a3 problem solving report template

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A3 Problem Solving Template

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

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

A3 Template (32 KB)

A3 Template – Simple (216 KB)

A3 Template – Detailed (340 KB)

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A Step-by-Step Guide to A3 Problem Solving Methodology

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

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

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

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

What is A3 Problem Solving?

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

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Origin and History of A3 Problem Solving

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

Key Principles of A3 Problem Solving

The following are the key principles of A3 Problem Solving:

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

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

Step 1: Define the Problem

Importance of clearly defining the problem.

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

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

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

Techniques for Defining the Problem

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

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

Best Practice for Defining the Problem

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

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

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

Step 2: Gather Data

Gathering data in a3 problem solving.

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

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

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

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

Data Collection Methods

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

• Observations
• Process diagrams

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

Tools for Data Analysis and Visualization

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

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

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

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

Step 3: Identify Root Causes

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

Overview of the Root Cause Analysis Process

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

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

Techniques for Identifying Root Causes

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

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

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

Best Practices for Conducting Root Cause Analysis

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

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

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

Step 4: Develop Solutions

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

Solution Development in A3 Problem Solving

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

Techniques for Developing Solutions

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

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

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

Best Practice for Developing Solutions

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

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

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

Step 5: Implement Solutions

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

The implementation Process

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

Techniques for Implementing Solutions

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

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

Best Practice for Implementing Solutions

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

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

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

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

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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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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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A 3   PROBLEM SOLVING TEMPLATE.

A3 problem solving is a structured approach to Problem Solving that uses a single sheet of paper (the A3) to guide the process and communicate the results.

A good lean coach uses each step of the A3 summary to challenge the person they're coaching in areas like problem grasping and framing, depth of data analysis and brainstorming. The A3 summary is a fantastic way to increase Practical Problem Solving capability for 3 reasons

It requires a structured approach to solve a problem to root cause

It becomes part of a library of knowledge to share across operations leaders

It provides a way for the coach to challenge the coachee at each stage to develop a better understanding.

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A3 Problem-Solving: Thinking & Templates

• ·   May 26, 2023

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

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

Download your A3 problem-solving template

What is A3?

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

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

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

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

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

What is A3 thinking?

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

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

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

How does the A3 problem-solving method work?

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

STEP 1 ― Identify the problem

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

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

STEP 2 ― Gather information

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

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

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

STEP 3 ― Develop a plan

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

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

STEP 4 ― Implement the plan

Time to put your plan into action!

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

STEP 5 ― Evaluate your results

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

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

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

Advantages of the A3 problem-solving method

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

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

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

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

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

How to use an A3 template successfully

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

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

An A3 template typically includes the following sections:

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

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

mlean ® and the A3 problem-solving method

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

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

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

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

Book a free demo and see for yourself!

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A3 Templates

A3 templates for strategic & project planning, think beyond the problem using the lean six sigma method on an infinite, interactive, collaborative, & extendible canvas. bring different team members on board to focus on the real issues and gain deeper insight into them..

• Visualize and analyze underlying causes of problems and find optimal solutions
• Real-time team collaboration to work with multiple teams
• Advanced sharing controls to streamline brainstorming, planning, and reviewing stages

Plan and Strategize Without Limits

Multiple templates and frameworks for problem analysis, action planning, project planning, and more aligning with strategic planning.

Simple to use drag-drop tools and Plus Create to visualize and reposition shapes/icons on the canvas effortlessly.

Add data to each element on the canvas to document the problems, issues, solutions, & deliverables easily to make decisions with all the necessary information inline.

In-line commenting to raise questions on the problems and reply in threads to discuss and decide solutions.

Connect with Multiple Teams and Collaborators

Video conferencing baked into the platform to feel like you are in the same room.

Manage sharing and permissions with multiple access levels and roles.

Real-time cursors to help everyone work together; color coded mouse pointers with names.

Interactive online whiteboard with freehand drawing to conduct collaborative brainstorming sessions and facilitate discussions.

Easily Find Root Causes of the Problems

Embed documents, records, and assets with in-app previews to link information together for easier analysis.

Import images, vectors and more into the canvas to create more data-rich and informative A3 reports.

Infinite canvas to centralize all information and communication around your analysis and A3 reports.

Frames and containers to split canvas to boards . Organize content to create and conduct scenario analysis and planning sessions.

