would have more steps than that, typically around eight. For example, the planning stage can be separated into three or even more unique stages identifying the requirements for the current solution, identifying the points of the organization that will be affected by the implementation, figuring out the root cause, and so on.

How you’re going to split up those steps is up to you, but it’s important to think of the future and always do this separation in a way that allows you to reuse the chart in case of another problematic situation later on.

For example, not all companies need to put a lot of effort into the ACT stage of the solution, as sometimes the implementation will be done in the only department that’s affected by it, and nobody else needs to know the exact details of how the problem was solved. After all, sharing too much information can be just as counterproductive as sharing too little, and you should avoid burdening departments with irrelevant details that don’t matter in their current work.

Refining the Method in the Future

Once you’ve successfully implemented the A3 method in your organization a few times, you may start to notice some common points that affect how well it works in the specific context of your operations. With enough time, you’ll build up some experience and intuition in this area, and you’ll start to identify some patterns in the way A3 is being applied.

In the end, you’ll likely come up with a version of A3 that’s fine-tuned for your specific organization and even perhaps some departments, and as long as you keep that version tuned to any new developments in the company, you should see good results in the long run.

Don’t Forget the Alternatives

Another important detail that you shouldn’t forget is that A3 is just one of many problem-solving techniques, and it doesn’t necessarily have to be the ideal one for each type of problem that arises in your organization. A good leader will take a lot of time to familiarize themselves with the current trends in the field of problem-solving methodologies, and will always stay up to date on new developments.

The A3 method is a great tool once you grasp the idea of its usage, and while some situations definitely call for an alternative approach and A3 is not the ideal solution in those cases, solid knowledge of this particular methodology is still an incredibly useful asset to have in your toolkit. Even if you don’t end up using it a lot, simply familiarizing yourself with the fundamentals of its operation can open your eyes to some general high-level concepts in workplace organization and optimization.

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When to “A3”? – Three problem solving tools to match the complexity of your problem

• September 13, 2016

You may have asked yourself: “Does every problem require an A3?” 

Maybe even you’ve asked: “What is an A3?”

Or: “What are A3 problem-solving tools?”

Or: “What are other ways of problem-solving?”

I’m often asked these questions by clients and readers of this blog, and thought that you might have the same question too.

(I’ve also been asked about the various A3 problem-solving tools out there.)

My short answer to the question “Does every problem require an A3?” is: NO .

My longer answer is that you should match your problem-solving process with the level of complexity of the problem at hand.

Three problem-solving tools and processes

In this post, I share three different problem-solving tools and approaches I’ve used in different organizations based on the level of complexity of the problem:

• A3 problem-solving framework and process for complex problems (often cross-functional)
• “Simple” four-box or A4 framework and process for problems localized to one area
• “Situation-Target-Proposal” framework and process for daily improvements and “just do-its”

Click here to get a copy of the four-box problem-solving tool described in more detail below!

The Foundation of Problem-Solving: PDCA, PDSA, or – even better – SAPD

All three of the problem-solving tools and processes explored in this post support the basic problem-solving Plan-Do-Check-Act (PDCA) cycle.

They serve the dual purposes of: 1) solving problems and 2) developing problem-solving capability in others.

Don’t forget to study and learn!

When talking about the cycle of continuous improvement, I actually prefer to use “Study” instead of “Check” and to flip the acronym to start with studying: Study-Adjust-Plan-Do. SAPD.

Starting with “Study” is a subtle, but powerful shift in our mindset — and our actions. It emphasizes the importance on the studying and adjusting that happens from plans and the scientific method.

Set a goal, and learn your way towards it. Too often we simply just just “Plan-Do-Plan-Do”.

We need to study, reflect, learn, and course-correct —adjust and move forward.

You can read more about this in an article I wrote about SAPD, here.

Three tools and frameworks to support problem-solving

Words of caution: it’s not about the problem-solving tools or template, but the thinking processes.

I write this post with some words of caution. If your goal is to create an organization filled with problem solvers, remember that it’s not about the tool(s), but rather the thinking process, the coaching process that supports problem-solving, and the learning process that comes out of it.

