a3 problem solving tools

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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A3 Problem Solving

– The A3 Report –

⇓   Introduction to A3

⇓   What is A3

⇓   Why Implement A3

⇓   How to Implement A3

⇓   A3 Services

Introduction to A3 Problem Solving

In order for any business to be successful, they must strive to improve quality and efficiency as well as build a problem solving continuous improvement culture. The A3 Report is a very useful problem solving and continuous improvement tool.  It was first used by Toyota and is quickly gaining popularity in industry today. Companies must start to view problems as opportunities for improvement. The A3 Report format allows the entire problem identification, clarification, analysis and resolution steps to be documented on one single sheet of paper.

What is A3 Problem Solving

The name “A3” is actually derived from a standard European paper size similar to 11” by 17”. The A3 Report is based upon the Plan, Do, Check, Act (PDCA) Method. The PDCA process is sometimes referred to as the Deming Wheel or Deming Circle. The A3 Report incorporates this basic premise to problem solving and continuous improvement.

Why Implement A3 Problem Solving

Some problem solving tools involve numerous pages of information, multiple charts and graphs and lengthy reports. The A3 Report format can be used to more effectively communicate all of the pertinent information with greater visual impact. While the A3 Report is an effective communication tool, it is actually much more valuable as a problem solving and critical thinking tool that can be used to drive continuous improvement. The A3 Report fosters a problem solving / continuous improvement mindset within the participating team members. It is an excellent tool for managers and supervisors to share problem solving techniques with their teams. With resources being limited, completion of a formal A3 Report may not be applicable to every problem. Its use should be determined based upon the size of the problem and its impact on the business or organization. The A3 Report and the A3 way of thinking are valuable tools for Lean initiatives and for integrating a problem solving culture throughout the organization.

How to Implement A3 Problem Solving

The A3 Report usually consists of multiple steps following a PDCA structure of Plan, Do, Check, Act. The number of steps can vary due to the different formats being used for the A3 Report. The exact number of steps used is not as important as the end result. The A3 Report can utilize various forms depending upon the organizations needs and preferences. The following paragraphs provide information regarding the basic steps and some tools used to complete the A3.  One thing that all of the forms seem to have in common is that they follow the PDCA problem solving process.  The basic steps and where they fall into the PDCA structure are listed below:

• Define the Problem:

The first step is to define the problem or identify the need for improvement:

• Define the ideal state, the operational standard or the desired condition
• Describe the current situation or status
• How is the current status different from the desired state or operational standard?
• What value will be realized by completion of the A3 exercise?
• Containment:

In some A3 formats, a section is included for immediate countermeasures or containment actions. The purpose of containment is to prevent further problems from occurring or prevent the current problem from causing negative effects to other processes, products or departments.

• Breakdown the Problem:

Next, the team should breakdown or further define the problem. Ask any relevant 5W (What, When, Where, Who, Why) and 2H (How, How many / How often) questions. There also may be more than one issue contributing to the problem or more detail required to properly address the problem. Prioritize the issues and identify the point of occurrence or escape point.

• Define goals:

The A3 team should set goals regarding the improvement desired as a result of the exercise. This could include a percentage of improvement in process throughput, reduction in number of defects per unit or processing time. The goals should be specific, measureable, realistic, achievable and timely. Many companies are adopting the SMART goal approach.

• Root Cause Analysis:

The team should perform a Root Cause Analysis (RCA) of the problem by using various quality tools. The tools could include, but are not limited to data analysis or completing a Cause and Effect or Ishikawa diagram followed by a 5 Why exercise. Whatever method selected, it is important to get past the symptoms of the problem and down to the root cause.

• Countermeasures:

Permanent countermeasures or corrective actions must then be determined to address the root cause. The countermeasures must be clearly defined, achievable by the person responsible and have a due date. Corrective actions that do not have an owner or due date are seldom achieved.

• Implementation:

A plan for implementation of the corrective actions should be developed. The plan should include the team members, resources and time required to complete each task. In some cases, support from outside resources or test facilities are required. Some countermeasures may require repair or replacement of tooling or other capital expenditures. Therefore, proper levels of management should be kept informed throughout the process to assure adequate resources are available for implementing any corrective actions.

• Monitoring and Validation:

The A3 team should next confirm the effectiveness of the countermeasures. This can be accomplished in many ways, including but not limited to additional quality checks, Statistical Process Control (SPC) data, process or product audits and customer feedback.

• Standardize and Improve:

During this phase of the A3, the team should take action to standardize the process changes or improvements. The team must update all standard work, work instructions and process control plans, etc. In addition, it is a good practice to perform a short Things Gone Right / Things Gone Wrong (TGR/TGW) exercise and document in the A3 report what went well during the process and what could use improvement. The management team should also promote continuous improvement of the A3 tool within the organization.

