Continuous Improvement Toolkit

A3 THINKING

A3
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As a leader, a big part of your job is to solve problems
as they come up.

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There are many approaches and tools that can help in
the area of problem solving which is the driving force
behind continuous improvement.

They range from the

more complex Six Sigma
methodologies to the
simple A3 thinking
approach.

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A3 thinking is a logical and structured approach for
problem solving and continuous improvement.

Can be used for most kinds

of problems and in any part
of the business.

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Adopted by Lean organizations around the world and
developed as part of the Toyota Production System.

Widely used by lean

manufacturing
practitioners. LEAN

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Provides a system for planning and problem solving,
and at the same time develops and maintains a culture
for continuous improvement.

The power of the A3

approach lies in the
systematic and
structured method
it takes to solve
problems.

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Although it appears to be a step-by-step process, A3 is
built around the PDCA management philosophy.

The A3 process usually

contains multiple stages, and
the number of stages may vary Act Plan
depending on the preference Check Do
of the company.

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Relies on the principle that it is much better to address
the real root-cause rather than trying to find a
solution.

It’s important not to jump to

the solution when solving a
problem as it is likely to be
less effective.

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It supports use data to truly understand the problem
and implement the best corrective actions and
countermeasures.

Data can help to understand

the current state and will help
to determine whether the
selected countermeasures
were effective or not.

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A3 is the practice of getting the problem, analysis,
countermeasures and action plan written on
a single sheet of paper.
Problem

Countermeasures

Analysis

Action plan

It provides a concise summary of the project and considered

a good storytelling tool to communicate any project
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It is typically displayed on an A3 sheet of paper.

11 inches

17 inches

The name A3 is derived from the international-sized A3 paper

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You don’t need a special software or computer skills to

use the A3 approach.

You may use ready made A3

templates or just a pencil and
an eraser as you will need to
erase and rewrite several
times.

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The flexibility of the A3 approach makes it an ideal
tool for many other applications such as planning,
decision making and innovating.

Deciding which Planning to improve

supplier to select customer satisfaction

Innovating a new
product development

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On of the characteristics of the A3 approach is that it
does not get into specific details, so you don't get
overwhelmed with details you don' t need.

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It helps to solve problems at all levels of the company
from strategic to operational.

Leaders should ensure

the alignment from the
top all the way to the
bottom.

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A3 thinking is not just a problem-solving or a planning

tool.

The development of a
continuous improvement
culture is at the core of
A3 thinking

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The A3 report is not intended to be an individual
exercise.

It has become one of the

most popular lean tools
today where people and
teams work together to
solve problems, share
results and learn from
each other.

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It requires the effort of a dedicated team who should
use the tool to improve and collaborate.

It allows to deal with problem-

solving issues through simple
structuring, good collaboration,
and active communication.

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A3 thinking is a way of structuring and sharing
knowledge that enables teams to practice scientific
thinking as a way of discovering and learning together.

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 A3 THINKING
02 03
01 Helps the team to gain
deeper insight into
problems
Allows people to see
problems through the
same lens
BENEFITS
Provides a structured
and consistent
approach to the
improvement process 04 05
Helps closing the gap Promotes collaboration and knowledge sharing
between planning and and encourages learning and continuous
doing improvement on every organizational level

06 07 08 09
Encourages root cause Encourages commitment Empowers people to Provides concise
analysis and the use of to common goals and develop their critical updates and a
data strengthens the levels thinking snapshot of the
of responsibility project health

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An A3 process is often managed by an individual who
should own and maintain the A3 report.

OWNS LEADS FACILITATES MAINTAINS

He/she should drive the process and encourage team participation

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He/she will draw up the A3 report with the support
and input of the team.

All feedback and ideas from the A3 thinking sessions should

be integrated into the A3 report
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Other Key Individuals

Project owner Process owner

Note taker Champion

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Make sure you involve the concerned people so that
they can help and contribute to the project.

Other stakeholders
may have interest in
the outcome of the
A3 project.

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A champion is a more senior leader who works
directly with executives.

The driving force Ensures the Participates in

behind the availability of scoping, reviews
implementation resources and evaluation

Being
Provides Helps overcome
accountable for
recommendations roadblocks
results

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A3 thinking provides an effective way to bring together
many of the problem-solving tools into one place.