It’s not about the tool(s), but rather the thinking process, the coaching process that supports problem-solving, and the learning process that comes out of it.

1. Problem-Solving A3 process for complex problems

What is an A3 problem-solving method? And when should we use it?

A3 problem-solving reports support root cause analysis and the development of a series of experiments conducted to close the gaps between target and actual performance. 

This is how I described what an A3 is in my book Learning to Lead, Leading to Learn :

“A3” refers to a size of paper in Japan, Europe, and other countries (equivalent to 11 inches x 17 inches in the United States). At Toyota, A3 paper is used as a communication platform for many situations, including problem-solving, strategy (hoshin kanri), and project proposals. The format of the A3 changes based on the situation. Regardless of the format, an A3 is not intended as a template to be filled out, but rather a guide to tell a concise story about a situation, visualized on one piece of paper, and a method to communicate that story with others.

A3 problem-solving reports are best served for problems that are complex, that cross organizational boundaries, or are ones that “we’ve been working on for years”.

A3s can be strategic in support of strategy deployment (hoshin kanri) or can be focused on a complex organizational problem – as shown in the image here.

More information on A3 problem-solving tools, formats, and thinking

For those of you unfamiliar with what an A3 is, there are many great resources out there to learn about the technical and social aspects of problem-solving using the A3 problem-solving process.

I recommend John Shook’s book “Managing to Learn” as the best practical overview of the A3 learning and coaching process.

As a complement, in my bestselling book Learning to Lead, Leading to Learn , written about the experiences of John Shook’s manager, Isao Yoshino. In it I share a story about John Shook’s first foray into A3s, how to write them, and the history of how A3 thinking became the standard for communication and problem-solving at Toyota:

In his book “Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor, and Lead”, John Shook describes the technical and social components of A3s through a fictionalized story based on Shook’s experience reporting to Yoshino and other managers. Through the book, the manager character works closely with his subordinate as he goes through the process of learning how to learn through developing a problem-solving A3. The leader stamps his [or her] hanko [or signature] to “sign of” that he approves of the process the A3 owner took to prepare the document.  Yoshino describes the hanko’s significance: Putting your hanko on A3 report is evidence to show that you, as the boss, have gone through your subordinate’s A3 and have provided necessary input or advice. If your subordinate’s A3 is considered to be still immature or poor in its analysis, for example, it means that his or her boss has not done their job right.

You can also learn more about A3 thinking in this post, “Toyota Leadership Lessons: Part 8 – The A3 Isn’t a Magical Tool,  which I wrote in 2017 based on my discussions with Mr. Yoshino about A3 as a management and thinking process.

I have written a several other blog posts related to A3 thinking including the important social element of A3 coaching such as asking effective questions to support problem-solving thinking , and how A3 thinking can also be used to support personal improvement . Other articles and be found under the tag “A3”.

However, not every problem requires the level of complex root-cause analysis that a typical problem solving or strategic A3 entails.

Below are two other tools and processes that can be used for less complex problems.

2. Localized PDCA problem solving: Target, Actual, Gap, Causes, Experiment

Using a simplified version of the problem solving A3 flow, such as a “four-box”  A3 problem-solving template on an A4 (letter) size paper, can be of benefit when:

• a problem is isolated to one working group (in the direct control of one area)
• the root cause isn’t obvious (isn’t a “just do it”)
• and a manager wants to start engaging front-line employees in problem-solving.

I’ve heard different organizations call this “A4 problem solving”, “a simple A3” (even though it isn’t actually on A3 paper), or “four-box” problem-solving.

The simplicity of this process — and the tool shown here to support the process — is that it focuses on the basics of problem-solving:

• Define the problem: What is the target? What is actually happening? The gap is your problem to solve.
• Identify possible causes: Investigate what is going on by going to see and using data.
• Choose which cause to address first: What cause is having the biggest impact on the problem?
• Conduct experiments: Use quick experiments to learn what is working or not working to address the problem.

