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One Page Problem Solving Sheet
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This one page problem solving sheet presentation is a tool to handle, track and manage the problems and stakeholders, in a systematic way.
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- 1. ONE PAGE PROBLEM SOLVING SHEET Piri Reis Danışmanlık Eda Yılmaz http://globalleansolutions.wordpress.com/ Sister website of http://www.pirireisdanismanlik.com/ Twitter: @PiriReisDan
- 2. ONE PAGE PROBLEM SOLVING SHEET (A3 & 8D thinking) This one page problem solving sheet presentation is a tool to: Handle, Track and Manage the problems and stakeholders, in a systematic way. It is used as a means for: Problem solving, Communication, Archiving, Yearly reviewing the achievements, Decision making and For presentation to management. It is a sub part of a post at http://globalleansolutions.wordpress.com and will explain how it could be used. Sister website of http://www.pirireisdanismanlik.com/
- 3. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) Choose a project which is a bottleneck issue for your organization and parallel with your strategy
- 4. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) Ensure that your leader and the team has the basic project management skills and knowledge about the necessary tools. Assign the names from the related and relevant employees, according to their workload, with the agreement of their superiors.
- 5. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) Assign a “SMART” target
- 6. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) Assign a project no, so you can track and trace the project easily
- 7. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) At the beginning of the project write down who needs to give approval, go and talk with them. They are your customers and what you are doing is getting voice of customer. At the end they need to sign and approve that the project is finished and met their needs.
- 8. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) The target is to find the possible “X”s (the possible causes but not root causes). For this purpose, one should start with understanding the current state. Therefore identify current situation and compare it with the ideal situation. In the end you will understand what is happening in detail and thus will find the X’s.
- 9. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) The target is to find the root causes of the selected “X”s. Finding the root causes will bring you to the “real” problem. Before completing this step confirm the effects of these items. By confirming the effects, you will be able to reduce the number of X’s which needs an action
- 10. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) You might have found many root causes. However, you have limited resources for measures. To decide on which action you should take, list your options and do below analysis.
- 11. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) Now that you know what you should do, create an action plan defining the responsibles, action details, due dates, tools, areas and follow up the realizations with recurring meetings. In case there is a problem which the team cannot solve with their resources, abilities or authorities escalate the issue and ask for support
- 12. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) After implementing the actions, follow up their effects on the results. When you reach the project target, show this with graphics, numbers and photos. If you cannot reach the targets go back and repeat the root- cause analysis
- 13. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) When you finish the project, you will gain some lessons learnt out of it. Archive them at specific folders so that new project managers or process owners can benefit out of them not to make the same mistakes, twice.
- 14. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) At the end of the project, standardize the process changes for sustainable success.
- 15. ONE PAGE PSS (A3-8D REPORT) Project TeamProject LeaderProject Name Current Situation vs Ideal Situation ( 5W1H, SIPOC, Flow-Charts, Pareto –Pie Charts, Photos, Layouts,Costs, KPI Effects, VOC) Root-Cause Analysis ( Why why analysis, Fishbone, PM Analysis, Part- Function Analysis, Pareto, QA-QM Matrixes, Focus groups, Gemba walk, Micro VSM and Yamazumi, FMEA, Safety and Ergonomy Analysis, SMED, Prokon, Design of Experiments (DOE), Hypothesis Testing and Regression Analysis. ) Project Target Countermeasure Options ( ROI, NPV, Feasibility Analysis Weighted scoring, Risk Analysis) Results ( Control Charts, Q-C-D-..Effects, Investments, Before-After Photos) Lessons Learnt ( MP Archives) Next Steps/Deployment Standardization ( Guidelines, Procedures, Work or Control Instructions, Flow Charts, One Point Lessons) APPROVALSProject No Action Plan ( Gantt Chart, 5W1H) Present the project to as many people as you can. Praise and recognize them in front of others so that they will be couraged to start their own projects. If the project can be deployed to a similar area, start the new project there, if not choose another project which is aligned with the strategy
- 16. ONE PAGE PROBLEM SOLVING SHEET Thank you Eda Yılmaz http://globalleansolutions.wordpress.com/ Sister website of http://www.pirireisdanismanlik.com/ Twitter: @PiriReisDan
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Lean Events and Training / Forms and Templates
Forms and Templates
Downloads for A3 problem solving, standard work , project management, and value stream mapping .
