A3 problem solving — what it is, benefits and more

In today’s fast-paced business environment, organisations face complex issues that can tie up teams for extended periods, draining valuable resources and hampering progress. Teams need a simple and efficient way to cut through the confusion, see things clearly and solve problems fast.

A3 problem solving has become a go-to method for many business teams to distil complex challenges into concise problem statements and develop practical solutions.

In this guide, you’ll learn:

• What is A3 problem solving?
• Benefits of A3 problem solving
• How to use the A3 problem-solving process in 8 steps
• The A3 report

What is A3 problem solving?

A3 problem solving, aptly named after the standard paper size (297 mm x 420 mm or approximately 28.0 cm (11”)x17”), is a structured technique that condenses the presentation of a problem and its potential solutions onto a single sheet of paper. This concise format serves as a visual tool to foster clear communication and facilitate effective decision-making processes within teams and organisations.

Originally developed by Toyota for lean practitioners in manufacturing, A3 problem solving has since expanded its applicability beyond the manufacturing sector. A3 problem solving emerged as an integral component of the Toyota Production System (TPS) in the 1960s. It played a crucial role in Toyota’s journey toward continuous improvement and fostering a culture of problem solving at all levels of the organisation.

Over time, A3 problem solving gained recognition and adoption by various industries by providing versatility across a wide range of complex challenges. Whether it’s addressing process inefficiencies, quality defects, project management issues, customer complaints or organisational bottlenecks, A3 problem solving promotes a shared understanding of the problem and fosters a sense of ownership and collective responsibility toward finding effective solutions.

The key roles in A3 problem solving include:

• The owner. The owner is responsible for identifying and articulating the problem, driving the problem-solving process, drafting the A3 report and implementing solutions.
• The mentor. The mentor supports and facilitates problem-solving efforts, ensuring the necessary resources and organisational buy-in.
• Stakeholders. Stakeholders have specialised knowledge and skills relevant to the problem at hand, offering insights and expertise during the problem-solving process.

Benefits of A3 problem solving

A3 problem solving lets organisations and teams tackle complex challenges more effectively and achieve sustainable improvements. By embracing this structured approach, teams can unlock the following advantages:

• Faster problem solving. The concise format of A3 problem solving helps expedite the problem-solving process. By condensing the problem statement, analysis and proposed solutions onto a single sheet of paper, teams can quickly align on the key issues and take prompt action. Quickly identifying key issues accelerates decision-making, minimises delays and enables timely resolution.
• Enhanced communication. The visual nature of A3 problem solving facilitates clear and concise communication. Presenting the problem and proposed solutions on a single sheet of paper eliminates ambiguity and ensures that everyone involved has a shared understanding. Streamlined communication enhances transparency, reduces misinterpretation and promotes effective dialogue among team members.
• Collaboration. A3 problem solving encourages cross-functional collaboration, bringing together individuals from diverse backgrounds and expertise. Collaboration promotes knowledge sharing, fosters a culture of teamwork and ensures a comprehensive understanding of the problem, leading to more robust and innovative solutions.
• Continuous learning and growth. A3 problem solving embodies the principles of continuous improvement. By emphasising a structured problem-solving approach, it nurtures a learning mindset within the organisation. Team members gain valuable insights into the root causes of problems, identify opportunities for improvement and develop their problem-solving skills, fostering a culture of continuous learning and growth.

How to use the A3 problem-solving process in 8 steps

Based on the PDCA (Plan-Do-Check-Act) cycle in Lean methodology, the A3 problem-solving process guides teams through a systematic problem-solving journey. By following these eight steps, you can effectively leverage the power of A3 problem solving:

1. Identify the problem. A problem is the difference — the gap — between the way your organisation should run and the current state of things. Begin by clearly defining the problem or opportunity for improvement. Articulate the problem statement concisely and ensure that it aligns with the organisation’s goals and objectives. Establish a shared understanding of the problem among team members, emphasising its significance and impact.
2. Show the current situation. Present a comprehensive overview of the current situation, including relevant data, facts and observations. This step involves conducting a thorough analysis of the existing processes, systems and factors contributing to the problem. Visualise the current state through diagrams, charts or other visual aids to facilitate a shared understanding of the problem’s context.
3. Set the goal. Define a clear and measurable goal that represents the desired outcome or solution. The goal should be specific, achievable, relevant and time-bound (SMART). This step helps focus the team’s efforts and ensures alignment toward a common objective.
4. Conduct a root-cause analysis. Delve deep into the underlying causes of the problem by conducting a rigorous root-cause analysis. Use various problem-solving techniques such as the 5 Whys, fishbone diagrams or Pareto analysis to identify the primary factors contributing to the problem. This analysis provides insights into the fundamental issues that need to be addressed for effective problem resolution.
5. Develop countermeasures. Brainstorm and develop potential countermeasures or solutions to address the identified root causes. Encourage creative thinking and consider different perspectives to generate a range of options. Evaluate each countermeasure based on its feasibility, impact and alignment with the established goal.
6. Create an implementation plan. Outline a detailed implementation plan to execute the chosen countermeasures effectively. Specify the actions, responsibilities, timelines and necessary resources required for successful implementation. Break down the plan into manageable tasks and establish milestones to track progress.
7. Evaluate and confirm the effect. Implement the countermeasures and closely monitor their effectiveness. Collect data and evaluate the outcomes to determine if the implemented solutions have produced the desired effect. This step involves comparing the current state with the goal set earlier and assessing the extent of improvement achieved.
8. Update the work standard. Based on the evaluated outcomes, update the standard processes, work instructions or guidelines to reflect the improved practices. Document the revised standard and communicate it to relevant stakeholders. This step ensures that the knowledge gained from the problem-solving process is institutionalised and integrated into the organisation’s continuous improvement efforts.

The A3 report

The A3 report is designed to walk you through the steps of the A3 problem-solving process — all on a single page. When filling it out, include the following sections.

1. Problem statement
2. Current situation analysis
3. Goal statement
4. Root-cause analysis
5. Countermeasures
6. Implementation plan
7. Evaluation
8. Follow-up

First, make sure that you title your A3 report at the very top of the page and include the date and the name of you and your team.

Start at the top left of the page, state the problem and then work your way down using the A3 problem-solving process. Devote the left side of the page to the first four steps, which involve thoroughly analysing the problem. The analysis takes up half the page because this is where you should spend approximately half your time.

Once you’ve worked your way through these first four steps of analysing the problem, jump back up to the top right of the page and work your way down the right side through the last four steps. Use the right side of the page to work through your solution — your ideas for improvement, your plan of action and your evaluation and follow-up.

Using the A3 report simplifies the A3 process, ensuring a systematic and focused approach to problem solving without redundancy.

Getting started with A3 problem solving

A3 problem solving breaks complex problems into a simple one-page document, streamlining decision-making processes, fostering teamwork and driving continuous and sustainable improvements.

When you’re ready to get started with A3 problem solving, check out the A3 report template in this article. Then you can apply the A3 problem-solving methodology to tackle your complex business challenges.

To streamline your problem-solving processes even further, consider using Adobe Workfront. With Workfront, you can optimise and centralise digital projects, like your A3 report, enabling cross-functional teams to connect, collaborate and execute from anywhere.

To learn more about Workfront, take a product tour or watch an overview video.