a3 problem solving tool template

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A3 Problem Solving Template

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

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

A3 Template (32 KB)

A3 Template – Simple (216 KB)

A3 Template – Detailed (340 KB)

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CIToolkit Content Team

• Guide: A3 Problem Solving

Daniel Croft

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

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

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

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

Table of Contents

Importance of a3 in lean management.

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

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

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

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

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

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

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

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

Step 1: Describe the problem

Problem description.

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

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

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

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

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

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

Current Condition

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

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

Containment Actions

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

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

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

Step 2: Set the A3 Goals

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

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

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

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

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

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

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

Step 3: Root Cause Analysis

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

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

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

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

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

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

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

Step 4: Solutions and Corrective Actions

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

This action plan needs to be carried out and implemented.

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

Step 5: Validate Solution and Standardize

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

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

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

Step 6: Preventive Actions and Lessons Learned

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

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

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

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

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

Downloadable A3 Reporting Template

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

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

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

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

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

Q: What is A3 problem solving?

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

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

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

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

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

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

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

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

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

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

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A3 Lean: Template, Process and Examples

A3 Lean: this article explains the use of the A3 Lean template in a practical way. It covers its advantage and the process in steps, along with examples. It also contains a downloadable and editable A3 format lean single page template . After reading this article you will understand the basics of this powerful problem solving tool.

What is the A3 Lean template?

Most organizations are perfectly capable of solving problems. However, realizing a structured problem solving approach is often much more difficult.

Car giant Toyota has included the ability to continuously carry out improvements in operational performance in a structured process. This is called the A3 Lean Thinking Process .

Toyota describes problem identifications in a 10 step plan in which cooperation and personal development of employees is promoted. Both the results of the problem identification and the planning are represented in a concise A3 report . The name of the A3 Thinking Process is derived from this paper format.

Advantage of the A3 Lean template

Problems within an organization are often addressed superficially. The deeper, underlying causes of the problem are not always considered, allowing repetition to lie in wait. The same problems will resurface with the result that operational performance does not improve. The A3 Thinking process helps to arrive at a joint and detailed problem resolution. Underlying causes are thus eliminated.

Figure 1 – A3 Lean Thinking Process

A3 Lean template: steps and example

The A3 Lean template can be applied in almost any problem situation provided the ten steps are followed in the process:

Step 0. Identify a problem or need

The problem is recognized, acknowledged and identified by the team members of the A3 Lean template. This is also known as a problem statement.

Example : Structural late deliveries to customers.

Step 1. Understand current position

The problem can only be addressed by understanding the current situation. Toyota indicates that it is important to determine the extent of the problem.

Example : What percentage of the deliveries are late?

Step 2. Target

By drawing up countermeasures a new target will be formulated. The A3 Thinking team will specifically describe the expected improvements.

Example : Because of the new form of communication, the status of the delivery will be clear to the customer and the company.

Step 3. Root Cause Analysis

By finding out the causes of the problems, measures can be taken. The main causes are identified by the so-called ‘ why ’ questions via a Root Cause Analysis .

Example : Why are deliveries late? Why this percentage? Why are customers not informed?

Another good LEAN Manufacturing tool to analyse data is the Pareto Analysis

Step 4. Countermeasures

The underlying causes can be properly addressed by using countermeasures. As a result of this, structural changes are made in the work processes and the work will become more efficient once more. The A3 Thinking process team can work purposefully by pointing out the contents and the details of the countermeasures.

Example: the analysis in Step 2 has appointed ‘ Poor communication to customers ’ as the main cause.

A countermeasure could be that Stock Control maintains contacts with both the suppliers and the customers on a daily basis.

Step 5. Implementation plan

To achieve the goal, a carefully thought-out and workable implementation or action plan will be drawn up. This execution plan consists of an action list, responsible participants and has a time limit. Expenses and resources can also be included.

Example : The number of complaints must be decreased by 70% within three months.

Step 6. Follow-up plan

The follow-up plan checks whether the changes and adjustments will actually yield the best results. The follow up plan enables the correct and proper execution of the implementation plan.

Example : by carrying out spot checks, it will become clear whether the deliveries have improved.

