a3 problem solving excel

Free Excel A3 Templates: Process, Problem-Solving, and Strategy

By Lulu Richter | July 29, 2024

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Below, you’ll find the most effective A3 templates in Excel for structured problem-solving and continuous improvement.

Included in this article, you’ll find the following:

• A3 status report template
• A3 strategic planning template
• Lean A3 DMAIC template
• A3 action plan template

Excel A3 Problem-Solving Template

Download the A3 Problem-Solving Template for Excel

When to Use This Template: This template is akin to Toyota's Lean manufacturing-related A3 reports, which follow the Japanese business philosophy of Kaizen, or continuous improvement. Use this template to address a specific problem or to identify opportunities for continuous, incremental improvements.

Notable Template Features: This template provides sections for describing a problem, its current and target states, its planned countermeasures, and an implementation plan. The template combines preformatted tables with blank space for adding visual charts and other documentation. A  fillable fishbone diagram aids in  root cause analysis .

Excel A3 Proposal Template

Download the A3 Proposal Template for Excel

When to Use This Template: Choose this A3 template when proposing a new project, process change, or initiative.

Notable Template Features: This template covers the background, current situation, recommendations, implementation plan, and evaluation criteria to help you articulate the need for change and the expected outcomes. 

Excel A3 Status Report Template

Download the A3 Status Report Template for Excel

When to Use This Template: Use this A3 status report template for periodic updates on ongoing projects or initiatives in order to keep stakeholders informed and engaged.

Notable Template Features: This template allows you to add visuals and tables, so you can document issues and risks, required resources, and next steps. Create a summary report of the current status, metrics, accomplishments, challenges, and lessons learned.

Excel A3 Strategic Planning Template

Download the A3 Strategic Planning Template for Excel

When to Use This Template: Use this A3 strategic planning template to align your organizational strategy with actionable plans, focusing on long-term goals.

Notable Template Features: With a layout similar to a  business model canvas , this template supports higher-level planning, with sections for current state and gap analysis, strategic initiatives, action plans, and follow-up. Insert your own visuals to illustrate your analysis and create a comprehensive A3 report.

Excel A3 DMAIC Project Template

Download the A3 DMAIC Project Template for Excel

When to Use This Template: This A3 template is designed for  Six Sigma projects that utilize the DMAIC methodology to improve processes and solve problems.

Notable Template Features: This template is organized around the five DMAIC phases: define, measure, analyze, improve, and control. The template walks users through each stage of process improvement, from defining the problem statement and objectives to analyzing the root cause, proposing solutions, and pursuing follow-up measures.

Use one of these  templates to write a problem statement .

Excel Lean A3 DMAIC Template

Download the Lean A3 DMAIC Template for Excel

When to Use This Template: Use this Lean A3 DMAIC template for complex  process improvements , projects involving multiple departments or teams, long-term projects, and data-driven initiatives requiring meticulous documentation and tracking.

Notable Template Features: This template combines an A3 DMAIC report with a Gantt chart, so you can visualize the timeline, track progress, and manage dependencies and milestones across the DMAIC project phases. The A3 report includes planned start and end dates for each DMAIC phase, as well as space for visual elements such as process maps, data collection plans, root cause analysis, and other supporting charts and data. 

Excel A3 Action Plan Template

Download the A3 Action Plan Template for Excel

When to Use This Template: When implementing actions or projects to reach shorter-term goals, choose this tactical A3 action plan to outline and manage the necessary steps.

Notable Template Features: This template offers a simple layout for adding detailed steps, timelines, responsibilities, and resources, so you can achieve a particular objective. Sections include background information, measurable targets, an action plan, and an evaluation of outcomes. The action plan allows you to manage risk by providing strategies for mitigating potential obstacles.

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Guide: A3 Problem Solving

Author: Daniel Croft

Importance of A3 in Lean Management

Standardization : With a consistent format, the A3 process ensures that problems are approached in a standardized way, regardless of the team or department. This standardization creates a common language and understanding across the organization and ensures all problems are addressed to the same standard and approach.