Four-box A4 problem-solving flow

Front–line managers can use the four-box tool to coach their staff through the problem-solving steps of:

• Identifying a measurable gap in performance
• Conducting basic causal analysis (through data collection and observation)
• Ranking of the causes in order of significance or contribution to the gap/problem
• Putting a plan in place to address root causes, test, and learn – this is the Plan-Do-Check-Adjust (PDCA) cycle.

You can get a blank template of the simple four-box problem-solving tool by clicking here !

I highlighted how this tool and process can be used in an earlier post about a talk I gave at a Lean conference in 2015: “Leading Daily Improvement: Creating New Habits and Practices to Support Continuous Improvement “.

Managers coaching front line employees on how to solve problems

An important element of using this tool in support of developing problem-solving capabilities in an organization is that once a manager learns the basic problem-solving process outlined by the tool, he or she should not be the one doing the actual problem solving (e.g. the one filling out the tool or collecting the actual data).

Instead, the manager’s role is to set or clarify the target for the group, and then to support their team to work through the problem-solving process.

This is an opportunity for a manager to move into a coaching role and support the area staff in doing the thinking by asking effective questions that support their development of problem-solving skills.

Real example managers coaching frontline problem solving

For example, when I was the Director of the Lean Promotion Office at a large healthcare system, we used this tool with great success as a way to teach front-line managers how to develop problem-solving skills in their staff – while simultaneously solving important organizational problems occurring in their areas.

Managers would choose a metric in which their area was underperforming, clarify the target of what should be happening, and ask their staff to help take ownership of collecting data and thinking about root causes and possible countermeasures.

The team would display the four-box problem-solving tool at their local visibility boards. At weekly (or sometimes more frequent) stand-up meetings, managers would ask their staff questions to support their problem-solving process across the four boxes, as well as ask how they could support the team’s next steps.

Target-Actual-Gap-Please Explain

To support both problem-solving and people development, would ask questions such as

“What is the target?”

“What is actually happening?”

“What is your thinking for the reason behind the gap (the problem)?

“Please explain”.

This refrain — “Target. Actual. Gap. Please Explain” — is now ingrained in my head whenever I think through a problem or support others in problem-solving and is a trigger to ask open-ended questions around all three to support deeper thinking.

Make Thinking Visible

Another benefit of this problem-solving tool and process was at “Gemba rounds” where senior leadership would come to check on the performance status of the area, managers and the staff now had a way to make visible their thinking about how they were closing the gap on important problems, and senior leadership had an opportunity to see how their managers were developing their coaching skills.

A3 versus A4 four-box / simple problem-solving process

Of course, a regular A3 problem-solving process could also be used to address localized problems too, if the manager is the one leading the thinking process for a more complex process.

However, we found that if the goal was for the manager to engage his or her staff in the problem ownership, we found that a more simplified approach of the “four-box” A4 format was an easier way to introduce problem-solving / PDCA thinking to the frontline and that A3 problem-solving tools were better used for cross-functional problems.

3: “Just do-its”, daily improvement ideas, and everyday kaizen

In contrast to the above tools, some problems are “just do its” – the root cause is known and a quick fix can be put into place.

Many times in organizations, people do not come forward with their ideas for small improvements. Using processes and tools to engage everyone, from the front-line to senior leaders, in addressing the small problems that they encounter every day is a fundamental part of creating a “kaizen” or continuous improvement culture.

Employee suggestions

Many organizations choose to use employee suggestions or idea forms to address these types of problems. Employees put forward ideas for problems that can be solved with simple solutions, which are then reviewed by the manager and the team.

“Situation-Target-Proposal” tool

At Packard Children’s Hospital at Stanford University, where I worked for nearly six years, we used a form called “STP” (which stood for “situation, target, proposal”). It fits onto an A4 (letter) sized paper cut into quarters.

On the form, an employee describes:

• the “situation” (what is currently happening)
• the “target” (what should be happening)
• and the “proposal” (their idea for how to move from current to target condition).

At stand-up meetings, the team, with oversight from leadership, then prioritizes the improvements and support needed to put the ideas into place.

Daily kaizen processes in Japan

The “STP” process is one that looks very similar to daily kaizen and employee suggestion processes that I saw in Lean thinking organizations in Japan.