Step 7. Involve affected parties

It is of vital importance to discuss the plans with all the affected parties. Without a consensus, the plan is doomed to fail. By discussing the advantages and disadvantages of the plan with several parties, the plans can still be refined.

Step 8. Approval

The A3 Lean template process team must obtain approval from an authority within the organization. This could also be the team leader.

Step 9. Implementation

Without a final implementation there can be no (radical) change. Through regular meetings, the A3 Lean template team can map out the steps of the execution, tasks, actions and deadlines.

Step 10. Evaluation

Only by means of evaluation it is impossible to determine whether the final results have been achieved. When there are deviating results, it is important to find out what could have caused these deviations. Subsequently, changes and/or adaptations will have to take place in the process, so that the goal will still be achieved.

A3 Lean: the Cycle

Based on the evaluation, another problem can be identified, as a result of which the whole cycle of the A3 Thinking Process begins again. Steps 0 up to 6 will be included in the A3 report. By documenting this part of the A3 Thinking Process, the people involved will have a better understanding of the working method and the problem analysis and problem resolution will have more structure. Thus, repetition is reduced.

A3 Lean template format

Do you want to bring the A3 methodology into practice? Start solving problems with this ready to use A3 paper template.

Download the A3 format Lean template

Now It’s Your Turn

What do you think? Is A3 problem solving / A3 template applicable in today’s modern businesses and organizations? What is your experience using the A3 Thinking process? What are your success criteria for a good A3 Thinking process?

Share your experience and knowledge in the comments box below.

More information

• Liker, J., & Convis, G. L. (2011). The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development . McGraw-Hill .
• Shook, J., & Womack, J. (2008). Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead . Lean Enterprises Inst Inc.
• Sobek II, D. K., & Smalley, A. (2008). Understanding A3 Thinking: A Critical Component of Toyota’s PDCA Management System . Productivity Press.

How to cite this article: Mulder, P. (2012). A3 Lean: Template, Process and Examples . Retrieved [insert date] from Toolshero: https://www.toolshero.com/problem-solving/a3-lean-template/

Published on: 16/10/2012 | Last update: 12/13/2022

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Patty Mulder

Patty Mulder is an Dutch expert on Management Skills, Personal Effectiveness and Business Communication. She is also a Content writer, Business Coach and Company Trainer and lives in the Netherlands (Europe). Note: all her articles are written in Dutch and we translated her articles to English!

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A Deep Dive into the A3 Problem-Solving Approach

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

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

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

Understanding the A3 Approach

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

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

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

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

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

How to Implement the A3 Process in Your Organisation

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

1. Identify the problem: 

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

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

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

2. Establish the context and background: 

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

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

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

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

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

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

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

4. Investigate root causes:

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

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

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

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

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

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

5. Countermeasures:

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

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

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

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

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

6. Evaluate the results:

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

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

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

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

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

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

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

7. Standardise and share:

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

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

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

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

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

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

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

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Training the team on A3

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

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

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

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

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

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

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

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

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

Final Thoughts

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

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

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A3 - Root Cause Analysis

The A3 is a tool for identifying root causes to deep problems and building consensus on how to remedy them.

Estimated time for this content : 20 minutes Audience : Scrum Masters facing a reoccurring impediment Suggested Prerequisites :  Retrospective , Muda

Upon Completion you will:

• Have a base-line knowledge of lean principals as practiced by Toyota
• Know how lean and agile practices utilize the Plan Do Check Act cycle
• Understand the pre-cursors to doing root cause analysis
• Understand how to perform root cause analysis
• Be able to complete a step-by-step process for the A3

The A3 tool was pioneered by Toyota to document and address problems with their production process. Anyone at Toyota can initiate the process and they do it for almost all problems they encounter. To capture their analysis, they use the largest sheet of paper that fit into a copy machine, the A3 or Tabloid (two 8.5x11 sheets side-by-side.)

The A3 process is based on the Plan, Do, Check, Act , or PDCA Cycle. To initiate the A3 all the stakeholders should gather. The owner is the person who is responsible for ushering the process through to its end and the mentor is typically a high-ranking executive who can help implement the actions that result from the process. An A3 is meant to simplify complex problems, so using just one large sheet of paper follow the example in the slides. The title should be something catchy so it is easy to remember and to refer to.