Team Involvement : An A3 isn’t an individual process. It requires a cross-functional team to work together on problem-solving, ensuring that a range of perspectives and expertise is considered. This collective approach builds a stronger understanding of the problem and ensures that solutions are well-rounded and robust.

The 6 Steps of A3 Problem Solving (With Real Example)

The A3 problem-solving process can initially seem difficult if you have never done one before and particularly if you have never been a team member in one. To help you with this we will break down the 6 steps into manageable activities, followed by a real-life example to help you apply this method within your business.

Step 1: Describe the problem

Problem description.

The problem description is an important first step in the process as it ensures a common understanding with the team of what the issue is that needs to be addressed. This can be done by using a technique called the 5W1H Is/Is Not method to help gain a clear understanding of the problem. 

To understand the 5W1H Is/Is Not the Process, check out our guide for details of that technique. However, in short, it’s about asking key questions about the problem, for example, “What IS the problem?” and “What IS NOT the problem?”

An example of a 5W1H Is/Is Not on this may result in the following output:

 Based on this we can create a clear problem description as the focus of the project that give the team a clear and common understanding of the issue looking to be resolved in the next steps of the process. The problem description could then be written as:

Current Condition

Next is demonstrating the current condition and demonstrating the impact on the business. This can often be done with data and charts to back up the problem that might show trends or changes in outputs.

Containment Actions

Next is containment actions. Since you have identified a problem, there is likely an impact on the business or the customer. As a team, you should consider what can be done to limit or eliminate this problem in the short term. Remember this is just a containment action and should not be seen as a long-term fix. 

Step 2: Set the A3 Goals

If you are not familiar with SMART Targets , read our guide; it will cover the topic in much more detail. In short, a SMART target creates a goal statement that is specific, measurable, achievable, relevant and time-bound. 

I also recommend using charts in this section to visualize the benefit or improvement to ensure you have stakeholder and sponsor support. Visuals are much easier and faster for people to understand.

Step 3: Root Cause Analysis

For root cause analysis, a couple of key tools are usually used: a fishbone diagram and a five-why Analysis . Again, we won’t go into the full details of these tools within this guide, as they have been covered in extensive detail in their own guides.

After the fishbone diagram has been populated and the team has exhausted all ideas, the team should then vote on the most likely cause to explore with a 5 Whys analysis. This is done because, due to resource limitations, it is unlikely all of the suggestions can be explored and actioned.

Step 4: Solutions and Corrective Actions

This action plan needs to be carried out and implemented.

Step 5: Validate Solution and Standardize

Within step 5 it is time to collect data to validate and confirm the actions that have been implemented resulting in solving the problem and meeting the target state of the problem. This is done by continuing to collect data that demonstrates the problem in the baseline to see if the problem is being reduced.

If, in the validation stage, you find that the improvement required is not being made, you should go back to step 3 and reconsider the root cause analysis with the team, pick another area to focus on, and create an action plan for that following the same steps.

Step 6: Preventive Actions and Lessons Learned

Downloadable a3 reporting template.

Problem-solving is important in businesses, specifically when faced with increased costs or quality issues. A3 Structured Problem Solving, rooted in Lean Six Sigma, addresses complex business challenges systematically.

Q: What is A3 problem solving?

Q: what are the key benefits of using a3 problem solving.

A: A3 problem solving provides several benefits, including improved communication, enhanced teamwork, better problem understanding, increased problem-solving effectiveness, and the development of a culture of continuous improvement.

Q: How does A3 problem solving differ from other problem-solving methods?

Q: what are the main steps in the a3 problem-solving process, q: what is the purpose of the problem identification and description step.

A: The problem identification and description step is crucial for clarifying the problem, its impact, and the desired outcome. It helps establish a common understanding among the team members and ensures everyone is working towards the same goal.