Act on Your Strategic Vision

Use frames inside the infinite canvas to generate page-like layouts to organize your data, group similar content, or build a presentation flow for your research.

Add-ons to easily embed the A3 report in Google/Microsoft documents, slides, and sheets.

Offline mode to work from anywhere anytime from any device and sync once you are back online without losing any data.

Export as SVG, PNG, JPEG, or PDF to embed in presentation, share, and download.

What Is an A3 Report?

The A3 report, much like a storyboard, is a structured way to solve problems. It is also used to represent critical project information in an easy-to-understand way. It enables quick decision-making when it comes to project planning and strategic planning.

How to Create an A3 Report?

• Identify the problem you need to find a solution for or the need you need to address. To understand it, study the current situation of the process.
• Based on the observation, create a current-state process map. Then quantify the problem; for example you can count the number of times the error occurred, the percentage of failed customer deliveries etc.
• Identify the root cause of the error. To do so you can either use a fishbone diagram or 5 whys diagram collaboratively with your team.
• Once the root cause has been identified, come up with countermeasures to improve the process. Clearly define the actions you need to take, assign them to employees and set due dates.
• What would the process be like once the solution has been applied? Create a future state process map to visualize the new process with solutions.
• Create an implementation plan template that includes the action steps you need to take to apply the changes. Also specify the roles responsible and the costs involved.
• Share the implementation plan with the necessary stakeholders to get their approval before executing it. Once approved, go ahead.
• Measure the results to see if you have been successful in achieving your target. If changes are still required, re-apply them and refine the process as necessary.

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A3: Thinking, Reports, Examples & Templates

A3 thinking.

An Introduction to A3

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

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

What is A3?

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

The History

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

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

Who Uses A3 Strategies?

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

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

LCI’s Meaning of A3

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

A3 Reporting

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

Understanding A3 Thinking

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

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

Problem Solving: An A3 Process

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

The First Step to A3 Thinking

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

Questions to Facilitate the Process

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

State plan to check and adjust using the PDCA cycle.

More on the PDCA Cycle

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

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

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

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

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

A3 Reports for Solutions

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

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

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

Current State

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

Future State or Goal

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

Analyze the situation and underlying cause.

Recommendation

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

Create a follow-up/review process.

A3 Examples

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

A3 Template

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

A3 Training

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

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William R. (Bill) Seed, Executive Editor

Executive Editors: Kristin Hill, Katherine Copeland and Christian Pikel

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How to use A3 report – example and template for free

A3 report is one page report about project progress, its background, and challenges. It is easily explanation tool for broader audience, and stakeholders interested in the project.

this article contains:

What is A3 problem solving report?

A3 report out as a option, steps to create a3 report, a3 report example – restaurant improvement, a3 report at project start, a3 report as project progress, a3 report at project end.

• A3 report template download

Hot news, folks. In order to help you as much as I can in your improvement efforts, I have launched non-binding consultation program. I would like to help you with:

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First 30 minutes of consultation for free, every additional 1 hour 10 USD.

On a literal level, A3 refers to a paper size 29.7 x 42.0 in cm 11×17 in inches. In the lean six sigma world, we use this report out tool to show teams thinking, when addressing project goal. Use A3 during whole project life cycle. Create A3 right after project charter creation.

Six sigma tools to use in your (not just) first project – read here

Well, I suggest to agree with stakeholders, the way they want to see project report out. There are different ways possible. And A3 is one of possibilities.

So, no need to use A3 in every project. But be consistent, once using it.

A3 creation, preparation and updating is much faster, than creating presentation for example. It is simple to use and read. It is great tool, when presenting more projects updates in one meeting. A3 helps team focusing on the project goal and its deliverables, and makes it much simpler to review progress for those interested in the project.

5 simple Green belt project ideas – read here

A3 form template, is available for download in the end of this article. For free. Use it, share it.

These are areas should be filled at project beginning, as already mentioned.

• Project name,
• Current state pains
• Project goal, and the
• Section with team information

It takes some time with working on projects following DMAIC. But it worth it. So, do not jump into the solutions however attractive and tempting it would be. Try to understand current problem, identify your ideal state, and create a plan to reach it.

Here is a link to download project charter template for your usage, with the brief description of each section. You are free to share and distribute this list.