A3 Template

A3 Template in Google Docs (Opens in a New Tab) A3 Problem Solving Template v1.2 (April 2015) by Henrik Kniberg and Tom Poppendieck License: Creative Commons Attribute 4.0 International Original link: http://www.crisp.se/lean/a3-template

Step 1: Plan

The first cell is used to describe the background of the problem. It is important that all stakeholders participate in this phase so everyone involved has a clear idea of what the problem is. The A3 is a process so even if the problem is obvious, it is important to discuss it and make sure everyone is literally on the same page. Often, the background is a macro problem that affects multiple parts of the Scrum process.

With the background established, the discussion moves on to establishing the current conditions. This will be a list of symptoms like decreased Velocity or poor morale. It is important to make sure that the group is able to include some Metrics in this cell. Loss of revenue is always helpful because it gets management’s attention but any number of metrics will do. The important part is that they are precise and measurable.

Next, the group should decide on what the ideal outcome will be when the problem is solved. (The ideal state is similar to an Acceptance Test or Definition of Done for a Product Backlog Item .) Metrics are helpful here as well. It is important to have a well-defined target condition because it will help align all stakeholders around a common vision.

The last part of the planning phase is root cause analysis (see video) and this is the core of the A3. Establishing the problem and what life will be like after the problem is solved is relatively easy, agreeing on what the root causes are may involve some uncomfortable truths.

It sounds very high minded, but quality root cause analysis actually requires channeling your inner five-year old. The technique is called the Five Whys . Basically, the group needs to start with the most obvious problem and ask why. Here is an example:

Sprints are failing. “Why?” A: People think that the Team is lazy. “Why?” A: Because morale is low. “Why?” A: The Team is getting mixed messages from the Product Owner. “Why?” A: The Product Owner is getting conflicting orders from two managers. “Why?” A: The organization incentivizes competition rather than cooperation.

The point of the exercise is to get at least five layers deep into any problem. Five layers is a general rule of thumb. Root causes can be found three or seven layers deep. It is really important to invest a lot of time here. Often the stakeholders think they have arrived at a few root causes only to have to repeat the process later. Another good rule of thumb is that once the group thinks it has discovered the root causes, they should then put in again as much time as they’ve just spent. It is important to be exhaustive. (There are other root cause analysis techniques. A variety can be found here .)

There will likely be multiple root causes to a problem. In the above example, the Product Owner role has broken down, managers are probably talking to the team outside of their scope and the organization’s incentives are flawed.

Finding a root cause is a bit of an art.  Here are a few characteristics to help guide your process: first, a root cause will resonate with stakeholders. Second, root causes also tend to be actionable, meaning that the group will have an idea how to approach the specific challenge. And, third it will have a certain amount of specificity. In the above example, “people think the Team is lazy” doesn’t have any granularity. Further inquiry helped pinpoint a more detailed root cause.

In Systems Theory, if multiple solutions are implemented at once, it is impossible to trace the effect of each. Therefore, it is important to implement only one solution at a time.   The A3 is a living document so the group should continually note the results of each solution implemented and update the A3 as conditions change.

Step 3: Check

It is important to confirm that the countermeasure has the ideal state identified in step one. In order to know if the countermeasure worked, it is important to have objective criteria to judge it against. That is why having metrics in the current and target conditions makes for a better A3. It may be that multiple countermea sures are necessary to achieve the ideal state.

Step 4: Act

Hard Truths

When an A3 fails it is usually because the group didn’t delve deep enough into the problem or that the problem was beyond the ability of the team to solve or recognize. Solving the root cause can be the end result of a successful A3. However, that’s not always the case. A successful A3 can show that the root cause is beyond the ability of the organization to change like in the above example where there wasn’t enough market demand for the product. A good A3 can reveal deep challenges within the organization like conflicting core values, poor leadership or a critical lack of resources. The A3 isn’t a silver bullet; rather it’s a tool to bring transparency to dysfunction. How the stakeholders handle the dysfunction is their responsibility.