Problem Solving Templates
A3 Action Plan Form (from Getting the Right Things Done)
- The action plan template helps define the who, what, when, where, and how of a plan on one page.
- Helps track progress and highlight problems so action can be taken.
A3 Status Review Form (from Getting the Right Things Done)
- Top box provides an overview with respect to our critical end-of-pipe metrics.
- Second box provides an overview of activities, and usually reflects what’s been prescribed on the action plan of the right side of the strategy A3.
A3 Strategy Form (from Getting the Right Things Done)
- A strategy A3 is a one-page storyboard on 11-inch by 17-inch paper that helps tell the strategy “story.”
- Logic flows from top left to bottom right, and each box leads to the next one.
Detailed A3 Template (from Managing to Learn)
- Print this A3 template out to remind you of each section of the problem-solving A3 as you are creating your own.
PDSA A3 Template (from On the Mend)
- A3 Template, in Excel, following the PDSA cycle.
Problem Definition Worksheet
- This worksheet can help you breakdown the problem into a clearly defined gap as well as see how the problem aligns to the needs of the business or your True North purpose.
Root Cause Template
- This template gives you space to record the problem as well as the direct causes and underlying causes.
Four Types of Problems
Art Smalley
Managing to Learn: Using the A3 management process
Perfecting Patient Journeys
Beau Keyte , Tom Shuker and Judy Worth
Getting the Right Things Done
Pascal Dennis
Standard Work Templates
Standard Work Operator Balance Chart (OBC)
- The operator balance chart helps create continuous flow in a multi-step, multi-operator process by distributing operator work elements in relation to takt time.
Standard Work Process Study Sheet
- The Process Study Sheet is used to define and record the time for work elements in a process.
Standard Work Production Analysis Board
- A Production Analysis Board is a display that must be located at the exit of the cell (or the line) to show actual performance compared with planned performance on an hourly basis.
Standard Work Skills Training Matrix
- The Skills Training Matrix shows the required and attained skills of every operator.
- The training schedule also should be shown.
Standardized Work Chart
- The standardized work chart shows operator movement and material location in relation to the machine and overall process layout.
- It should show takt time, work sequence, and standard WIP.
Standardized Work Combination Table
- The standardized work combination table shows the combination of manual work time, walk time, and machine processing time for each operation in a production sequence.
- This form is a more precise process design tool than the Operator Balance Chart.
- It can be very helpful to identify the waste of waiting and overburden, and to confirm standard.
Standardized Work Job Instruction Sheet
- The job instruction sheet is used to train new operations.
- It lists the steps of the job, detailing any special knack that may be required to perform the job safely with utmost quality and efficiency.
- It can also be useful for experienced operators to reconfirm the right operations.
Standardized Work Process Capacity Sheet
- The Process Capacity Chart is used to calculate the capacity of each machine to confirm true capacity and to identify and eliminate bottlenecks.
- Processing capacity per shift will be calculated from the available production time, completion time, and tool-change time (and other factors as necessary) for each work piece.
Waste Walk Template (from Perfecting Patient Journeys)
- Taking a “waste walk” is one way to make the waste visible again.
- A waste walk is simply a planned visit to where work is being performed to observe what’s happening and to note the waste. It differs from go-see activities in that you are specifically looking for waste.
Kaizen Express
Toshiko Narusawa and John Shook
Lean Lexicon 5th Edition
Lean Enterprise Institute
Training Within Industry (TWI) Templates and Downloads
8-step TWI problem solving card - as presented by IBM
- 8-steps to problem solving handy pocket card printable.
Solving Problems with TWI
- Solving problems with TWI deployment graphic.
Template of Job Breakdown Sheet
- Job breakdown sheets are created to list the steps and highlight the main factors or key points that go into completing a job.
- It also provides reasons for these key points.
TWI Job Instruction Card
- TWI Job Instruction card in a handy pocket printable.