Common problems to avoid with the A3 Report:

• The background is not well developed
• The problem statement is not well defined or unclear
• The ideal state or target condition is actually an action item, not the desired result
• Analysis does not drill down to the root cause(s)
• Ineffective countermeasures that will not prevent the problem from re-occurring
• Validation and monitoring methods are not well documented or there is a lack of evidence of improvement

Always remember that the A3 process and report are about fostering critical thinking. Encourage A3 thinking within your organization. The A3 process should be focused on improvement through developing the skills of the people. A3 thinking promotes problem solving, communication and mentoring of the teams.

The A3 Report is an effective visual tool for driving improvement and promoting a problem solving way of thinking. The format can and does vary depending upon the company or organization. The format you select is not as important as the results of the exercise. As long as the form contains the basic steps for problem identification, root cause analysis, corrective action and monitoring improvement or performance, it will be a very effective tool. The A3 Report has its roots in the automotive industry but is branching out into many different applications and industries from manufacturing to healthcare.

A3 Problem Solving Services

A3 Services from Quality-One include A3 Problem Solving Consulting, A3 Problem Solving Training and A3 Problem Solving Project Support, such as Facilitation and Auditing. Our experienced team of highly trained professionals will provide a customized approach for developing your people and processes based on your unique needs. Whether you need Consulting to assist in the design of your A3 process, Training to help understand and drive improvement through the A3 report, or hands-on Project Support for building and implementing your A3 process by utilizing our experienced Subject Matter Experts (SME) to work with your teams, Quality-One can help you promote A3 thinking in your organization.

Learn More About A3 Problem Solving

Quality-One offers Quality and Reliability Support for Product and Process Development through Consulting, Training and Project Support. Quality-One provides Knowledge, Guidance and Direction in Quality and Reliability activities, tailored to your unique wants, needs and desires. Let us help you Discover the Value of A3 Consulting, A3 Training or A3 Project Support.

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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 Problem-Solving: Fight the Root Cause

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

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• What Is a Bottleneck?
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• Implementing a Kanban Pull System
• Pull System on the Portfolio Level
• What Is Kaizen?
• What Is Continuous Improvement?
• Built-In Quality Management
• What Is the Poka-Yoke Technique?
• What Is the PDCA (Plan Do Check Act) Cycle?

5 Whys: The Ultimate Root Cause Analysis Tool

Gemba Walk: Where the Real Work Happens

• How To Perform Root Cause Analysis?
• Root Cause Analysis Tools
• What Is a Pareto Chart?
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• What Is Hoshin Kanri?
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A great part of our daily work routine is actually related to solving problems. Either small or big, problems are an inevitable part of our workday. However, if you decide to act fast and remove a problem as swiftly as possible, you may face the same issue repeatedly.

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

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

What Is A3 Thinking?

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

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

Origin of the A3 Problem-Solving Tool

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

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

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

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

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

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

Foundations of the A3 model

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

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

• Mentor/coach

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

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

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

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

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

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

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

The A3 Report

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

• Background/Clarify the problem

Current situation

Set targets/goals, root cause analysis, countermeasures.

• Implementation
• Effect confirmation/Follow-up

The A3 Process

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

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

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

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

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

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

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

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

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

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

Implementation Plan

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

Effect confirmation & Follow-up

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

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

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

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

Benefits of A3 Problem-Solving

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

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

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

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

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

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

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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.

Paper: Lean as a Scrum Troubleshooter

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A3 Methodology

Purpose  A3 problem solving is part of the Lean management approach to quality improvement (QI). However, few tools are available to assess A3 problem-solving skills. The authors sought to develop an assessment tool for problem-solving A3s with an accompanying self-instruction package and to test agreement in assessments made by individuals who teach A3 problem solving.

Methods  After reviewing relevant literature, the authors developed an A3 assessment tool and self-instruction package over five improvement cycles. Lean experts and individuals from two institutions with QI proficiency and experience teaching QI provided iterative feedback on the materials. Tests of inter-rater agreement were conducted in cycles 3, 4 and 5. The final assessment tool was tested in a study involving 12 raters assessing 23 items on six A3s that were modified to enable testing a range of scores.

Results  The intraclass correlation coefficient (ICC) for overall assessment of an A3 (rater’s mean on 23 items per A3 compared across 12 raters and 6 A3s) was 0.89 (95% CI 0.75 to 0.98), indicating excellent reliability. For the 20 items with appreciable variation in scores across A3s, ICCs ranged from 0.41 to 0.97, indicating fair to excellent reliability. Raters from two institutions scored items similarly (mean ratings of 2.10 and 2.13, p=0.57). Physicians provided marginally higher ratings than QI professionals (mean ratings of 2.17 and 2.00, p=0.003). Raters averaged completing the self-instruction package in 1.5 hours, then rated six A3s in 2.0 hours.