I do videos, blog posts, and all templates for free, in my free time. I will appreciate if you can donate me a cup of cofee, for more energy in my creation. (1 dollar counts, too 😉 Click on this link: I would like to support Erik in his effort

A3 sections to be updated this way..

• Create 4 sections prior project start, as mentioned.
• Develop high level activities and their schedule in project beginning together with team. It can be DMAIC phases at beginning. You can add more details as progressing with project.
• Update the rest of A3 areas with project progress. Do the update together with your team.
• Review A3 during one on one project progress review with sponsor, prior showing to stakeholders.
• Update stakeholders regularly. Minimally after finishing each project phase.

What are Six Sigma project types? (+templates) – read here

Let me share an A3 report example with you. A3 refers to my earlier video – improving fast food restaurant, called “Eating mania”.

OK, you can argue, that there is no real stakeholder in this project, to whom to report out. It is true statement. I will show correlations between project, and reporting out progress by A3.

Restaurant owner has a problem with very slow business growth. And he would like to develop process, that would bring 15% more customers in 3 months. This is perfect project goal.

Download DMAIC tools list, I suggest allways to follow.

22 green belt certification companies prices review – read here

And this is how A3 would look like when project starts:

Team have developed high level project plan right after project kick off. There are leaders of each step, time frame where each step should be addressed. It needs teams discussions to define those steps, when there is no experienced leader.

How to select your first green belt project? – read here

As team is progressing, accomplished tasks are updated with current status. Additional information, as Analysis, and project challenges is provided to the report. Use pictures, graphs or other visualization to show used tools in the analyze section.

Follow ups and challenges are here to share with stakeholders and sponsor, what difficulties team is facing. You might ask for helping hand in the case team is stuck up.

You can update any A3 section accordingly, as project goes on. It must reflect reality.

Construction DMAIC improvement example – read here

And this is A3 after finishing whole project. Note, there are project results showed in follow up, and analyze section. It is important to share positive things, as well as those, which did not run very well, and need some more attention, or different approach.

And there you are. Filled A3 report after project finalization.

A3 report template

What you will get, by downloading this file:

• A3 form Excel template
• Restaurant example – filled A3 report (above used pictures)

To download entire A3 report template –click on the link below

Do not forget to visit and subscribe my YouTube channel . I am uploading Six Sigma, Lean and Project oriented videos regurarly. So, stay tuned.

Yours sincerely Erik.

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A3 Lean: Template, Process and Examples

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

What is the A3 Lean template?

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

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

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

Advantage of the A3 Lean template

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

Figure 1 – A3 Lean Thinking Process

A3 Lean template: steps and example

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

Step 0. Identify a problem or need

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

Example : Structural late deliveries to customers.

Step 1. Understand current position

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

Example : What percentage of the deliveries are late?

Step 2. Target

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

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

Step 3. Root Cause Analysis

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

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

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

Step 4. Countermeasures

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

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

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

Step 5. Implementation plan

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

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

Step 6. Follow-up plan

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

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

Step 7. Involve affected parties

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

Step 8. Approval

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

Step 9. Implementation

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

Step 10. Evaluation

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

A3 Lean: the Cycle

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

A3 Lean template format

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

Download the A3 format Lean template

Now It’s Your Turn

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

Share your experience and knowledge in the comments box below.

More information

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

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

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

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Patty Mulder

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

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Effectively solve problems with the A3 problem-solving template

Reading time: about 5 min

• Organization and evaluation
• Strategic planning

To successfully create a culture of continuous improvement, people must:

• Identify problems and potential issues that could impact productivity and quality. 
• Determine the cause of problems so they develop and implement viable solutions.
• Document the solution and share knowledge to ensure the problem doesn’t reoccur.

In this article, we’ll discuss how an A3 template can help you accomplish all three of these goals.

What is the A3 problem-solving method?

Like most concepts and techniques associated with Lean management and Lean manufacturing, A3 problem-solving was developed in Japan as part of TPS. 

This problem-solving approach takes its name from the A3 paper size, which is part of the ISO 216 international standard for paper sizes. The closest paper size to A3 in the United States is 11x17, also called ledger or tabloid size.