TWI Job Methods Card
- TWI Job Methods Card in a handy pocket printable.
TWI Job Relations Card
- TWI Job Relations Card in a handy pocket printable.
Lean Solutions
James (Jim) Womack, PhD and Dan Jones
Lean Thinking, 2nd Edition
Project Management Templates
Master Schedule and Action Plan Template for One Goal (from Perfecting Patient Journeys)
- Use this template in your project tracking center so you can track both goals and action items on the same form.
End of Project Review Template (from Perfecting Patient Journeys)
- The following template will help you capture your end-of-project reflections and make decisions about what to do next.
Master Schedule Template (from Perfecting Patient Journeys)
- This template will help you answer this question by letting you include the project goals with space to indicate whether each goal is on track as originally planned and whether the scheduled progress review has taken place.
Team Board Form (from Getting the Right Things Done)
- A team board is a window on both routine and improvement work.
- The board on this template addresses both daily production and strategic issues, and is organized according to SQDCM—safety, quality, delivery, cost, and morale.
Value Proposition Template (from Perfecting Patient Journeys)
- Align the stakeholders around what will be included in addressing the problem,
- Identify the stakeholders who will be added to the project team and actively engaged in creating the current- and future-state value-stream maps,
- Identify additional stakeholders necessary to drive the implementation of the future state,
- Serve as an agreement—a proof of consensus—on the specific problem to be solved, and with the problem statement serve as authorization for the entire project.
Action Planning Template (from Perfecting Patient Journeys)
- Identify the specific changes that need to be made and translate those changes into clearly stated goals and actions (i.e., the means) to achieve those goals.
- Identify the specific methods and action steps you think will help you achieve the goals. These action steps and targets constitute the action plan to achieve a specific goal.
Value-Stream Mapping Templates
Value-stream Mapping Icons for Excel
- At the request of some of our readers we have posted the most commonly used mapping icons so that they can be downloaded for Excel spreadsheets.
Learning to See
Mike Rother and John Shook
VSM Getting Started Set
Lean Enterprise Institute , Mike Rother and John Shook
Mapping to See: Value-Stream Improvement Workshop
Beau Keyte , Jim Luckman , Kirk Paluska , Guy Parsons , John Shook , Tom Shuker and David Verble
Improvement Kata / Coaching Kata
Improvement Kata Learner's Storyboard
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One Page Problem Solving Sheet (A3 & 8D thinking)
At the beginning of the lean journey, organizations cope with many problems and many pilot projects simultaneously. This can cause a chaos if not managed appropriately.
In order to avoid that, organizations need to standardize and systemize the problem handling approaches, need to review the projects and problems frequently and rapidly with the stakeholders and managers to take their view and approvals, need to review the previous projects to take the lessons learnt and need to give the decisions through taking everything into consideration (instead of jumping to the conclusion at the beginning with the guts feelings).
For this purpose, organizations start using a simple one page problem solving sheet (Also known as A3 report introduced by Toyota or 8D report used by quality departments). This one page sheet is a tool to handle, track and manage the problems and stakeholders in asystematic way. It is used as a means for problem solving, for communication, for archiving and yearly reviewing the achievements, for decision making and for presentation. There is no, one fits all form but most of the A3’s include basic headlines like the one shared at One Page Problem Solving Sheet.
This tool will give the best results if it is supported and back upped with coaching sessions with the manager or the other assigned coach(as it is carried out in 6 sigma projects).
Managers need to check and coach both the project and the leaders by asking the right questions(like: if the target is linked to the strategic direction or not, if the project team consists the essential stakeholders, if the VOC(voice of customer) is taken, if the approval is taken from the other team members’ managers, if the responsibilities are clear and documented, if the costs and benefit analysis done and etc.).
Beside the technical questions coach is also expected to share experience from former problems and projects and provide the tricks about it and also give the word to the leader for feedbacks and inputs(Two-way communication).
The more this coaching takes place the more people internalize continuous improvement and subsequently this format will become a way of thinking.
This is also called coaching and improvement KATA in the literature(Japanese term for behavior pattern). There is a handbook available at the Toyota Kata Website on this subject, where you can find the details.