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Make sure you use visuals and graphics in the A3
report. They take less space and are more effective
than text in communicating ideas or illustrating points.

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It is important to utilize a system to allow A3 reports
to be shared between teams and departments.

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How to Implement A3 Problem Solving
The A3 process usually contains multiple stages.
The exact number of stages is not what matters but
rather having a structured approach for problem-solving.

A3 REPORT A3 REPORT
1. 5.
1. Problem 3. Action Plan
2. 6. Definition

3.
2. Cause 4. Results
4. 7. Analysis

A3 seven stages model A3 four stages model

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How to Implement
A3 thinking process focuses on developing
understanding of the current situation and where you
would like to be before thinking about the solution.

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How to Implement

One of the most common models is the seven stages

model.

Analysis

04
Target
03 05 Countermeasures

Current Situation
02 06 Implementation Plan

A3
Background
01 07 Follow-up

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How to Implement – Background
The first step is to identify the business reason for choosing this problem or opportunity
In this stage, you need to identify the gap in performance and the extent of the problem
Other useful information: where does it happen, how often, and if there is a pattern or trend
You may use graphs or charts to show the facts visually

Analysis

04
Target
03 05 Countermeasures

Current Situation
02 06 Implementation Plan

A3
Background
01 07 Follow-up

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How to Implement – Background
Remember that each A3 report should be focused on
only ONE specific problem or opportunity.

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How to Implement – Current Situation
The purpose of this stage is to document the current state of the problem
You may need to refer to the process map to enhances your understanding of any process
Sometimes you need to go to the Gemba to truly understand the current situation
The problem statements should be agreed upon by the team members
The problem statement can be refined to reflect any new learning that take place
Analysis

04
Target
03 05 Countermeasures

Current Situation
02 06 Implementation Plan

A3
Background
01 07 Follow-up

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 A3 THINKING
Problem Statement The problem is the gap Indicate mainly what is

INSIGHTS
between the intended being affected and
purpose and actual where it is occurring
usage (WHAT & WHERE)
You can use the 5W2H
to further enhance
your knowledge of
It is sometimes written in the following format: the problem
• The problem of... Should be brief and
• is affecting... specific
• the impact of which is...

Should not Include There is no right or

Should not discuss the Should be supported
background wrong way of writing
causes or solutions with data
information or goals a problem statement

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How to Implement – Current Situation

Example of
a PROBLEM statement
The manual oil refilling process using
drums in the forming machines in line
#4 make it difficult to control
oil losses which may
reach more than
4% per drum

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How to Implement – Current Situation

Problem Categories

Quality Waste

Cost Efficiency

Delivery Health and safety

Moral Customer satisfaction

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How to Implement – Target
The purpose of this stage is to define the desired future state and goals
Clearly identify the expected benefits from solving the problem and implementing the solution
Clearly identify the key metrics that will help measure the success of the project
Clearly define the scope of the project – what is involved and what is not

Analysis

04
Target
03 05 Countermeasures

Current Situation
02 06 Implementation Plan

A3
Background
01 07 Follow-up

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Goal Statement
Should clearly define
INSIGHTS
Should respond to the Should be brief and
the purpose of the
problem statement specific
project

It is often written in the following format:

Includes mainly how
Should be agreed by Improve (primary metric) from (baseline
much improvement
all participants performance) to (desired future performance)
needed and by when
by (desired date of completion)

Avoid using technical

Should start with a Should have a Avoid suggesting or
language when writing
verb measurable target assuming a solution
a goal statement

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How to Implement – Target

Example of
a GOAL statement
Reduce oil losses of the manual
refilling process of the forming
machines in line #4 to less than
1% per drum by the
30th of October

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How to Implement – Analysis
The purpose of this stage is to dig into the problem and understand why it’s happening
The aim is to reach to the root causes which can then lead to effective countermeasures
The most common two tools that are used in this stage are 5 Whys and Fishbone Analysis
Root cause analysis may be complex and requires more advanced statistical tools

Analysis

04
Target
03 05 Countermeasures

Current Situation
02 06 Implementation Plan

A3
Background
01 07 Follow-up

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How to Implement – Analysis
Avoid jumping to the solution without having a deep
understanding of the problem