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• A3 Problem-Solving: Thinking & Templates

As a factory manager, you’re already familiar with problem-solving, but how familiar are you with the A3 problem-solving method?

Today, we tell you everything about the A3 problem-solving method and why it can be precisely what you need to get your factory running as smoothly as ever.

Download your A3 problem-solving template

What is A3?

We already stated that the A3 method is a problem-solving method, so let us dig deeper.

A3 refers to the size of the paper you’d normally use to document this problem-solving process.

A3 paper is bigger than your regular A4, measuring roughly 30 by 42 cm in case you were wondering —or if you’re a fan of the imperial system, 11 by 17 inches—

The reason behind using this specific paper size is that it gives you enough space to present all problem-related information clearly and concisely.

This approach is highly structured, following a step-by-step process to help you develop and implement solutions.

What is A3 thinking?

Before the A3 method, we have A3 thinking. This is the heart of this whole problem-solving process.

A3 thinking deals with issues in a structured and logical way, always relying on the principles of continuous improvement. This means you should look at problems from different angles, gathering as much data as possible. Only then you’ll be able to make a truly informed decision.

The key operating principle behind A3 thinking is that the best way to solve a problem is by having an in-depth understanding of the problem and its causes. This is the only way forward to plan, develop, and implement a permanent solution.

How does the A3 problem-solving method work?

Because this is a structured approach to problem-solving, there are a few key steps to follow to implement it right. Let’s take a look:

STEP 1 ― Identify the problem

As with many other problem-solving methods —if not all— the first thing to do is identify the problem that needs solving. 

You can use root cause analysis to make sure you’re tackling the root of the issue and not just fixing the problem at a superficial level.

STEP 2 ― Gather information

Without proper data, your chances of fixing the problem for good are quite slim.

By getting all the information you can through all the sources available —collecting data, conducting surveys, speaking to relevant people involved with the problem— you make sure you have a complete picture of the problem and its magnitude.

This will help you get a comprehensive understanding of the problem, which is key when developing a solution to fix it permanently.

STEP 3 ― Develop a plan

After gathering all the information, you develop a plan to solve the problem.

In this stage, you can hold a brainstorming session, evaluate different options, and select the best approach.

STEP 4 ― Implement the plan

Time to put your plan into action!

A good way to secure success in your problem-solving efforts is to test your solutions before you implement them, adjust anything according to the situation, and monitor your results.

STEP 5 ― Evaluate your results

When you implement your solution, you need to evaluate your results to make sure your plan is working.

The best way to do this is by collecting additional data or analysing production metrics. 

At this stage, you might identify areas for improvement — don’t ignore them, address them.

Advantages of the A3 problem-solving method

Some of the benefits of the A3 method are more obvious than others. Let’s take a look!

Better collaboration — To get the most out of the A3 method, you need to look at your problem from different angles. The best way to do this is by getting several relevant points of view. This improves collaboration and communication across the whole organisation. 

Increased efficiency — Because this approach has a set number of steps, it becomes a predictable process. This means your teams will work more efficiently to solve the issue, as they’ll know what their next steps are. This also means you’ll successfully avoid wasting time or resources on solutions that won’t work.

Improved decision-making — By gathering data and focusing on factual information rather than opinions or gut feelings, you —and your team— will get better at decision-making. This means you’ll leave the guesswork out of your problem-solving process , ensuring your solutions are based on actual, updated data. 

Continuous improvement — This method is a key part of any continuous improvement process. By identifying and solving problems, you can keep improving your operations, products, and services.

How to use an A3 template successfully

To harness the full potential of this method, you can use an A3 template.

A template helps you present information clearly and concisely, making the process way more efficient.

An A3 template typically includes the following sections:

• Background —   Here you write a short overview of the problem. It should include information about when the problem first emerged, how it’s impacting your operations, and what stakeholders are affected
• Current State — In this section, you describe the current state of the problem. This might involve outlining the symptoms, identifying the root cause, and highlighting any contributing factors
• Goal Set — Time to outline your proposed solution to the problem! This might involve identifying specific actions to take, assigning responsibility for those actions, and setting a timeline for completion
• Analysis — Use this section to highlight what problem-solving method you’re using ( the 5 Whys , 8D , A3…) to identify the underlying causes of the problem. This section might also include information about potential solutions
• Suggestions — This is the time and the place to highlight any suggestions for improvement and problem-solving
• Schedule of Touchpoints — Here, you explain which actions are going to happen when, who’s responsible for them, and an estimated completion date.