The A3 method uses a structured, systematic approach to solving problems. The idea is to clearly and concisely document the problem, root cause, solution, implementation plan, and results on a single sheet of paper called an A3 report. The A3 report is shareable and gives everybody an easy-to-understand visual representation of the process for solving a specific problem.

Toyota believed that if a problem was too big to be explained and solved on one side of A3 paper, it should be broken down into smaller pieces. These pieces could then be explained, analyzed, and solved in their own A3 process.

When to use the A3 problem-solving process

We often hear about a problem and try to fix it without considering its cause. We might assume we know what’s going on based on experience. But if we don’t accurately determine what is happening, we could miss important information to prevent its reoccurrence.

The A3 problem-solving process helps you better understand problems and create better solutions.

Consider using A3 to solve problems when:

• You need a framework for identifying, analyzing, understanding, and solving problems.
• You want to collaborate with team members, other managers, and key stakeholders to get feedback from multiple perspectives. Collaborating with others eliminates personal biases and provides a better understanding of problems and their root cause so you can make more informed decisions.
• You want to align your team with an easy-to-read document that breaks down important information.
• You are cultivating a culture of continuous improvement. The systematic A3 problem-solving approach helps the organization learn from past mistakes and perform more consistently.
• You want to standardize your process for working through problems in organizations of any size in any industry.

The basic steps of A3 problem-solving

The A3 problem-solving process typically uses the following basic steps:

Step 1: Define the problem

Provide context for the problem you need to solve. Clearly define the problem, its impact on the department or organization, and why it needs to be solved. To better understand the situation, consider observing the work. That way, you visualize the problem and get valuable input from team members about what might be causing it.

Step 2: Analyze the current situation

Gather data by sending surveys, interviewing team members, mapping the process, etc. The data will give you valuable information about the current state of a process or project. This can help you identify contributing factors to the problem and get closer to identifying potential root causes.

Step 3: Set targets and goals

Clearly state what you hope to achieve through this process. Setting specific and measurable targets helps you monitor progress as you find the right solutions.

Step 4: Root cause analysis

If you don’t identify the root cause of a problem, your solutions will only address the symptoms. Treating a symptom is generally temporary, and the problem will eventually return.

Use this 5 whys template to dig deeper, identify the root cause of a problem, and reach a solution faster.

Step 5: Propose potential solutions and countermeasures

Once you understand what the root causes of your problems are, use the collected data to propose solutions or countermeasures. By offering different solutions, you and your team can easily evaluate options to reach a consensus.

Step 6: Develop an implementation plan

After you have determined which solution to use, create an implementation plan . This should include clear steps, task ownership and responsibilities, timelines and target dates, and expected outcomes.

Step 7: Monitor and follow-up

Monitor how well the implementation of your solution is working. Determine if improvements need to be made and implement adjustments as necessary.

How Lucidspark can help with the A3 problem-solving process

Lucidspark brings together hybrid teams to collaborate in real time on a single document. Try our free A3 template to get started.

Each section of the A3 template includes resources to help you complete the document. For example, the “root causes” section includes an Ishikawa diagram (or fishbone diagram) that guides you inidentifying potential root causes.

A lot of the work in the A3 template has been done for you. All you need to do is edit and modify each section to match your use case.

The A3 problem-solving method encourages organizations to use a standardized, systematic, and collaborative problem-solving approach. 

As with most TPS and Lean management documents, the A3 report is not static. It is a living document that encourages teams to practice continuous improvement by frequently reviewing processes and refining methods. And its concise and easy-to-read format makes processes and progress more transparent, which helps keep the entire organization focused and aligned with the company vision.

Explore hundreds of free templates to simplify workflow and boost problem-solving skills.

About Lucidspark

Lucidspark, a cloud-based virtual whiteboard, is a core component of Lucid Software's Visual Collaboration Suite. This cutting-edge digital canvas brings teams together to brainstorm, collaborate, and consolidate collective thinking into actionable next steps—all in real time. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidspark.com.

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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.  

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.

Contact Us | Discover the Value!