Last but not least, all efforts of the team needs to be appreciated and recognized at the front of the other employees by the management at the management presentation. Consequently, the others will be encouraged to take a part in continuous improvement with a project like that.
If you would like to see how this sheet is filled and used, please click
<http://www.slideshare.net/edayilmaz/one-page-problem-solving-sheet> .
It is downloadable, so you can save and make any changes you like
Eda YILMAZ Bsc. International Trade Supply Chain Professional Lean Six Sigma Green Belt Senior Business & Operational Excellence Management Consultant
https://www.linkedin.com/in/yilmazeda/
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12 comments on “ one page problem solving sheet (a3 & 8d thinking) ”.
The key to effective problem solving is to first develop a system that exposes the real opportunities that are hindering performance. Such a system will trigger teams to effectively apply a structured A3 problem solving approach on the right problems at the right level. Effective problem solving should be viewed as an output of a broader business operating system and not used in isolation.
Once problems are pulled from an effective operating system (such as a Performance Hub), then we can almost error proof the likelihood of organizations tying to solve an unmanageable stack of problems, or focusing on the wrong things.
Like Liked by 1 person
Thank you for this valuable input, it is a very key point! A3 thinking must be used as a support tool for Hoshin planning(Strategy deployment). Companies should focus on problems which have the highest effect and link on strategic direction, by this way they will use their limited resources efficently on the right subjects. Sincerely, GLS/Eda Yılmaz
how do I get a soft cop of this?
Could you please send an email to [email protected] . I will send ppt format to your email Sincerely GLS/Eda Yılmaz
If you need more examples please let me know. I use A3’s, 8D and PPS daily so have many examples
CAN YOU PLEASE SEND ME EXAMPLES
I just sent the copies to the ones who demanded from the yahoo adress. I hope you receieved it and it will be useful 🙂 GLS/Eda Yılmaz
can you send the soft copy this Email to : [email protected]
Just did it, please check 🙂 Sincerely GLS/Eda Yılmaz
Dear Eda, I’m very interested on a ppt presentation concerning use of A3 Problem Solving sheet. Could you send it to [email protected] ? Many thanks
Dear Alberto No problem but it will take time, these days pass with some rush 🙂 Happy new year! Eda
Hello all, I uploaded a presentation to my new post “How to Use One Page Problem Solving Sheet” Happy 2013! Eda
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Problem Solving on a Single Sheet of Paper
Excerpt from “Lead With Respect: A Novel of Lean Practice” by Freddy Ballé and Michael Ballé (Lean Enterprise Institute, Inc.: August 2014).
In the following scene from “Lead With Respect,” a business novel about why developing people’s abilities as problem solvers is the ultimate sign of workplace respect and a decisive business advantage, Jane Delaney, CEO of struggling software company Southcape, is angry.
She is talking to Mike Wembly, the company’s chief technologist, who is about to hold the first session of what he is calling “Southcape University,” his new internal training effort focused on building problem-solving skills. This is the first time Delaney is hearing about it from Wembly. In what follows, Wembly gives an impromptu preview of the training to the boss…
By the time they reached the office, Jane couldn’t contain herself any longer.
“Look, Mike, you know how I hate surprises. Let’s go to my office and preview what you’ve cooked up for Friday.”
She was surprised to hear that he’d looked up lean management and problem solving and discovered a full methodology. He then made the astonishing step of going to a training session—himself, Mike, the famous pundit and knower of all things.
“It’s a method of problem solving called an A3,” he explained excitedly. “The idea is that a full problem-solving story should fit onto an A3 piece of paper.”
“A3, as in the paper size?” Jane asked.
“Yes, the paper you find in the copy machine. It’s the largest piece of paper we have around the office.” He rummaged around her office as if it were his own, found a large sheet of paper with writing on the front, turned it over, and began sketching on the back.
“First, clarify the problem. You need to visualize the gap between what’s actually happening and the ideal situation. The idea is to find the measure that best represents the problem, and show historically and graphically where you are and where you want to be. If we can’t do that, we don’t understand the problem well enough to solve it.