By using an A3 template, you can ensure a standardised process for problem-solving. This helps everybody work more efficiently.

mlean ® and the A3 problem-solving method

As far as problem-solving methods go, the A3 is quite effective and straightforward.

But we all know paper is hard to keep track of, and big chunks of A3 that are fundamental for your factory’s operations should be stored away safely for future reference.

Our mlean ® Production System (mPS) is the best way to ensure your problem-solving processes are digitally stored, accessible, and readily available when you need them.

Our software creates a knowledge database using the problems you’ve already solved . This makes your operations much more quick and efficient, increasing productivity, boosting continuous improvement processes, and accelerating your growth.

Book a free demo and see for yourself!

Alba Rodriguez

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A3: Thinking, Reports, Examples & Templates

A3 thinking.

An Introduction to A3

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

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

What is A3?

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

The History

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

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

Who Uses A3 Strategies?

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

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

LCI’s Meaning of A3

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

A3 Reporting

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

Understanding A3 Thinking

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

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

Problem Solving: An A3 Process

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

The First Step to A3 Thinking

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

Questions to Facilitate the Process

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

State plan to check and adjust using the PDCA cycle.

More on the PDCA Cycle

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

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

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

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

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

A3 Reports for Solutions

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

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

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

Current State

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

Future State or Goal

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

Analyze the situation and underlying cause.

Recommendation

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

Create a follow-up/review process.

A3 Examples

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

A3 Template

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

A3 Training

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

Lean Assessments

How strong is your Lean knowledge? Take a Lean assessment to determine your current state so you have a baseline for improvement. Lean assessments are available for individuals, teams, and organizations alike. Whether you’re new to Lean or are an experienced Lean practitioner, Lean assessments are a great way to get started at LCI!

William R. (Bill) Seed, Executive Editor

Executive Editors: Kristin Hill, Katherine Copeland and Christian Pikel

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The A3 Problem-Solving Template: A Structured Approach for Lean Organizations

Last updated: November 1, 2023

By Alexander Connor

Discover how the A3 problem-solving template can help lean organizations effectively solve problems and improve processes, enabling them to make informed decisions and drive continuous improvement in a world that constantly demands increased quality and reduced costs.

The A3 problem-solving template is a widely adopted tool in lean organizations. This structured approach allows businesses to effectively address various problems and drive continuous improvement. 

By following a logical and structured approach within the four-stage model based on the PDCA (Plan – Do – Check – Adjust) management philosophy. A3 report templates enables the visibility of problem-solving progress and shared learning among teams, improving the decision-making processes used in the organization.

In a time when efficient problem-solving is crucial, it’s important for leaders, coaches, and project teams to have the ability to think critically and make informed decisions that can be reviewed and understood by all parties involved. 

The implementation of A3 management process can notably enhance the quality of decision-making processes, increasing the capability of teams to confront the root causes of diverse difficulties.

Providing a consistent structure to the problem-solving process, the functionality of the A3 report templates has expanded well beyond its original purpose. Industries worldwide, from manufacturing to retail to healthcare, have begun to embrace this tool in their problem-solving initiatives.

What is the A3 Problem-Solving Template?

The A3 problem-solving template is a one-page report format originally developed by Toyota , a company well-known for its lean thinking. The design of the ledger size paper encourages concise communication and collaboration among team members, as it requires the problem definition, root cause analysis, countermeasures, and follow-up plan to fit on a single page.

Here’s a quick rundown of the components of an A3 problem-solving template:

• Background : A brief explanation regarding the importance of the issue, spanning no more than three to four sentences.
• Current State : Describes the current situation, detailing the problematic area that needs to be addressed.
• Future State / Goal : Highlights the objective or desired state that your organization wants to achieve after resolving the issue.
• Analysis : Incorporates root cause identification and root cause analysis, using tools like fishbone diagrams , Pareto charts, or 5 Whys, to identify the underlying concern.
• Recommendations : Suggests countermeasures to tackle the issues identified during the analysis phase. The proposed solution should aim to remove the root cause of the problem.
• Follow-Up : Stresses an action plan for the implementation plan of the recommended solution, allocating responsibilities to team members, and designating a timeline for completion.