Daniel Croft

Free lean six sigma templates.

Improve your Lean Six Sigma projects with our free templates. They're designed to make implementation and management easier, helping you achieve better results.

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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.

Lean Assessments

How strong is your Lean knowledge? Take a Lean assessment to determine your current state so you have a baseline for improvement. Lean assessments are available for individuals, teams, and organizations alike. Whether you’re new to Lean or are an experienced Lean practitioner, Lean assessments are a great way to get started at LCI!

William R. (Bill) Seed, Executive Editor

Executive Editors: Kristin Hill, Katherine Copeland and Christian Pikel

More lean topics.

From 5s to IPD, explore more popular Lean design and construction topics below.

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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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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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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 sheet of paper, typically an A3-sized sheet, 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:

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.

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.

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 an A3 problem solving method, which is derived from Lean management and Six Sigma methodologies.

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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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.

QI Macros adds a new tab to Excel's menu, making it easy to find any tool you need. If you can't locate a tool, use the find tools feature on the far right side of QI Macros menu.

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A3 Problem Solving Template Excel

A3 Problem Solving Template Excel is a structured problem-solving approach. It is used by many businesses for example Toyota to solve their work issues.

Look at what A3 problem solving is. We’re going to explore this rather subjective approach and understand what it’s all about. We will then explore one A3 template and some metrics on it. After watching this video you should be able to use A3 as a simple single page communication approach.

 A3 problem-solving template is a quick solution for carrying out this A3 problem-solving technique.

We provide free A3 problem-solving templates to make this technique easier to conduct. You can get these templates by downloading them from our website Exsheets.

Following are the benefits of the A3 problem-solving template :

• These templates are simple and easy to use. One cannot get confused while conducting A3 problem-solving. With the help of excel templates.
• One can modify the template and add sections according to their business needs. Hence, editing becomes quite easy with the help of the A3 problem-solving excel template .
• It helps the supervisors and managers to communicate the issues and their solutions through these free templates. It helps in the collaboration of employees and the management team. To reach their fixed goals.
• These A3 problem-solving templates prove to be a tool for continuous improvement of the business. It makes a proper layout or plans to work towards the success of a business or company.
• It encourages effective communication in the company as every employee is clear with the plan through these A3 problem-solving templates .
• There are two kinds of A3 problem-solving templates. Simple one and the advanced one. Hence, one can solve problems that fall into both categories.
• It encourages integration that proves to be helpful for the business in the long run.
• It reduces the difficulties and complexities of the processes.
• There are fewer chances of deviation or distraction from the problem-solving goal.

Hence, these are some benefits that you can get by using our A3 problem solving template in excel. Visit our website and download the template for free. And witness the smooth process of the A3 problem-solving technique.

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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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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.  

How to create an A3 report example template in Excel

When it comes to continuous improvement we’re all about standard work and following a structured approach. following a standard method brings the best benefits ( check out this excellent piece for more information on the benefits )

When it comes to problem-solving the same’s true, following a hap-hazard process rarely brings with it the same benefits as a standard approach. The good news is that there is a vast array of problem-solving tools and they come in many shapes and sizes.

Part of the challenge in flowing a continuous improvement ideology out into the business is that you need to empower the workforce with simple but powerful tools that help deliver on the promise.

The A3 report is one such tool and is a simple but powerful tool for driving problem-solving.

The benefits of using an A3 problem-solving report

One of the many benefits of the A3 report standard is that it’s simple to follow and provides a step by step process. Minimal training is required and providing all the data is captured within the A3 report itself then it offers a complete problem-solving process.

The A3 report is named after the intention of the report to fit on one A3 sized piece of paper and the structure of an A3 report originates from the Plan-do-check-act cycle of improvement.

Following such a template allows for the rapid assessment (and resolution) of issues within the workplace, empowering the operators with a simple process to follow.

If you’re looking to solve process problems using an approach like the A3 standard report can offer many benefits.