Conclusion  This study provides evidence of the reliability of a tool to assess healthcare QI project proposals that use the A3 problem-solving approach. The tool also demonstrated evidence of measurement, content and construct validity. QI educators and practitioners can use the free online materials to assess learners’ A3s, provide formative and summative feedback on QI project proposals and enhance their teaching.

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Optimize, Improve, Succeed: A3 Problem Solving Tools for Manufacturing Managers

Introduction to A3 Problem Solving

What is a3 problem solving.

A3 problem solving is a structured and systematic approach designed to help teams address complex issues in a collaborative and efficient manner. The process is named after the A3 size paper used to document problems, solutions, strategies, and results in a concise and accessible format. This methodology is not just about solving problems but also about fostering an environment of continuous improvement and learning.

A3 problem solving tools include a variety of techniques that guide teams through the problem-solving process, from problem identification to solution implementation and review. These tools are integral for manufacturing managers seeking to optimize operations, reduce costs, and improve overall efficiency. Central to this approach is the A3 problem solving template , which serves as a blueprint for laying out the entire problem-solving journey on a single piece of paper.

The Origins of A3 in Lean Manufacturing

The A3 problem solving framework originated within the Toyota Production System, which is the foundation of lean manufacturing principles. The term “A3” refers to the international paper size that the report is expected to be written on. Toyota used this approach to encourage problem solvers to capture essential information on a single sheet that can be easily shared and discussed.

Lean manufacturing emphasizes the value of continuous improvement (Kaizen) and the elimination of waste, and A3 problem solving is a pivotal part of achieving these aims. The principles of A3 have since been adopted by various industries but remain particularly relevant to manufacturing, where efficiency and precision are paramount.

By implementing A3 thinking in manufacturing plants , managers and teams can create a culture that not only focuses on immediate problem resolution but also on the underlying causes, ensuring that improvements are sustainable over the long term. This methodology has proven to be effective in enhancing cross-functional collaboration and empowering teams to take ownership of their work processes.

The A3 Problem Solving Process

The A3 problem solving process is a structured method that manufacturing managers can employ to tackle complex issues systematically and efficiently. This approach not only helps in identifying the problems but also in formulating and documenting a clear plan for resolution.

Step-by-Step Breakdown

The A3 process typically involves the following steps:

• Background : Establishing context and importance of the issue.
• Current Condition : Understanding the present state and specific details of the problem.
• Goal : Defining what a successful outcome looks like.
• Root Cause Analysis : Identifying the underlying causes of the issue.
• Countermeasures : Proposing actions to address the root causes.
• Implementation Plan : Outlining the steps, responsibilities, and timeline for executing countermeasures.
• Follow-Up : Monitoring the outcomes and making necessary adjustments.
• Reflection : Reviewing the entire process and capturing learnings for future reference.

For a detailed exploration of each step, manufacturing managers can refer to the a3 problem solving steps which provides in-depth guidance.

Importance of a Structured Approach

A structured approach, as provided by A3 problem solving, is invaluable in manufacturing settings where complexity and interdependencies can make problem-solving challenging. This methodology enables managers to:

• Break down complex problems into manageable parts.
• Encourage a collaborative effort across different functions.
• Facilitate clear communication and documentation via tools such as the a3 problem solving template .
• Ensure that problem-solving efforts are aligned with broader operational goals and strategies.
• Create a culture of continuous improvement, aligning with lean manufacturing a3 projects .
• Establish a clear record of problem-solving activities, which is beneficial for future reference and organizational learning.

By fostering a3 thinking in manufacturing plants , managers can cultivate a workforce skilled in identifying inefficiencies and implementing effective solutions, thus leading to a more resilient and competitive operation.

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A3 Tools for Manufacturing Managers

The deployment of A3 problem-solving tools is pivotal in manufacturing management. These tools not only streamline processes but also enhance efficiency and reduce costs. The following sections aim to familiarize managers with the essentials of A3 reports and templates, which are instrumental for continuous process improvement.

A3 Reports: The Basics

A3 reports are succinct and structured documents used to address and solve problems in a methodical manner. The name ‘A3’ originates from the international paper size that the report is typically written on, which corresponds to 11″ x 17″. This format encourages conciseness and clarity, allowing for a comprehensive overview of the problem, analysis, and solutions on a single sheet of paper.

An effective A3 report includes the following components:

• Background : Understanding the context and the importance of the issue.
• Current State : A snapshot of the current process and its performance.
• Goal State : A clear articulation of the desired outcome or improvement.
• Root Cause Analysis : Identification of underlying causes of the problem.
• Countermeasures : Actionable steps to address the root causes.
• Implementation Plan : A timeline and strategy for executing the countermeasures.
• Follow-Up : Metrics for evaluating the effectiveness of the implemented changes.