Lean organizations leverage the A3 problem-solving template as a tool to improve their problem-solving initiatives. This is done by encouraging rationalization among team members to ensure a systematic and holistic problem-solving process. 

This form of communication and collaboration brings out the best skills in team members and can be applied across various areas within a business, ranging from manufacturing and supply chain to customer service and process improvement.

Benefits and Applications

The A3 problem-solving template offers an array of benefits to lean organizations. It essentially simplifies the complexity of problem-solving and injects an organized approach to an otherwise daunting task. Here are some key benefits that come with the application of the A3 template:

• Promotes clear and concise communication : The A3 template condenses complex problem-solving steps into a single page. This requires teams to communicate the essential elements of the problem, the analysis, their recommendation, and action plan in a clear, simplified manner. This clarity of communication ensures that every team member, regardless of their expertise, is on the same page.
• Encourages root cause analysis : The template frames problem-solving in the context of root cause analysis. It forces teams to not just focus on symptoms or immediate fixes, but encourages them to dive deeper to identify underlying root causes.
• Facilitates data-driven decision-making : Through requiring an analysis of the current state and concern, the A3 template promotes fact-based, data-driven decisions. This results in more effective and sustainable solutions, as decisions are made based on analysed data and not guesses or assumptions.
• Enhances collaboration and feedback : As the template necessitates input at multiple stages, it forges cohesive relationships among team members. It also promotes feedback at each stage of the problem-solving process, ensuring a more refined and effective solution.

The A3 problem-solving template is a universal tool that can be applied across various departments and diverse industries such as manufacturing, healthcare, retail, construction, etc.

A3 Report Templates and Resources

Several A3 templates and resources are available to assist organizations in implementing the A3 problem-solving structure. These templates equip teams with a standardized structure that guides them through the process of problem definition, root cause analysis, countermeasures, and action planning.

In addition to templates, the market offers a myriad of books and training resources on lean and agile methodologies to enhance the understanding and application of the A3 problem-solving structure. 

There are resources available specially designed for all lean organizations, whether they are just starting their lean journey or are well-established lean practitioners, to ensure a smooth transition to adopting the A3 reporting system.

Several online platforms and software providers also offer A3 report templates tailored to business requirements, making it simpler for organizations to adopt this problem-solving tool and providing them with opportunities for continuous improvement and learning.

A3 Problem-Solving

The A3 problem-solving template is an invaluable tool for lean organizations aspiring to boost their capability in problem-solving and stimulating continuous process improvement. 

By utilizing this structured approach, teams can effectively handle diverse challenges, promote collaboration, make data-driven decisions, and effectively bring continuous improvement into their daily operations with the help of A3 report templates and resources.

In a nutshell, the A3 problem-solving template ingrains a problem-solving culture into organizations, empowering teams to excel in their problem-solving skill sets and consistently deliver improved operations. It’s more than a mere problem-solving tool; it’s a mindset shift towards heightened efficiency and efficacy.

Embrace it today, and witness the transformative power of A3 structured problem-solving for your organization. Unlock the potential to navigate challenges and drive continual improvement proactively, helping your organization adapt and thrive in the ever-evolving business environment.

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A3 Problem Solving Tool

The A3 methodology is problem solving tool first introduced by Toyota and is more than a root cause indicator such as a Fishbone Diagram . Toyota's goal was to capture the problem, the analysis, corrective actions and tracking of action plans all onto one sheet of paper.  

The A3 name comes from the size of the paper. It's an international term for paper measuring 297 mm wide by 420 mm in length.  The closest paper size commonly used in the United States is 11"*17".

The A3 is considered a problem solving tool that was widely used at Toyota to standardize and simply communication. In many cases it is used as problem solving tool that generally applies subjective analysis . 