I’ve written about these approaches by Japanese companies to daily kaizen in earlier posts, including:

• an organization where the only rule is “no rules” (and that generates 12,000 employee kaizen ideas per year! – see photo here)
• an organization requires all employees from the factory manager to frontline staff to submit at least 3 kaizen suggestions per year
• a hospital that started “everyday kaizen” ideas two years ago

Many of these organizations keep a running tab of the number of suggestions submitted (and implemented) per employee and rewarded that person at the end of the year. They saw this as a process to simulate friendly competition to incentivize (and reward) everyone to engage in daily kaizen.

Remember: It’s not about the tool, it’s about the thinking, the coaching, and the learning

All of the problem-solving tools and formats I’ve described above can be of value when they support the development of individuals as problem solvers in the scope of their responsibility.

The actual tool and form are just a way to make visual the problem-solving thinking, and a structure to support the rigor of the problem-solving process required to deeply understand the problem at hand.

Match the tool with the complexity of the problem.  And don’t forget, it’s about the coaching and learning that goes behind it.

The social aspect of coaching and developing problem-solving thinking of others is the real leverage that deep thinking Lean organizations have developed.

What do you think?

What is your experience in supporting problem-solving in your organization? Which A3 problem-solving tools do you use? Are there other tools or processes that you have found valuable? Please share your insights, questions, and comments in the comments area below.

The Leading to Learn Accelerator and Custom Problem-Solving & A3 Learning

One of the modules of the Leading to Learn Accelerator dives into the idea of defining problems, and how to do more structured problem-solving thinking as well as coaching for problem-solving. I also teach custom programs for clients about how to utilize A3 thinking and coaching for problem solving.

Reach out to to explore how I can help you and your teams better practice A3 thinking and coaching for improvement such as asking effective questions.

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The Lean Post / Articles / When should we do an A3 or use a different problem-solving tool?

Problem Solving

When should we do an A3 or use a different problem-solving tool?

By Michael Ballé

November 12, 2017

Dear Gemba Coach: I would really appreciate your perspective on the following: (1) When should we do an A3 for something vs. when would it be appropriate to just use an idea board? (2) What is the difference between a problem and an idea?

Dear Gemba Coach,

I would really appreciate your perspective on the following: (1) When should we do an A3 for something vs. when would it be appropriate to just use an idea board? (2) What is the difference between a problem and an idea?

I remember a while back endless debates about whether Toyota was abandoning pull because rather than using parts bins along the lines for operators to pick items, some plants were moving to kitting – preparing kits of parts for assembly. Then some lines weren’t. Then some were doing half-and-half.

Then Toyota’s French plant started running three shifts instead of the usual two (with maintenance done during the night shift), so Toyota was abandoning its TPM model. Then the plant went to 2 shifts. Then back to three shifts. Other Toyota plants still run on two, to my knowledge.

Yesterday a journalist asked me whether Toyota was abandoning kaizen because its head of a research institute in California said that kaizen wouldn’t cut it for disruptive innovation. Last time I visited Toyota plants, quality and flexibility targets were still as demanding as ever, and many of the tricks that helped operators achieve them could never have been thought up by engineers – only through kaizen.

Truth is in the eye of the beholder. These “is this lean or is this not” debates all hinge around our own fixation with solutions. We’re endlessly looking for good ideas that we can pinch and apply. We would call it a “best practice,” and try to apply it.

Lean thinking looks at this upside down. 

Lean thinking is about deeply understanding the problem and then explaining the local solution in its context.

For instance, if we go back to the lineside bins versus kitting problem, the question is one of variety’s impact on physical and mental ergonomic burdens for the team member. When variety increases because the line is more flexible and more products follow each other on the line, the operator now must both (1) pick the right parts for the right product and (2) handle some complex arrangement of parts. This creates the double burden of making the right picking decisions and then walking to and from the parts point of delivery.

If the problem is easing the team member’s mental burden by taking away parts choices, kitting is a good idea. The same with heavy or unwieldy part. On the other hand, if the problem is greater fluidity and flexibility of the parts flow to assembly, having shelves of small containers is the right idea. And then it all must fit within the station and a short walking distance so team members aren’t walking around without need.