(248) 280-4800 | [email protected]

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• SafetyCulture

A3 Report Templates

Identify and resolve complex business process issues A3 Report App for problem solving and continuous improvement

A3 Report Template

• Eliminate paperwork with digital checklists
• Generate reports from completed checklists
• Free to use for up to 10 users

This A3 report template can be used to identify, analyse, and resolve complex problems in a business setting. It is typically used by managers and supervisors who are looking to eradicate issues, inefficiencies, and ambiguities in business operations in order to maximize productivity. With the SafetyCulture (iAuditor) mobile app and software, you can:

Customize A3 and other data collection templates to gather information for data analysis Capture photos and annotate them as evidence and documentation Automatically organize and retrieve reports saved in secure cloud storage

What is an A3 Report?

An A3 report or A3 Model is a problem-solving method typically used by managers and supervisors to identify, understand, and resolve problems in a business setting. Having evolved from the Toyota Production System’s (TPS) lean management philosophy, it is now commonly used by various industries looking to improve their operational quality and efficiency.

The PDCA (plan-do-check-act or plan-do-check-adjust) is a management method utilized within the A3 Model. It is a scientific method that aims to:

• Establish the desired result and propose a solution to achieve it (plan)
• Test the proposed solution and gather data regarding its effectiveness (do)
• Analyze the data gathered from the test and compare results to the desired outcome (check)
• Make adjustments to the solution based on the data from the “do” and “check” phases until the goal is achieved (act or adjust)

Top 3 Reasons to Use A3 Reports

Despite the abundance of problem-solving models ( 8D , 5 Whys , CAPA , etc), there are still compelling reasons for businesses to make A3 lean reports an integral part of their organization. Failing to do an A3 report where it is warranted could result in project blowouts, productivity loss, and process inefficiency.

It is a versatile problem-solving tool

A successful business is one that constantly strives to operate at maximum capacity. A3 reporting helps achieve this ideal by identifying issues, inefficiencies, and ambiguities in the business process, then coming up with possible solutions. Through careful analysis, collaboration, and critical thinking, the A3 model can adapt to almost any type of business or industry.

To establish a culture of continuous improvement

Integrating the PDCA Method into their operational framework helps businesses adapt to any challenges that could negatively affect their operations, e.g., new trends, competition, or a shift in the economic landscape.

To communicate across functions and keep stakeholders informed of issues/problems

Though not primarily designed to be a communication tool, an A3 Report can be used to inform different functions as well as stakeholders regarding operational issues and plans to resolve them. It’s especially effective since its one-page format includes only the most relevant details of the matter.

Aside from functioning as a problem-solving and reporting tool, the A3 model can also be used for business proposals and business planning.

When NOT to Use an A3 Report

A3 reports are flexible and effective in the hands of a capable team. However, some issues aren’t complex enough to necessitate an A3 or may be addressed better with alternative problem-solving models.

If a problem can easily be fixed with a simple, obvious solution

Using an A3 Report on something as simple as tightening a loose screw or updating an erroneous entry on a spreadsheet is unnecessary. A3 Reports should be reserved for complex issues that require careful analysis, critical thinking, and a team to resolve.

If the problem and proposed solutions are too complex to fit in one-page

A problem’s scale and its impact must be properly evaluated before a team decides to use A3 to solve it. In such instances where A3 will not suffice, other, more thorough problem-solving models such as 8D may be the better option.

Technology to Assist in A3 Reporting

Why safetyculture.

The effectiveness of the A3 model relies heavily on the successful analysis and interpretation of data. Using a versatile data collection, analysis, and template-building app like SafetyCulture can help businesses reap the benefits of A3 reporting.

Convenient data collection

• Collect data from the field anytime with your phone or tablet, even while offline!
• Validate your findings with digital signatures.
• Save and secure your information with unlimited cloud storage.

Generate and share A3 reports instantly

• After completing the A3 report template, you can immediately generate a report to be shared with colleagues and stakeholders!
• Easily customize our pre-made A3 Report Templates to fit your business needs.
• Export your A3 report in a variety of formats including PDF, DOC, and CSV.

Manage teams easier

• Assign and track corrective actions to team members through a single app.
• Update assigned corrective actions from your mobile device and receive notifications in real-time!
• World-class 24/5 customer support to assist you with your SafetyCulture queries.

Try SafetyCulture for free!

The Best A3 Report Templates

8d report template.

An 8D report template is used to document a comprehensive root-cause analysis based on the 8 Disciplines of Problem-Solving popularized by the Ford Motor Company. 8D Teams can use this template to generate their 8D report after completion.