One of these is that it facilitates collaboration within the team and allows them a single place to capture the issue and proposed actions.

What goes into an A3 report

A3 reports can vary greatly from one company to another, however, they share a number of elements:

1/ The A3 report portrays the entire plan 2/ it provides a “story” through the PDCA cycle 3/ It focusses on the problem-solving process 4/ It encourages dialogue and collaboration among participants

The A3 report works in different sections to capture and communicate the information around the issue and what’s being done about it. This allows all the information to be collated in one place facilitating more informed, decisions to assist with the process.

A3 report template contents

A typical A3 report will capture and provide information pertaining too:

* The Background of the problem * The current state vs the ideal state (being clear about the Gap between the two) * A review of the root causes relating to the problem * Recommendations/change * The key actions around the resolutions implementation plan * An area to describe the results (specifically any lessons learned or follow up required).

Finally one of the additional benefits from A3 is that it can be used as a “teaching aid” allowing other operators to “learn” from the process and findings. A3’s are brilliant at enabling managers (or others for that matter) to foster an improvement ideology within the workforce

So let’s get to it and look at how we can create an A3 problem-solving report in MS Excel

How to create a A3 report template in excel

Firstly the good news. As a template this only requires a modicum of excel skills, there are no formulas/calculated fields in this template and all you need to know is two basic skills:

1/ How to Format cells 2/ How to Merge cells

In this how to we’ll look at how I created this template below, (click it to en-biggen it!!)

(click here for a PDF A3 report)

As you can see, I’ve chosen to format the report in grey and use the areas where you’d enter data white.

I’m assuming that you know how to format so we’ll just cover each section, I’ll include screen shots showing the cell ranges so you can copy what I’ve done here, the only thing you’ll want to ensure is that when you have your report complete you set the print settings to print all on one landscape A3 page.

Finally, please note this is my version of an A3 report, a quick google will show you there is a vast range of examples out there, the key, as mentioned above, is that while they may differ in appearance they follow the same rudimentary structure.

The Template is divided into 9 basic sections

The A3 report Document header

The header contains the “A3 report” title in a merged cell across the report

And the following “fields” to capture data: (Note I’ve grouped these into 3 columns)

Column 1: * Process Name * Project Lead * Department

Column 2: * Stakeholders

Column 3: * Date

Section 1: Problem Statement

As you can see from the screenshot this features a field name and merged cells to allow data entry relating to the issue being reported

Section 2: Break down the problem

This section uses merged cells formatted to support capturing data for:

* Target (the way the process is supposed to work – this might be the Qty produced or other) * Current (this relates to the current state – what is happening now) * Gap – this field is designed to articulate clearly the gap between the target and current state * Impact – this field is used to articulate the impact this is happening on the business. This could be free text (i.e. you write a description) or you use an indicator such as High, Medium or Low.

Section 3: Containment actions

This section uses a column of entry fields to capture the initial containment actions to help/stop the issue (note this is not the end state but merely captures those containment actions initiated initially.

Section 4: Cause investigation

This section (and Section 5 below it) are used to articulate (or help establish) the root cause. Section 4 is a free text area that allows the user to articulate the steps taken to review the root cause.

Section 5: Root cause / 5 Why

5 Why is a powerful tool and can be readily transported into an A3 report. For those that aren’t aware of the process 5 why is an iterative technique used to drill down to the core cause of an issue.

Section 6: Countermeasures

This section uses fields to capture the countermeasures deployed to fix the problem.

Section 7: Control plan

This section captures the summary level action plan via a 4 column table which obtains * The action * The action owner * The target date * The status

Section 8 Follow up learning

This section by way of merged cells allows the capturing of information pertaining to Further actions required and key learning points to share.

So that’s our A3 report excel template, have some comments or suggestions? Please feel free to leave them in the section below.

