A3 Template

Much more than just a tool

A3 is a simple method to:

Define and solve problems

Teach managers how to better coach, mentor, and lead

Instill a way of thinking that causes entire teams of people to sharply focus their
minds on the foundational Lean ways of seeing process flows and wastes.

Empower people to implement their great ideas

What is the A3 template?

11x17 piece of paper (Supposedly the largest size that could be faxed.).

A problem solving approach built around PDCA.

A concise summary of the problem and solution.

A way of structuring thinking A communication tool for workers to report

problems and improvement suggestions to management.

A way for management to structure and discipline the improvement process.

Used for any kind of problem in all parts of the business

Why A3?

Anytime you wish to clearly tell a story, especially when you wish to simplify or
clarify a complicated issue.

Can be a previous step for a Kaizen event.

Provides a clear and concise method of reporting information

A continuous improvement activity

Use to teach problem solving

Creates efficient working environment

How to do it
A3 problem solving is quite similar to other problem solving approaches which
mirror Demings Plan-Do-Check-Act (PDCA) cycle.

A3 Steps

PDCA Cycle

Background

Problem Statement
Plan
Goal Statement

Root Cause Analysis

Countermeasures

Do

Effect Confirmation

Check

Follow Up Actions

Act

A3 Problem Solving Steps

Using a very simple approach, A3 problem solving is composed of the following seven steps shown below.
Background
In this step, you make the business case for selecting a particular problem for resolution. Upon your selection, clearly state how the problem impacts the
strategic business objectives around customers, process, financials, new products, etc.
Problem Statement
Detail the specifics of the problem. These may include the magnitude of the problem, where and when the problem occurred, and the problems impact on
the business. By defining these specifics on a quantitative scale, you help to bring the problem to life for your organization.
Goal Statement
In this step, state what you are trying to accomplish by initiating the A3 problem solving project. Map out what goals you are trying to achieve and set a
timeframe for completing these goals.
Root Cause Analysis
Having fully defined the problem, carry out a root cause analysis to determine the most basic reasons of your problem. Be as thorough as possible.
Countermeasures
With the root causes in place, come up with the countermeasures that you will use to reach your objective in solving the problem. Draw up a detailed plan
that outlines who will deploy the countermeasures and when this deployment will be completed. Following the 5WIH structure helps in this step.
Effect Confirmation
Having implemented the countermeasures, look at the results. Determine whether the results indicate that your countermeasures were effective in meeting
your objective.
Follow Up Action
Having achieved your results, deploy the infrastructure for sustaining the gains (such as standardization, audits, dashboards and reviews). Make sure that
you roll out your findings across the organization, which in Japanese is called yoko-narabi-tenkai, meaning lateral deployment of findings to other
groups. (Click on image to enlarge.)

Benefits

Provide a single, easy-to-use approach for problem solving

Stimulate group dialog and creative problem-solving

Break people of the bad habit of jumping to solution decisions

Empower the people closest to the work

Encourage managers to manage the means of production

Instil an organizational culture

Groom new leaders

Provide a systematic logical thinking process

Conclusion

A3 problem solving may appear to be a simple seven step approach which

helps in solving business problems. However, it is not that simple. It requires
the right context and conditions. In a subsequent column, I will share the Dos
and Donts of A3 problem solving and will show how you can apply its tools to
service processes.