5 Whys Template

Use this 5 whys template to resolve the root cause of a problem so that your business teams can avoid encountering them again. Begin by clearly stating the problem and answer why the problem occurred until the root cause is discovered. To complete the 5 whys template, provide a solution to the root cause of the problem and create actions.

Root-cause Analysis Template

Use this root-cause analysis template to analyze a recurring problem and help eliminate the root causes. Begin by describing the issue and its impact. Next, list potential reasons why the issue happened and identify the root cause and take/attach photo evidence for verification. Provide a prevention strategy and recommend solutions before completing the RCA template with digital signatures.

CAPA Report Template

A CAPA Report form is designed to help identify, address, and prevent the occurence of regulatory and organizational non-conformance. This can be used by compliance officers when formulating a corrective action to resolve the issue, and a preventive action to lower the risk of its recurrence.

Kaizen Report

A kaizen report template is used by kaizen implementers to present changes in job tasks or processes after continuous improvement efforts. This kaizen report template has been designed to make it easier for employees and management to identify any of the 8 wastes and eliminate them for increased morale, productivity, and competitiveness.

An FMEA template aims to identify potential problems in a process, product or design and prevent their adverse effects on customers. Monitor the implementation and effectiveness of corrective actions with the use of this template.

A PPAP checklist is used by quality managers to comply with all customer specifications, manufacture conforming parts, and ship them as scheduled. This comprehensive PPAP checklist includes detailed questions for each of the 18 production part approval process guidelines—from design records to part submission warrant.

A DMAIC template is used by Six Sigma practitioners to perform the DMAIC (Define, Measure, Analyze, Improve, Control) methodology as a root-cause analysis to help identify process improvements.

A3 Deficiency Checklist

This A3 deficiency checklist is ideal for the construction and engineering industry to regularly check and continually improve the weaknesses found on their site. These deficiencies, if not properly addressed—can cause a negative impact on the safety of workers and the overall health of the site. As an A3 management process template, it enables site inspectors to examine specific spots and determine if there’s a need for change in the general procedure being followed. Additionally, this checklist can be used to inspect the following areas for deficiencies:

• Construction
• Radio-Frequency (RF) engineering
• Communications, Navigation, and Identification (CNI)
• Miscellaneous
• Housekeeping Items

PDCA Template Checklist

This PDCA template can function as an A3 management process template and is applicable across industries and in various sectors. It contains a step-by-step guide on how to conduct a comprehensive problem-identification and problem-solving process, similar with how straightforward A3 reports are. This template also allows users to include additional notes they deem necessary for the successful completion of the technique.

Jona Tarlengco

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• Download free template

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Home » Lean Six Sigma Templates » Toyota A3 Template

Need a Toyota A3 Report Template in Excel?

Qi macros add-in has a ready-made a3 report template for you..

A3 Report using QI Macros

• Click on QI Macros menu > Find Tools > A3.
• QI Macros will find the A3 template for you.
• Fill in the blanks to create your A3 Report.

Why Using an A3 Report Matters:

The A3 report creates a logical improvement story by outling the process step by step. Toyota uses the A3 Report to solve problems and create problem solvers.

Example of QI Macros A3 report template

Go Deeper: Steps to Create an A3 report

The A3 report, named after the 11X17 paper size , is deceptively simple. It's a sequence of boxes in a template. It helps people structure their problem solving process step by step.

• establish the business problem or issue;
• describe the background and current situation;
• identify the desired outcome and target;
• analyze root causes ;
• propose countermeasures ;
• create an action plan for getting it done;
• check that you've achieved the results.

The A3 Report is one of many tools included in QI Macros add-in for Excel.

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A3 Template / A3 Report Template

Last updated by Jeff Hajek on February 17, 2024

This A3 template can be used to create an A3 report, the communication medium for A3 problem solving . The A3 report takes its name from the “A3” size of paper that the report is generally written or printed on. (A3 paper is an international designation similar to the ledger size 11 x 17-inch paper in the US). The A3 report is most commonly used for problem solving , but may also be used to write concise proposals or provide status updates for projects.

Watch this A3 Thinking Video

At the end of this entry, you will find links to download a few versions of A3 templates. Please keep a few important points in mind.