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The Lean Post / Articles / How to Start the A3 Problem-Solving Process

Problem Solving

How to Start the A3 Problem-Solving Process

By David Verble

July 19, 2022

Why the best, most productive way to “start an A3” is by recognizing that the A3 problem-solving methodology is a “slow-thinking” process.

Are you having trouble getting started solving problems using you’re the  A3  problem-solving process ? When I teach workshops on A3 thinking, creation, and use, this comes up as one of the most challenging parts of executing the A3 process .  So if you find yourself looking at a blank sheet of 11-by-17 paper  wondering where to start, here are some thoughts from what I’ve learned doing and teaching the A3 problem-solving methodology for years, which I believe may help you.

The first lesson is simple if counterintuitive. When people ask, “Where do I start to ‘write an A3?’” I reply, “Don’t start with writing.” They generally respond by asking, “Then where do I start?” And my answer is always: “Start with the  thinking .”

Resolving issues using the A3 methodology should involve lots of asking, listening, and communicating …

There are two key points to keep in mind here. First, the A3 report , or storyboard (the written document), is the  result  of A3 thinking, not the  process   of A3 thinking itself. So, the A3 is a way to capture and organize your plan-do-check-act ( PDCA )  problem-solving  thinking, but completing it does not automatically lead to valid A3 thinking.

Second, A3 thinking is a way to  work  systematically through how to address a problem or need. Getting to that result involves understanding the problem or need at a concrete level, understanding the factors in the situation that are barriers to moving to desired conditions, and determining the best options for making changes in the direction you want. And resolving issues using the A3 methodology should involve lots of asking, listening, and communicating throughout to be sure you are getting the knowledge, thinking, concurrence, and support of others who have a stake in the situation.

That’s a lot of work and thinking. And it can’t be accomplished by simply starting to fill in the boxes in the A3.

Use the A3 as a Guide

When starting an A3 problem-solving initiative, you should consider the blank A3 merely as a guide leading you through the problem-solving process, one “box,” or step, at a time. But at each stage, you must first think about and investigate the problem situation and only then record your thinking.  

However, do not expect to complete the process sequentially. As you work through the A3 methodology and complete the storyboard, you will continue learning about your problem situation. So, be prepared to go back and revise what you wrote earlier as you get deeper into the problem. 

The A3 process and the storyboard that results must also tell a problem-solving story that is convincing to others …

Understanding and following these guidelines are crucial to a successful A3 problem-solving because the A3 process must do more than identify a resolution to the problem. The A3 process and the storyboard that results must also tell a problem-solving story that is convincing to others — that brings them along in a thinking process and demonstrates the actions you are recommending make sense. Gaining this buy-in requires getting as many facts as possible in a reasonable time and having the right facts to support your conclusions. Unfortunately, it’s difficult, if not impossible, to create such a convincing story using “fast thinking.”

Why ‘Slow Thinking’ is Vital to A3 Thinking

The difference between “Fast Thinking” and “Slow Thinking” and the importance of the difference between the two is described in a book by Daniel Kahneman. Kahneman received the 2002 Nobel Prize in Economics for his behavioral research on human judgment. The book summarizes 25 years of research, by Kahneman and others, on the basic patterns in how humans solve problems and make decisions. He contends that our brains have two different thinking systems, one that works fast and one that is slow.

• System 1, our fast-thinking system,  houses our emotions and intuition, and it processes information and makes decisions automatically. “What you see is what there is” basically describes our minds jumping to conclusions, drawing simply on what is in front of us without looking for further evidence or data.  
• System 2, the slow-thinking system,  describes the part of the brain that gets engaged in rational, logical thought, concentration, and fact-based judgments. It saves us from many of the runaway knee-jerk reactions of System 1. However, its influence on our problem-solving and decision-making habits is limited because of our automatic reliance on System 1.