For an in-depth exploration of how to create an A3 report, manufacturing managers can refer to the a3 problem solving template .

A3 Templates for Process Improvement

A3 templates serve as a blueprint for manufacturing managers to systematically approach problem-solving. These templates guide managers through the a3 problem solving steps , ensuring that no critical aspect of the process is overlooked. The use of a standard template also promotes consistency and ease of communication across different levels of the organization.

Here is an example of how numerical data might be represented within an A3 template:

Templates can be tailored to the specific needs of a manufacturing plant and can range from generic problem-solving frameworks to specialized templates focusing on areas like quality control, equipment maintenance, or workflow optimization. Manufacturing managers can harness these templates to cultivate a3 thinking in manufacturing plants , fostering a culture of continuous improvement and collaborative problem-solving.

Integrating A3 reports and templates into daily operations equips managers with robust tools to tackle challenges effectively. By employing these methods, managers can direct their teams towards sustainable improvements and operational excellence in their manufacturing processes.

Integrating A3 Problem Solving in Manufacturing

The integration of A3 problem-solving tools into manufacturing processes is a transformative approach that drives efficiency and continuous improvement. By adopting this method, manufacturing managers can better identify, understand, and solve problems within their operations.

Identifying Problems in Manufacturing Processes

Identification of problems is the initial and one of the most crucial steps in the A3 problem-solving process. It requires a keen understanding of manufacturing operations and the ability to discern inefficiencies and bottlenecks. Manufacturing managers can use various data collection methods, including direct observation, process mapping, and performance metrics, to pinpoint areas needing improvement.

Once the problems are identified, they can be documented using an a3 problem solving template , which provides a structured format for outlining the current state, target state, root causes, and action plans.

How A3 Facilitates Cross-Functional Collaboration

A3 problem solving tools promote collaboration across different functions of a manufacturing plant. The A3 report, with its concise format, is designed to be shared and reviewed by various departments, ensuring that all relevant stakeholders are involved in the problem-solving process. This collaborative approach not only leverages the collective expertise of the team but also fosters a culture of transparency and shared responsibility.

The A3 process encourages open communication and feedback, which is essential when addressing complex problems that span multiple areas of the manufacturing process. By involving individuals from different departments, manufacturing managers can gather diverse perspectives and ensure that any proposed solutions are feasible and impactful across the entire operation.

Additionally, cross-functional teams can work together to track the effectiveness of implemented solutions, making use of a3 problem solving steps to monitor progress and make necessary adjustments. This iterative process not only solves the immediate issues but also contributes to a mindset of continuous improvement, aligning with lean manufacturing a3 projects and principles.

By integrating a3 thinking in manufacturing plants , companies can systematically address challenges and optimize their operations, leading to sustained improvements and competitive advantages in the manufacturing landscape.

Digital Solutions for A3 Problem Solving

In the modern manufacturing landscape, digital solutions are becoming increasingly vital for enhancing and streamlining operations. This is particularly true for A3 problem solving, a methodical approach to identifying, analyzing, and solving problems. Digital tools can play a significant role in this process, from reporting to managing templates.

The Role of Software in A3 Reporting

Software solutions have revolutionized A3 reporting by providing an accessible and efficient platform for documenting every stage of the A3 problem solving process. These digital tools offer dynamic features that traditional paper-based reports cannot match.

Key aspects of software in A3 reporting include:

• Centralized Data Storage: Software allows for the consolidation of A3 reports in one secure location, making it easier for manufacturing managers to access and share information.
• Real-time Updates: Digital A3 reports can be updated in real-time, ensuring that all team members have the latest information at their fingertips.
• Enhanced Visualization: Software often includes charting and graphing tools that improve the visualization of data, making it simpler to communicate complex information and insights.

By incorporating software into A3 reporting, manufacturing managers can significantly improve the efficiency and accuracy of their problem-solving efforts. For a deeper dive into structuring A3 reports, visit our a3 problem solving template .

Advantages of Digitizing the A3 Process

Digitizing the A3 process provides numerous benefits that can lead to more effective problem solving and process improvement in manufacturing environments. Some of these advantages include:

• Improved Collaboration: Digital tools facilitate better cross-functional collaboration by allowing team members to work on A3 reports simultaneously, regardless of their physical location.
• Streamlined Workflow: With software, the workflow of the A3 process can be standardized and automated, reducing the potential for errors and ensuring consistency across reports.
• Enhanced Accessibility: Digital A3 reports are accessible from various devices, providing the flexibility to view and edit reports on the go.
• Data Security: Software solutions offer advanced security measures to protect sensitive information contained within A3 reports.