• There is no set format for A3 reports. These templates are just starting points. They can, and should, be adjusted to meet your needs.
• Many people promote the use of handwritten A3 reports. Novices should learn to do A3 reports by hand before using a PC to generate one. Digital versions can be useful in sharing information, however, if the stakeholders are scattered. Just make sure that the value of communication and convenience is not offset by the limitations of actually making changes to the report in gemba (the actual place where the work is being done.).
• You may need to adjust margins and the layout on the page to match your printer. Many printers have different default settings, so the appearance of these A3 templates may vary when printed.

WARNING: Before using Velaction’s A3 template, please understand that it is just one possible format. Purists will tell you that there is no set A3 template. They suggest that an A3 report should follow a basic flow, and that the sections should be structured to match the problem. The belief is that using a template tends to restrict choices and limits the full potential of A3 problem solving. I recommend that if you choose to use this A3 template, you treat it as a suggestion, and feel free to alter the section headers and spacing as needed. Whatever sections you decide to include, though, just be sure to keep PDCA in mind .

UPDATING THE A3 TEMPLATE

Consider using a hybrid form of A3 report to get the best of both worlds (PC and handwritten). I generally recommend marking up a printout of the digital version on the shop floor (or wherever an administrative process is done), and then update the digital version shortly afterwards. Do each section by hand as you visit gemba (the actual workplace), and then transfer it to the computer . It does add in a wasteful step but it removes several others. You won’t have to rewrite the report every time you make a change or add better information to an earlier section. And, of course, there is tremendous value in being able to share information immediately around the globe.

Writing changes on the actual report vs. just taking notes helps ensure you won’t forget information between the time you observe a work process and the time you get back to a computer to update the report.

Notes can make sense when you write them, but sometimes there is a bit lost when you go back and read them. Annotating it on an actual A3 report helps make sure you don’t forget any key points.

The sample above is used in our Fundamentals of A3 Thinking Class , from our Line of Lean Training Materials .

Warnings When Using the A3 Template

• The A3 report format can, and should, be adjusted to meet your specific needs. One danger in using a template is that it can stifle creativity . Remember that the format of the A3 Report should adjust to the problem, not the other way around.
• Bear in mind that the A3 report is only a tool. Without having a strong learning culture that embraces problem solving , A3 reports will not be effective.
• Handwritten A3 reports tend to make people more open in their discussion. Talking over a handwritten sheet of paper is less intimidating to many frontline employees than over a computer-generated report.

Jay Watson · January 30, 2013 at 1:07 pm

Great A3 options. I really like the choices as each organization will pick what size sheet (form) works for them. Easy explaination of the A3 too. Thanks for the simplicity, that’s why I utilize Velaction dot com so much!

Jay Watson Director of Process Excellent Development PortsAmerica

MonteWright · December 21, 2011 at 1:30 pm

Jeff: Great format! I have seen and used other A-3’s but find this one to be easier to understand and manipulate. The ppt format makes it easier for presentation to a group. Thanks and glad I found your website

Jeff Hajek · December 21, 2011 at 1:50 pm

Thanks a lot for the compliment. I am glad you found the site as well.

By the way, I hope the site was working well for you today. I’m tinkering ‘under the hood’ and was hoping not to mess things up too badly.

Enjoy the forms, and keep in mind we offer a rather inexpensive DVD and PPT for training on the tool. (Sorry–had to slip a sales pitch in there…)

Thanks for visiting, and have a happy holiday season.

Regards, Jeff

johnandary · November 8, 2011 at 3:15 pm

WHEN I DOWNLOAD THE “MEMBER” VERSION OF AN A3 REPORT TEMPLATE IT SHOWS UP IN PPT AND CANNOT BE MODIFIED AS STATED. PLEASE COMMENT.

Jeff Hajek · November 8, 2011 at 5:32 pm

Johnandary,

The A3 templates are in powerpoint, as most people have an easier time manipulating graphics in that than in excel.

Sometimes office will require you to ‘enable editing’ depending on your security settings. You would see a notice on the top of the page when you downloaded it.

If you have the editing enabled, it might be a usage expectation issue. You’ll have to add text boxes or paste charts in the sections. The sections are just placeholders, as every A3 report looks different. You can test if the ppt works by trying to resize the borders of the sections, or by entering data in the countermeasure or follow up sections.

If the powerpoint still doesn’t work after that, please email me at [email protected] for more troubleshooting.

Hope that helps. Jeff

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