“Second, break down the problem. This is about drawing out the process generating the situation we’re looking at, identifying exactly where things go wrong, and listing potential factors. You’re supposed to test every factor to confirm which one has the greatest impact on the problem.
“Third, set a target. Once you’ve figured out the factor having the biggest impact on performance, you can set a performance target, aim for total eradication of this factor, and guesstimate what impact it would have on the indicator. This also gives you a due date.
“Fourth, seek root cause. Why is the main factor occurring? You ask why repeatedly until you find a cause that is so large that it’s outside your immediate action range. The idea is to find the most fundamental thing that we can affect rapidly, and focus on it.
“Fifth, develop a number of countermeasures. If you can only come up with one solution, you haven’t understood the problem fully—or you’re jumping to the one solution you’re comfortable with, which may be second best. You need to force yourself to explore different routes to address the root cause and then pick the one that’s going to follow through on the basis of impact and cost.
“Six, follow through. Plan the implementation of your countermeasures and make sure all happens on plan. If something gets off track, you need to see this early and ask why? Maybe you’ve missed something, or maybe the commitment to solve the problem is lagging.
“Seven, check the results and the process. Are you getting the expected results? Have you done what you planned to do? I guess that’s what you’d call confirmation.
“Eight, adjust or standardize. How do you make sure these results will hold? What else do you need to fix to make sure the new process will be sustained? What issues remain open? And does what you’ve learned apply elsewhere?
“And it all fits on an A3 sheet of paper, to formalize learning and communicate it easily.”
The A3 Problem Solving Sheet
“On one single sheet? How does that help?” Jane asked.
“That’s the brilliance of it!” he laughed, having his fun. “It’s a great communication tool. Look on top here, besides the title, we have several boxes,” he explained as he drew. “They’re for sign-offs by the A3 author and coach, and the date. The point of these A3 sheets is not the problem-solving structure, it’s the fact that the sheet supports a structured problem-solving conversation between two people.”
“Say I coach you—heaven forbid—on how to use the cloud to store your personal data.”
She raised an eyebrow and gave him her best forbidding stare.
“First, we would have to agree on a problem title, which is far harder than you’d think. Then we have to agree on the problem definition—what is the gap to standard? This means agreeing on what is the standard, ideal, etc., what is the current situation, and how we’re going to measure this. No mean thing!
“Then, we have to agree on what are the most influential factors, how we tested each of them, and how we’ve confirmed our hunches.
Then we have to agree on a meaningful target. Too low and there’s no challenge to look for breakthrough ideas; too high and it’s unrealistic.
Then we have to agree on what we consider the root cause.
“Then we have to agree on what alternative actions we can think up, and which one we’ll choose to have a go at. Then we have to put a plan together and get it done. Then we have to agree on what impact our efforts have had and what effects we can see. Then we have to agree on what conclusions to draw from the entire exercise.
“It may sound formal, and perhaps mechanical, until you try it and discover the intuitive aspect and power of the process. I see it as a great platform for innovation—a way to develop basic skills that enable the individuals to learn and develop mastery—like a musician doing scales and exercises. The beauty of the A3 is that while an author is using it to explore and learn on their own, as the coach, I can steer them through the process, challenge their assumptions, and open up unseen options.”
“It does sound impressive,” Jane agreed cautiously.
“The elegance of it is that this one-page document should read as a simple story that can be shared more widely with other stakeholders to see whether they agree on the thinking, or whether we’re missing something big.”
“And you’ve completed some of these A3s?”
“The proof is in the pudding. Daniela Webb is presenting hers tomorrow, we’ll see how that goes.”
Excerpt from “Lead With Respect: A Novel of Lean Practice” by Freddy Ballé and Michael Ballé (Lean Enterprise Institute, Inc.: August 2014). For more information, visit http://www.lean.org/Bookstore/ProductDetails.cfm?SelectedProductId=386 or c ontact LEI Communications Director Chet Marchwinski at [email protected] or (m) 203.470.7377
Michael Ballé, Ph.D., is a business writer, columnist, and executive coach who has studied lean management transformations for the last 20 years. He is associate researcher at Télécom ParisTech’s Projet Lean Enterprise and co-founder of the French Lean Institute. He coaches senior executives in using lean to radically improve their businesses’ performance and establish lean culture. Together, with his father, Freddy Ballé, he also has co-authored the business novels, “The Gold Mine” and “The Lean Manager.”