The transition from paper-based to digital A3 processes supports manufacturing managers in optimizing operations and achieving sustainable improvements. For further guidance on the A3 problem solving steps, readers can explore a3 problem solving steps .

In conclusion, the integration of digital solutions into A3 problem solving tools allows for a more streamlined, collaborative, and data-driven approach. As manufacturing managers embrace these technologies, they position their operations for success in an increasingly competitive and complex industry. Additional insights into the application of A3 thinking in manufacturing plants can be found at a3 thinking in manufacturing plants .

Best Practices for A3 Problem Solving

Maximizing the effectiveness of A3 problem solving requires adherence to best practices that promote team involvement, continuous improvement, and sustainable results.

Involving the Team

Manufacturing managers must recognize the importance of team involvement in the A3 problem solving process. Encouraging participation from employees who are directly involved with the processes under review can provide valuable insights and foster a sense of ownership over the solutions.

• Build a diverse team that represents various aspects of the manufacturing process.
• Facilitate open communication where all team members can voice their observations and suggestions.
• Assign clear roles and responsibilities to ensure active participation from team members.

Utilizing an A3 problem solving template can help structure team discussions and keep the focus on the problem at hand.

Continuous Monitoring and Adjustment

Continuous monitoring of the implemented solutions is vital to determine their effectiveness and make necessary adjustments. This iterative process ensures that the solutions are responsive to the dynamic manufacturing environment.

• Implement a system for tracking key performance indicators (KPIs) relevant to the problem-solving initiative.
• Schedule regular review meetings to assess progress and identify areas for improvement.
• Be open to feedback and ready to make adjustments to the action plan as needed.

A table to monitor KPIs might look like this:

For a detailed breakdown of the steps involved in A3 problem solving, refer to a3 problem solving steps .

Ensuring Sustainable Improvement

Sustainable improvement is the ultimate goal of any A3 problem solving initiative. To achieve this, manufacturing managers should focus on embedding the A3 methodology into the organization’s culture.

• Document all A3 projects and their outcomes to create a knowledge base for future reference.
• Recognize and celebrate successes to motivate the team and reinforce the value of A3 problem solving.
• Consider training programs to deepen the team’s understanding of A3 thinking and lean principles.

Training and resources can be found in articles such as a3 thinking in manufacturing plants and information about lean manufacturing a3 projects .

By integrating these best practices, manufacturing managers can enhance their A3 problem solving tools, leading to more efficient operations, cost reductions, and a culture of continuous process improvement.

Training and Resources for A3 Problem Solving

For manufacturing managers aiming to enhance processes and cut down on costs, it’s crucial to develop a team skilled in A3 problem solving. A3 problem solving tools are instrumental in implementing Lean Six Sigma methodologies for process improvement.

Developing A3 Problem Solving Skills in Your Team

To foster A3 problem solving skills within your team, consider the following strategies:

• Structured Workshops: Organize workshops that focus on A3 thinking and problem-solving techniques. These should cover the essential elements of the A3 process, such as problem identification, root cause analysis, and solution implementation.
• Hands-On Training: Provide team members with practical training that involves real-life scenarios. Encourage them to use a3 problem solving templates to work through actual problems in your manufacturing operations.
• Mentorship Programs: Pair less experienced staff with A3 veterans. This one-on-one mentorship can facilitate knowledge transfer and provide on-the-job training.
• Regular Reviews: Conduct regular review sessions where team members can present their A3 reports and receive feedback. This encourages continuous learning and improvement.
• Performance Tracking: Use a clear system to track the progress and effectiveness of A3 problem solving within your organization. This could include key performance indicators (KPIs) relevant to your manufacturing processes.

Resources for Further Learning

A wealth of resources is available for manufacturing managers who wish to deepen their understanding of A3 problem solving:

• Online Courses: Seek out online courses that offer certifications in Lean Six Sigma and A3 problem solving methodologies.
• Books and Publications: There are numerous books that delve into the nuances of A3 thinking and Lean manufacturing principles.
• Professional Networks: Join professional networks or online forums where you can connect with other manufacturing managers and share A3 insights.
• Internal Documentation: Develop a library of case studies and success stories within your own organization to serve as a learning tool for your team.
• Webinars and Conferences: Attend webinars and conferences focused on Lean manufacturing and A3 problem solving to stay abreast of the latest tools and strategies.

Additionally, managers can make use of ready-made tools and templates designed to support A3 problem solving in manufacturing settings. These can be found through resources like the a3 problem solving steps and lean manufacturing a3 projects .