The A3 format is designed to have all the following on this one sheet of paper:

• Problem identification
• Clarification

A3 is a key component of Toyota problem solving process based on the PDCA cycle. It applies to all levels of the workforce. The Plan-Do-Check-Act cycle is fully encompassed in this tool from the scope to sustaining the gains and spreading them company wide.

It is a communication tool for workers to report problems and gain support to address issues and fix them. For that reason, t he A3 is often created by hand and posted in highly visible area. The A3 progress is typically reviewed (during audits or GEMBA walks) on a daily basis. It takes time to complete the tool, it isn't intended to be done in one sitting. 

There are several variations of the flow within the sheet. Exactly how each sheet of paper may look, the tools used, depends on the problem. The general flow is show below however the most important thing is to capture the key relevant information, in sequential flow, on the paper...the exact location on the paper isn't as important. 

Left Side of A3 - PLAN

Top Left Corner : Similar to a Project Charter. A background and statement of the current state along with a problem statement.  A statement about the objective and desired final state.

Bottom Left Corner : Support data such as Pareto Diagrams , Box Plots , Spaghetti Diagrams, Process Map , Time-Series Plot.    The subjective root cause analysis usually involving a Fishbone Diagram and possible simple C&E Matrix and FMEA . Also possible use of the 5-Why methodology.

Right Side of A3 - DO / CHECK / ACT

Upper Right Corner :  Action register with accountability and dates.  Answer the who, what, when, where, and how. 

Lower Right Corner : A measurement plan to verify the results and check them to ensure goals are met. Also a plan to sustain the gains and implement gains to other areas of the company.

A3 Template

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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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Harness the A3 problem solving template to effectively solve problems

We recently explored the way visual thinking can be used on Conceptboard , so now we’re taking it a step further and look at how visual thinking can be used to collaboratively solve problems using a methodology pioneered by Toyota and presently used worldwide by practitioners of lean sigma : the A3 problem solving template.

Visual thinking is a great way to unlock creative potential. Our brain’s capacity to hold visual elements is huge, so when you start thinking visually you are able to tap into an extensive resource that feels effortless. And dare we say it, fun! 

Discover visual collaboration

To explore alternative brainstorming techniques, check out these 15 brainstorming techniques and templates you can use collaboratively with your team. 

The A3 problem solving template to drive continuous improvement

There are hundreds of ways to problem solve, from mind mapping , to design thinking or customer journey mapping . But the simple effectiveness of the A3 template is hard to beat. 

The basis of the A3 problem solving template is collectively mapping out a flow chart to break down complex processes, and highlighting the flaws in the system. From there, teams need to re-do the chart, highlight the key changes they need to make to improve the system. Then, create a plan of attack to implement those changes. It is a simple way to get everyone on the same page to visually solve problems. Remote or co-located teams can easily collaborate in real time on an A3 template using Conceptboard’s simple template featuring a rectangular space broken into four quadrants.

Use template

To get started, book a meeting time (at least an hour) for your team and send them a link to the collaborative board. Then, conduct the problem solving session in four simple steps:

• Detail the problem you are trying to solve in the top left quadrant.
• In the next quadrant underneath, as a team, illustrate the problem as a system including steps and links. You can do this using the pen, sticky notes, graphics or images. Then talk about each step as a group and give each step a general rating as to how well it’s functioning. This should result in a frame of reference of the current state of the system.
• In the third quadrant, again as a team, draw a visual map of the target state: that is what the ideal system would look like. You can highlight areas of focus where you want to try and do things differently, and what the intended results will be.
• Comparing these two visual maps, you should now be able to assess what actions need to be taken to achieve the target state. List these in the final quadrant. To make sure the list is actionable, detail Who, will do WHAT, by WHEN.

Once you have completed the four quadrants and an actionable list, make sure you send the link to the shared file to all stakeholders or involved team members. You could also export it in PDF form and print it on an A3 sheet once you are done filling it out.

The A3 methodology is extremely powerful as it enables you to synthesize different points of view into one manageable approach. This will create a shared understanding of the problem, as well as the effects it has on different departments within the business. If you want to learn more about how collective visual thinking can be used, watch this great TED Talk by Tom Wujec.

Feel free to explore Conceptboard’s free library of templates that will save you time and money in the planning process, allowing you to focus on the bigger picture .

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