If Kahneman’s claim is valid — and he makes a pretty good case for it with the research — it contains a couple of important messages for anyone thinking about putting themselves on the line as the owner of an A3. First, go-fast, jump-to-solution (or action), take-what-you-see-and-run-with-it thinking seems to be our default problem-solving and decision-making process. That means we have to be excellent at seeing and 100% accurate in our impressions, assumptions, and intuitions to hit the mark with our solutions and decisions. 

Second, the alternative of slow, systematic, getting-the-facts-and-knowing-the-actual conditions reasoning is not a natural act for most of us. That means we must make an effort to slow down when we start work on an A3 because our preferred thinking style is unlikely to produce a problem-solving story that will stand up to scrutiny when we make claims about what action should be taken based on it.I have had the experience of being out there on an A3 limb making claims without the facts to support them, and it’s not fun — unless you just like pain and embarrassment. That is why I advise anyone needing to do an A3 to prepare for the work ahead by trying to activate the slow-thinking system in their brain. 

Editor’s Note:  This Lean Post  is an updated version of an article published July 18, 2012, one of the most popular posts about this vital lean practice.

Managing to Learn

An Introduction to A3 Leadership and Problem-Solving.

Written by:

About David Verble

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

Thank you very much! Very educational, one thing I would like to contribute is most of the people doesn’t want to think and the prioritize so that’s a reason for some A3 not make sense

Thank you David. It was great and useful.

Excellent insights into the making of A3 Report. A3 physical Report being a Result rather than a Process was an eye opener!

Couldn’t agree more that A3 problem-solving is about thinking, not writing. That said, I often find it helpful to think through the issues by drawing / sketching the A3, or at least things that I might want to include in it. in other words, writing and drawing help me think. Also, let’s not forget that the A3 is at least as important as a basis for discussion and dialog and consensus-building, probably more so, than it is for documentation. As our friend John Shook once said, it takes two to A3. Thanks for the great post, David!

I had read most of them posts. And they are all very helpful and educational, this one here is the most powerful positive influencia involving the fast, the slow thinking and judgment I appreciate it thanks so much

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A3 Problem Solving: Free Templates, Tips, Books & More

As John Shook originally stated, “ A3s are deceptively simple ” . . . and that’s the whole point!

A3 Problem Solving:  What is an A3?

An A3 is simply a single sheet of paper with a sequence of blank sections on which a learner documents their problem solving efforts.  Typically the document will feature spaces for the problem solver to communicate the following information about the problem they are solving:

• Context and impact of the problem
• Statement and breakdown of the problem
• Objectives and desired outcomes
• Assessment of root cause
• Development of countermeasures
• Plan to test, verify and take action.
• Follow-up and control

The “tool” itself is simple, but don’t let that deceive you.  The value and the emphasis of the A3 process is intended to be placed on the thinking that goes into the creation of the documents, which is difficult.  A3 problem solving provides a powerful method for problem solvers to transform their knowledge from tacit to explicit , making it visible to others.  As a result, mentors review the document frequently with the learner during the problem solving process, ultimately resulting in better countermeasures, development of the learner’s thinking / skills, and on a broader scale, problem solving / improvement as a core competency within an organization.

A3 Problem Solving:  Tips and Best Practices

Click for Free .pdf

A3 Problem Solving:  Free A3 Templates

Click on the images or links above to download your free A3 problem solving templates.  The A3 report template for kids makes for a great parenting tool and can help your children develop their problem solving skills.   Feel free to use or share, but please do not modify.

A3 Problem Solving: Examples

Above are a few examples of completed A3 problem solving reports from the Leanable Moments series, which show how I apply lean thinking and A3 problem solving to my home and family life.  Click the links to read the full post.

The Best in A3 Problem Solving Books

The A3 problem solving movement gained widespread notariety in 2008 with the publications of Understanding A3 Thinking and Managing to Learn .  Since then, a few additional texts on A3 problem solving have been penned, but the two classics are still the best resources available.  Personally, I give  Understanding A3 Thinking the slight nod for its breadth and for the diversity of its examples.

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