By investing in the development of A3 problem solving skills and utilizing the right resources, manufacturing managers can significantly improve their team’s ability to address issues effectively. This, in turn, can lead to more efficient operations, higher quality products, and reduced costs in manufacturing plants. For more information on integrating A3 thinking into your operations, refer to our guide on a3 thinking in manufacturing plants .

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• How Do I Use an A3 Template?

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

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

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

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

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

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Toyota’s Secret: The A3 Report

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

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

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

The leading question

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

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

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

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About the Author

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

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The Official Baldrige Blog

The Baldrige Executive Fellows, Capstone Projects, and the A3 Problem-Solving Tool

The Baldrige Executive Fellows are an annual cohort of executives learning about leading their organizations using the Baldrige Excellence Framework® as a guide. As part of the collaborative experience, each executive fellow undertakes a capstone project of strategic significance to their organization. For more than a decade, the fellows have used the A3 problem-solving tool to guide their capstone project definition, planning, and execution. It has proven to be an extremely valuable tool. It is worth considering by all organizations with problems to solve.

The A3 tool was first introduced to the fellows by Pattie Skriba, former VP of business excellence for Advocate Good Samaritan Hospital, with more recent instruction provided by Nick Lavieri, assistant VP in the Lean Transformation Office of WellStar Health System, and his colleagues . I will describe the tool and discuss how it helps avoid some frequent pitfalls in problem-solving.

The A3 Tool—Problem Definition

The tool used by the fellows is a 9-box problem-solving tool. This blog contains a brief overview of each box. 

Box 1 contains the problem statement. What problem are you trying to solve, and why is it important? A common pitfall is a problem statement that proposes a solution before the root cause of the problem is understood.

An example of a problem statement with this pitfall: First-line managers need to better coach their employees to improve employee engagement . The actual problem statement might be this: Employee engagement scores are low; raising engagement might address our high turnover rate. The latter statement allows exploration of ways to improve engagement. It does not assume that the answer is to have more effective coaching.

Box 2 defines the current state. What are the symptoms of the current problem? What measures indicate your current poor performance? Are there trend data indicating declining performance? Are there relevant comparisons that indicate your poor performance relative to competitors or benchmarks? If the problem is an ineffective or inefficient process, you could include a current process map.

Box 3 identifies your desired future state. What will success look like in qualitative and quantitative terms? How will your organization perform when the problem is solved? What will performance metrics look like when the problem is satisfactorily resolved? Will the measures you identified in box 2 have results that are 100% better than now, for example?

The A3 Tool—Planning the Improvement

Box 4 contains your root cause or gap analysis. What are the possible causes for the gap between boxes 2 and 3? What are the potential root causes of the problem you identified in box 1? Helpful tools for performing this analysis might be the five whys, fishbone diagrams, or Pareto charts. Remember that there may be more than one root cause that needs addressing or one root cause that should be a focus for your improvement.

Box 5 contains potential solutions to test. Box 5 is about hypotheses. Identify potential solutions for each root cause. Several root causes may have the same potential solution. Some solutions may yield much greater improvement than others. Some solutions may need to be executed in parallel to gain the benefit desired.

The A3 Tool—Problem Solution

Box 6 contains rapid experiments. Plan an experiment for each proposed solution. Design experiments with measurable results to see if they are positive predictors of achieving your desired (Box 3) state. Learn from your experiments and conduct additional rapid experiments, if needed. If none of your experiments yield positive results, return to boxes 5 and 6 to seek additional root causes or potential solutions. Communicate and share the results of your experiments with those who will benefit from solving the problem.

Box 7 is your completion plan to solve the problem. It is based on the positive experimental outcomes from box 6. Include an action plan with a timeline indicating: what will be done, who will be responsible and involved, how progress will be measured, and completion dates for each action. Your completion plan should include a communication plan and a plan for sustaining the outcome.

The most common pitfall is jumping from box 1 to box 7. We are always eager to solve problems, and the temptation is great to skip boxes 2–5, thinking we know the answer. This could lead to a lot of wasted effort and resources, and result in great disappointment.

Box 8 is about confirmation of achieving the desired outcome/state. It summarizes what you have accomplished: metrics for the initial state, the target state, the actual result, and multiple confirmations of sustaining the performance (e.g., 30-, 60-, and 90-day results measures). If results are not sustained, you will need to re-examine earlier boxes.

The A3 Tool—Learning

Box 9 contains insights and lessons learned. What went well? What might you do differently next time you use the A3 tool? What impact has the outcome had on key internal and external stakeholders? What have you learned about change and resistance to change?