Which all depends on the car’s design and process set-up. There is no one solution. These are ideas in a given context.

When an A3 Is Justified

Ideas, in lean, are usually the result of someone or a team solving a complex trade-off in a given context. This is also why having an idea that is not picked up by your team or your management doesn’t make you wrong, or doesn’t mean it was a bad idea. The team or management chose to solve the trade-off differently, but the idea remains valid – and might be taken up next time a similar problem arises.

Lean’s upside-down thinking is about understanding problems in-depth and then trying ideas as they come to see whether they work or not, and then looking for the next idea. The flow of ideas (the ultimate source of productivity for the company) depends on how deeply we understand the problem and how committed we are to solve it, every day – because really tricky problems rarely simply go away.

Having had an idea, and having shaped it into a workable solution, you now have a second problem: you’re not alone in the organization and colleagues from other functions need to understand what you have in mind.

If the idea only concerns the team, it still needs to be explained to every other team member, as well as members from other shifts, but it can well stay on a local idea or kaizen board. If the idea has implications beyond the team, it can be presented as a QC story. Here’s a great example from Art Smalley and Durward Sobek .

Once a problem has been solved, the issue is to make sure that (1) everyone concerned understands the thinking that led to the solution so that (2) everyone understands the parameters of the solution – its scope, where it will work, and where it won’t.

If we return to the kitting issue, I remember when line activities at a Toyota forklift plant led it to start kitting. This immediately created a problem of flow for flexibility in logistics. Logistics then came up with a delivery train solution that moved smaller trolleys with kits within an awkward looking contraption that could handle both kitting and flow requirements. This local solution could only come together as a joint effort between line management and logistics.

Which brings us to A3s.

One obvious answer is there are easy problems (just look harder, ask why, and solve it).

Then there are harder problems, which require more structured thinking and might warrant an A3.

But we often completely miss yet another dimension of management. In today’s age, management is mostly about maintaining the processes and rituals of the company. But in earlier times of management theory, when “management” was still figuring out itself, people understood more clearly that management’s main role was not just having meetings and reporting and controlling, but also coordinating.

At some point, people across functions need to understand what each other does to figure out whether they help or hinder new solutions being applied: are they part of the solution, or part of the problem.

Lean companies attack this issue with formal interface presentations. Amazon uses APIs at a management level (present the parameters of your solution to the other functions so they can interface with it). Toyota uses A3s.

For instance, here’s an A3 I saw at Toyota.

Yes, without doubt, the A3 structure is useful to help the person conducting the problem-solving structure their thoughts.

But most importantly, the A3 helps explain (1) how this person understands the problem, (2) what other solutions were envisaged, (3) why this specific solution was picked, and (4) where it might be interesting to look at somewhere else (or what else needs to be solved to make the solution stick.

A3s are essential for management to communicate across functions and build more robust teamwork so that the company performs better together.

Here is another picture from Toyota Boshoku in Brazil where A3s are displayed in an obeya so that all functions can figure out what each is doing.

Don’t Just Solve Problems

Lean thinking very clearly hinges on three core intents: (1) improving customer satisfaction by (2) continuously improving how we work from (3) all people all the time developing their understanding of their jobs (and each other’s jobs). In this light, one person’s problem-solving skills are only one part of the problem. The second part is teaching this person to navigate the organization and deal with his or her colleagues, or stakeholders outside of the organization to make countermeasures work.

Mastery over one’s job is not simply getting better at solving problems .  It’s also getting better at having one’s solutions adopted by the organization, which means becoming more convincing and being more flexible in terms of finding countermeasures that also work for others. In this, the A3 is an invaluable tool because it allows one to present one’s deep thinking in a way that should be understood at one glance (okay, read in one minute) and where others can see how this countermeasure (or proposal in some cases) fits within their own issues and improvements.

In short, yes, A3s are reserved for harder problems (as opposed to go back, look harder, ask why), but they are also mainly used for problems that need to be shared across the board . Management’s real value added is not just to run things and solve problems, but to interface across functions by better defining these interface points. A3s are the core interface tool.