Once the problem has been identified, it's time to find out
a solution to the problem
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How to Implement – Countermeasures
Countermeasures are the actions to be taken to eliminate root causes or reduce their effects
A solution is a set of countermeasures designed to resolve the identified root causes
Brainstorm and evaluate possible countermeasures based on the analysis conducted earlier
Cost, difficulty and time should also be assessed before deciding on which one to implement
This stage also involves finding any needed quick wins, solving urgent issues and pilot testing
Analysis

04
Target
03 05 Countermeasures

Current Situation
02 06 Implementation Plan

A3
Background
01 07 Follow-up

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How to Implement – Implementation Plan
To achieve the target, develop a workable plan to implement the countermeasures
The implementation plan consists mainly of the activity list, owners, and start and due dates
Other information can be included such as the expenses, resources and the status of activities
A more detailed implementation plan could be attached to the A3 report
Gantt charts are great ways to manage implementation plans very simply and easily
Analysis

04
Target
03 05 Countermeasures

Current Situation
02 06 Implementation Plan

A3
Background
01 07 Follow-up

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How to Implement – Implementation Plan

Once the action plan is completed, the team should

begin working on the action items to implement the
countermeasures.

A plan is useless without implementation

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How to Implement – Implementation Plan
INSIGHTS

Discuss the
implementation plan A dedicated project
with all the affected manager should be
parties and refine it assigned to the project
as needed

Regular meetings
People need to have
should be held to
time aside from their
oversee the progress
work to focus on their
and resolve project
action items
issues

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How to Implement – Follow-up
The final stage allows to evaluate the implemented plan and the achievement of outcomes
Follow-up actions are important to ensure the benefits continue beyond the life of the project
Changes and adaptions should be implemented as needed
Controls measures should be in place to sustain the benefits
(e.g., SOPs, mistake proofing, regular audits, SPC charts, and visual controls)
Analysis

04
Target
03 05 Countermeasures

Current Situation
02 06 Implementation Plan

A3
Background
01 07 Follow-up

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Constantly update the A3 report based on the
progress and as new information becomes available.

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A3 Template Example

A3 REPORT
PROJECT TITLE: __________ ____
1. Background: 5. Countermeasures:
Business case – extent of the problem – Possible solutions – quick wins – pilot testing –

2. Current Situation: 6. Implementation Plan:

Problem statement – process map – Gemba – List of activities
Owners – start and due dates – resources
3. Target: Obtain approvals
Future state – expected benefits – scope – metrics – Implement the plan

4. Analysis: 7. Follow-Up:
5 Whys – fishbone diagram – RCA – Control measures – SOPs – continuous improvement–

This is where the problem is identified and This is where possible solutions are identified,
analyzed and an action plan is prepared & implemented

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Useful Questions

A3 REPORT
PROJECT TITLE: __________ ____
1. Background: 5. Countermeasures:
What is the extent of the problem? What are possible countermeasures for the problem?

2. Current Situation: 6. Implementation Plan:

Where do things stand today? What activities will be required?
Who will be responsible for each activity?
3. Target: When?
What is desired outcome you want to achieve? What resources and support will be required?

4. Analysis: 7. Follow-Up:
What are the root causes of the problem? When will the progress be reviewed and by whom?

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Other information can be displayed on the A3 report

A3 REPORT
PROJECT TITLE: ____________ _
PROCESS NAME: ______ ____ ___ KEY METRICS: _______ ___________
1- 5-

2- 6-

3-

4- 7-
START DATE: __________ ESTIMATED COMPLETION DATE: ____ _____
PROJECT TEAM: ____________ _

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Further Information
A3 thinking is considered to be the practical form of
the PDCA model

Plan Background Current situation Target Analysis

Do Develop and test countermeasures Quick wins and urgent issues

Check Check the effectiveness of the countermeasures

Act Implementation plan Follow-up Standardize Report & Share

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Further Information
Detailed documents can be attached to the A3 report.

Graphics and drawings Before and after photos

Technical documents Performance reports

Detailed plans Advanced statistical analysis

Team activity documents Lessons learned

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Further Information
Remember, avoid viewing the people as the problem.

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