If you are asking why you should use the A3 tool, let me give you a real-life example. A hotel was experiencing customer complaints due to cold and late delivery of room-service food. The average delivery time was measured (current state). The desired delivery time after food preparation was known (desired state), and the temptation was to explore the food preparation and delivery process and fix it (jumping to box 7). By using the five whys (box 4), the real problem was identified, solutions were tested, and the problem was solved. The root cause was a shortage of bed linens. Let's look at the five whys: Why was food late and cold? Because delivery staff were waiting long times for an elevator. Why were they waiting long times for an elevator? Because the elevators were being locked on the floor with the laundry. Why were they being locked on the floor with the laundry? So linens could be delivered to rooms with guests waiting to check in as rapidly as possible. Why were guests waiting to check in? Because there was an insufficient supply of linens; they had to be washed, pressed, and immediately returned to guest rooms. The solution to late and cold food? Buy additional linens!

What are your organization’s vexing problems? What are the real solutions to those problems?  

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About the author

Harry Hertz “The Baldrige Cheermudgeon”

I am Harry Hertz, the Baldrige Cheermudgeon, and Director Emeritus of the Baldrige Program. I joined the Program in 1992 after a decade in management in the analytical chemistry and chemical sciences laboratories at the National Institute of Standards and Technology (NIST), the home of the Baldrige Program. I started my career at NIST (NBS) as a bench analytical chemist.

My favorite aspects of the Baldrige Program are: (1) the opportunity to interact with leading thinkers from all sectors of the U.S. economy who serve as volunteers in the Baldrige Program, who participate in the Baldrige Executive Fellows Program, and who represent Award applicants at the forefront of the continuous journey to performance excellence, and (2) the intellectual challenge of synthesizing ideas from leading thinkers and from personal research into Insights on the Road to Performance Excellence and other blogs that tackle challenges at the “leading edge of validated leadership and performance practice,” and contribute to the continuous revision of the Baldrige Performance Excellence Framework.

Outside of work I spend my time with family (including three beautiful granddaughters), exercising, baking bread, traveling, educating tomorrow’s leaders, and participating on various boards and board committees.

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Nice article highlighting how A3 thinking can be applied in any industry to help teams solve problems.

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Lean Events and Training / Events / Managing to Learn

Managing to Learn

An introduction to a3 leadership and problem-solving..

Available Dates

Online August 5, 2024 - September 16, 2024: 12:00pm - 2:00pm ET

In-Person October 2, 2024 - October 3, 2024: 8:00am - 4:00pm ET

Coach-Led Online Course and Oakland University in Rochester, Michigan

Why you should attend

Learn how to use the A3 Methodology to solve important business problems. An optional one-on-one coaching package is also available for online course only.

In-Person 2-Day Course Oct 2-3: $1,599 Early bird price* $1,999 Regular price *Early bird expires August 23 for October session.

Select from available dates

• August 5, 2024 - September 16, 2024
• October 2, 2024 - October 3, 2024

Today’s unprecedented challenges require superior problem-solving skills not only from you as a leader but everyone you manage.

We’ve taken the unmatched A3 problem-solving process described in  Managing to Learn , the award-winning, best-selling workbook by management expert and former CEO John Shook, and put it online with live instruction.

This comprehensive training will teach you how to use the potent A3 methodology, based on the proven scientific method of plan-do-check-act (PDCA), to address an important business problem within your organization.

Learning Objectives

What makes the A3 problem-solving approach so powerful is that it is a complete process — a way of thinking, leading, communicating, learning, getting things done, and developing an entire organization of problem solvers.

• Select, define, clarify and investigate a real problem from work.
• Clarify problem situations and define problems as gaps in performance.
• Visualize work processes and focus on the problems in work methods that are affecting performance.
• Investigate and confirm underlying causes and analyze barriers to improvement
• Identify, evaluate, and lead in the selection of countermeasures.
• Lead planning for implementation of countermeasures and follow-up to resolve problems in execution for organizational learning.

What’s Included?

• 14 hours of live, online interaction or 16 hours of hands-on, in-person interaction
• Feedback from facilitators and peers.
• Assignments between live sessions to begin applying the lessons and complete your A3.
• Opportunities to practice discrete skills with live feedback.

Optional One-on-One Coaching Sessions for Online Course

Achieve an even deeper level of learning by taking personal coaching sessions with the class instructor.

These optional, half-hour sessions happen at three critical points as you create an A3 in the workshop:

• completion of the problem situation/current situation section;
• completion of the analysis section and whole left side;
• creation of recommended countermeasures and an implementation plan at the start of the right side.

Personal coaching gives you individual “just-in-time” assistance on your challenges in a private, completely safe online space to share and ask questions.

One-on-one coaching with the instructor will increase your professional skills and value to the company. And all three sessions are only $499.