Written by:

About Michael Ballé

Michael Ballé is co-author of The Gold Mine, a best-selling business novel of lean turnaround, and recently The Lean Manager, a novel of lean transformation, both published by the Lean Enterprise Institute. For the past 25 years, he has studied lean transformation and helped companies develop a lean culture. He is…

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What is the 3-body problem, and is it really unsolvable?

The three-body problem is a physics conundrum that has boggled scientists since Isaac Newton's day. But what is it, why is it so hard to solve and is the sci-fi series of the same name really possible?

A rocket launch. Our nearest stellar neighbor. A Netflix show. All of these things have something in common: They must contend with the "three-body problem." But exactly what is this thorny physics conundrum?

The three-body problem describes a system containing three bodies that exert gravitational forces on one another. While it may sound simple, it's a notoriously tricky problem and "the first real worry of Newton," Billy Quarles , a planetary dynamicist at Valdosta State University in Georgia, told Live Science.

In a system of only two bodies, like a planet and a star, calculating how they'll move around each other is fairly straightforward: Most of the time, those two objects will orbit roughly in a circle around their center of mass, and they'll come back to where they started each time. But add a third body, like another star, and things get a lot more complicated. The third body attracts the two orbiting each other, pulling them out of their predictable paths .

The motion of the three bodies depends on their starting state — their positions, velocities and masses. If even one of those variables changes, the resulting motion could be completely different. 

"I think of it as if you're walking on a mountain ridge," Shane Ross , an applied mathematician at Virginia Tech, told Live Science. "With one small change, you could either fall to the right or you could fall to the left. Those are two very close initial positions, and they could lead to very different states."  

There aren't enough constraints on the motions of the bodies to solve the three-body problem with equations, Ross said. 

Related: Cosmic 'superbubbles' might be throwing entire galaxies into chaos, theoretical study hints

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But some solutions to the three-body problem have been found. For example, if the starting conditions are just right, three bodies of equal mass could chase one another in a figure-eight pattern. Such tidy solutions are the exception, however, when it comes to real systems in space.

Certain conditions can make the three-body problem easier to parse. Consider Tatooine , Luke Skywalker's fictional home world from "Star Wars" — a single planet orbiting two suns. Those two stars and the planet make up a three-body system. But if the planet is far enough away and orbiting both stars together, it's possible to simplify the problem. 

"When it's the Tatooine case, as long as you're far enough away from the central binary, then you think of this object as just being a really fat star," Quarles said. The planet doesn't exert much force on the stars because it's so much less massive, so the system becomes similar to the more easily solvable two-body problem. So far, scientists have found more than a dozen Tatooine-like exoplanets , Quarles told Live Science.

But often, the orbits of the three bodies never truly stabilize, and the three-body problem gets "solved" with a bang. The gravitational forces could cause two of the three bodies to collide, or they could fling one of the bodies out of the system forever — a possible source of "rogue planets" that don't orbit any star , Quarles said. In fact, three-body chaos may be so common in space that scientists estimate there may be 20 times as many rogue planets as there are stars in our galaxy.

When all else fails, scientists can use computers to approximate the motions of bodies in an individual three-body system. That makes it possible to predict the motion of a rocket launched into orbit around Earth, or to predict the fate of a planet in a system with multiple stars.

— 'Mathematically perfect' star system being investigated for potential alien technology

— How common are Tatooine worlds?

— Mathematicians find 12,000 new solutions to 'unsolvable' 3-body problem

With all this tumult, you might wonder if anything could survive on a planet like the one featured in Netflix's "3 Body Problem," which — spoiler alert — is trapped in a chaotic orbit around three stars in the Alpha Centauri system , our solar system 's nearest neighbor. 

"I don't think in that type of situation, that's a stable environment for life to evolve," Ross said. That's one aspect of the show that remains firmly in the realm of science fiction.

Skyler Ware is a freelance science journalist covering chemistry, biology, paleontology and Earth science. She was a 2023 AAAS Mass Media Science and Engineering Fellow at Science News. Her work has also appeared in Science News Explores, ZME Science and Chembites, among others. Skyler has a Ph.D. in chemistry from Caltech.

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