Freddy Ballé started visiting Toyota plants in Japan in the mid-1970s while head of product planning and later manufacturing engineering at Renault, where he worked for 30 years. Upon leaving Renault, he pioneered the full lean system implementation at Valeo as Technical vice president, then at Sommer-Allibert as CEO, and later at Faurecia as Technical vice president.
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- Kanban Guide
- Introduction
- History of Kanban
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- Kanban Use Cases
What is A3 Problem Solving?
A3 problem solving is a Lean approach to reporting issues and presenting ways of addressing them. The simple method, developed by Toyota, bases on documenting a problem, together with its current outcome and a suggested change, on a single sheet of A3 paper (420x297mm), giving it the name. You can use it to make a process change proposal, report on project status, or solve a problem.
A3 takes from the Plan-Do-Check-Act cycle . Though it appears to be a step-by-step process, the method tends to be used iteratively, with the problem and solution sections being cyclically updated.
Taiichi Ōno of Toyota was known for not appreciating reports longer than one page, which helped the proliferation of the A3 approach within the automotive giant’s offices. A3 is similar to the 8D report also widespread in the automotive industry, though typically for complaints management. Furthermore, the ability to quickly discern a problem and understand its solution is innate to Lean values.
Lean emphasizes visualization, with examples in value stream mapping and Kanban’s visual workflows. That made a single-page report presenting what is going on was a welcome addition to a Lean operation.
Through shared use of A3s to solve all problems and plan initiatives, companies can start to operate an A3 system thinking methodology: address difficulties, suggest change, innovate, and curate logical reasoning rooted in the current needs.
Why use the A3 approach to solving problems?
Lean provides a competitive advantage, strategic and operational benefits through its objective to increase the value delivered to the customer and to reduce waste. Engaging in a process that allows the team to find the correct, best solution in the shortest possible time is highly beneficial.
Understandably, some reports and proposals must contain extensive amounts of data, and they have their place in a business environment. But imagine the value and advantage that distilling this information to 1 page has. Consider how much faster decisions can be made based on that. Besides the time savings, the opportunity to use the systematic approach of PDCA supplements the problem-solving skills required to propose accurate solutions.
In preparing for battle I have always found that plans are useless, but planning is indispensable. Dwight Eisenhower
It’s the act of planning that is important, as it spells out all known obstacles, visualizes the action plan, and helps to foresee potential outcomes and issues along the way. While documenting your problem on an A3 piece of paper may or may not yield benefits, the act of implementing A3 thinking is what makes the difference.
The benefits of using A3 thinking are:
- Quicker problem solving through logical reasoning and application of a step-by-step, visual process. Demanding a root cause identification ensures that difficulties are dealt with, not just temporarily masked.
- Easier planning thanks to the application of objective, critical thinking promoted by the A3’s structure.
- Team development through repeated use of a structural tool to find root causes of problems and their best solutions. The use of one tool across all company levels also promotes cross-department collaboration and knowledge sharing.
- Company growth A3 reports help maintain and keep company knowledge on record, helping to sustain good operating policies and build a strong growth culture rooted in solving a company’s actual problems, not abstract ideas.
How to create an A3 report?
Step 1: The title
It should focus on the problem you are trying to solve and not the solution you want to convey. Examples of titles are: “Decrease Team Misunderstanding of Task Instructions” or “Reduce Customer Complaints with Product XYZ” .
Step 2: Background
According to the authors of “Understanding A3 Thinking: A Critical Component of Toyota’s PDCA Management System” , one of the main strengths of Toyota is that they place importance on understanding a problem. Rather than rush onto a solution, Toyota takes the time to precisely understand what is going on. The principle of going on a Gemba walk attests to this need to perceive problems first-hand.