Buy One-on-One Coaching »

Who Should Attend

• Managers, supervisors or executives who want to develop the structured problem-solving, hypothesis-testing, and fact-based, decision-making skills of teams
• Continuous improvement or change management professionals involved in leading major change improvement initiatives
• HR professionals who wish to develop a curriculum and teach introduce structured problem solving and fact-based decision-making skills within their organization

Group Discounts

Register three or more students from your organization and save 12.5% off every registration. This discount will be automatically applied at checkout when you register your group.

Technology Used 

• Communication Channel:   All our documents and assignments will be hosted on a browser-based platform. By logging onto our e-learning website, you will be able to view all related materials, announcements, and zoom links.  
• Zoom : We will host our live meetings on zoom. You will receive an invitation with the meeting link.  

Cancellation Policy

You can cancel your registration for online/live-streaming workshops two weeks before the course’s start date for a full refund. A cancellation occurring within two weeks of the workshop dates will be subject to a $350 fee. Once you have attended a workshop session, you cannot cancel your registration. If you need to cancel, you can do so through your confirmation email from ‘The LEI Events Team’ or email  [email protected]. 

You can cancel your registration for in-person workshops four weeks before the course start date for a full refund. A cancellation occurring within four weeks of the workshop dates will be subject to a $350 fee. Cancelling less than two weeks prior to workshop start is subject to no refund. To cancel, please call LEI at (617) 871-2900 or email [email protected].

Schedule Overview – Remotely

The 7 sessions are hosted over 7 weeks with one to two hours of assignments in between. There are optional coaching sessions available for online courses for an additional $499 (email [email protected] to inquire).

June 10 – July 22, 2024 Course All sessions hosted 3:00 PM – 5:00 PM ET and instructed by Karen Gaudet

• Monday, June 10
• Monday, June. 17
• Monday, June 24
• Monday, July 1
• Monday, July 8
• Monday, July 15
• Monday, July 22

August 5 – September 16, 2024 Course All sessions hosted 12:00 PM – 2:00 PM ET and instructed by Lavon Medlock

• Monday, August 5
• Monday, August 12
• Monday, August 19
• Monday, August 26
• Monday, September 2
• Monday, September 9
• Monday, September 16

Schedule Overview – In-Person

October 2-3, 2024 In-Person Course All sessions hosted 8:00 AM – 4:00 PM ET and instructed by Eric Ethington

Eric Ethington

Senior Coach and Chief Engineer Product and Process Development Lean Enterprise Institute President, Lean Shift Consulting

Eric has distilled his passion for and knowledge of lean thinking and practice in product and process development, nurtured over 30 years of work experience, into The Power of Process: A Story of Innovative Lean Process Development (2022). Before founding Lean Shift Consulting and becoming a coach and program manager at LEI in 2016, he […]

Lavon Medlock

Lavon Medlock has spent over two decades enhancing leaders’ skills in problem-solving and coaching. Skilled in a variety of continuous improvement methods, she has trained leaders in creating effective daily management systems, deployed an integrated facility design approach to new construction projects like a 90,000-square-foot patient tower, and enhanced operations across different sectors.  With a […]

Karen Gaudet

Senior Coach, Lean Enterprise Institute

Karen has over 30 years of experience leading, training, and developing the capability of team members and executives in rapid-growth environments. Most recently, she’s coached clients in various industries as they adopt lean thinking and practices. They include Microsoft (data center construction), Legal Seafood (hospitality); TriMark (distribution); Abiomed (medical research and device manufacturing), and the […]

Senior Coach and Chief Engineer, Strategy Lean Enterprise Institute

During his extensive career, Mark has led lean transformations and coached executives in various companies and business sectors. Clients include GE Appliances and Ingersoll Rand (manufacturers); Michigan Medicine and Mt. Sinai (healthcare systems); Turner Construction; Kroger (retail); Legal Seafood (hospitality); and Microsoft (software).   As LEI’s chief engineer, strategy, Mark leads the development of new learning […]

David Verble

Lean Coach, Lean Enterprise Institute Partner, Lean Transformations Group

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

Location: Oakland University 318 Meadow Brook Rd Rochester, MI 48309  

Suggested Nearby Hotels:  

• Embassy Suites by Hilton Auburn Hills 2300 Featherstone Road, Auburn Hills, MI 48326 This hotel is located approximately 3 miles from Oakland University (~7 minute drive).     
• SpringHill Suites Detroit Auburn Hills 4919 Interpark Dr., Orion Township, MI 48359 This hotel is located approximately 4 miles from Oakland University (~10 minute drive).     
• Holiday Inn Express & Suites: Auburn Hills 3990 Baldwin Road, Auburn Hills, MI This hotel is located approximately 6 miles from Oakland University (~7 minute drive).     

Nearest Airports:  

• Detroit Metropolitan Wayne County Airport (DTW) ~46 miles to Oakland University, Rochester, MI  

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