The report’s background section conveys important related facts and how the problem aligns with the company’s strategic objectives. Presenting this right there on the page helps minimize the cost that a board of highly paid executives would need to spend looking at a problem, without a guarantee of them understanding it, nor coming up with the right solution. Consider this checklist for your background section:
- Do I know the needs of my report’s audience?
- Have I provided enough context?
- Does what it presents align with the audience’s strategic goals?
- Can the background be explained in 30 seconds?
Step 3: Current condition
A correct definition and a good understanding of the problem is your path to finding the right solution. That makes working on defining the current condition 90 % of the A3 effort.
The objective here is to make sure everyone is aware of the problem, whether the report documents it appropriately, and whether anyone questions the report’s findings. The use of graphs, charts, or other visual aids is beneficial.
Step 4: Goal
Your target - if you hit it, you know that your problem-solving effort has been a success. But you need to know what metrics will measure success and what the definition of success is. An example could be “reducing customer complaints by 15%, as measured by call center statistics” .
Step 5: The root cause
The focus of the root cause section should be to differentiate between facts and opinions regarding a problem’s cause and effect. You can include your findings from 5 Whys exercises , an Ishikawa diagram , or any other result of your RCA efforts . If the root cause is not defined correctly, the problem will likely resurface, causing waste and negating the Lean principles.
Step 6: Countermeasures
The countermeasures should be the corrective actions to take for the root cause of the problem to be resolved. If not possible - without a process overhaul - you can use containment actions instead to stop the issue from directly impacting the customer. It is OK to address complex problems iteratively, along with the values of continuous improvement .
The section may include a table of the problem causes, actions taken, action owners, and the achieved results.
Step 7: Effect confirmation
Since the A3 exercise bases on the PDCA cycle, this section of your report should show the effort you expended to confirm your findings. The proof that you have indeed solved the problem. For example, software engineers include samples that replicate the bugs and verify they are no longer present after a fix.
If the exercise has not taken place yet, i.e., when you’re presenting a plan to gain approval, you should outline what exercises you will conduct to check if the aim is successful.
Step 8: Follow up actions
The final section should include any other actions that you might want to consider. A principle worth adhering to here is the “Shitsuke - sustain” step of the 5S plan . Consider what you should do to ensure the benefits of this exercise are maintained. And could they possibly be translated to other areas of the company?
An A3 problem-solving report will help you deliver information in a way that provides instant value and can quickly reduce waste.
The most important thing to remember is that the act of Lean problem solving is more important than creating an A3 document that may contain no valid data and be simply a tick on some corporate checklist.
The same is true of all Lean methods and tools - their application alone will not make your company Lean. To truly implement Lean principles, your company culture, thinking, and planning all have to transform.
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A3 Problem Solving
In many organizations, employees are missing out on effective collaboration due to solutions being implemented with haste, departments not being aligned around key details, and projects stalling due to the need for revision.
A3 Problem Solving aims to help teams get ahead of the issues associated with poor planning by providing a systematic approach to solving problems. This process encourages in-depth problem solving designed to ensure that projects meet their intended goals.
Done right, A3 gives organizations a path toward faster, better decision making and more efficient processes, and helps nurture a collaborative culture.
In these next few sections, we’ll define A3 Thinking and go over the key elements involved in this powerful problem-solving tool.
What Is A3 Problem Solving?
A3 Problem Solving, or A3 Thinking, is part tool, part methodology for solving problems in a Lean environment that, like many parts of the School of Lean , was developed as part of the Toyota Production System.
At Toyota, A3 reports were initially used for solving problems, reporting on a project’s status, and proposing policy changes, though it’s worth pointing out that the potential applications cover a much broader range of use cases.
The Definition of A3 Thinking
A3 Thinking is typically defined as a problem-solving, decision-making, and collaborative management tool.
The name “A3” refers to the size of the piece of paper (11 x 17) used to outline goals, ideas, problems, and solutions in the A3 Thinking process. Now, it’s important to note that the size of the paper isn’t really important. Instead, the value comes from the fact that the summary of what’s being reported fits on one sheet of paper. Teams are required to focus on distilling the problem, solution, and the steps in-between into a single A3 page.
When implemented correctly, creating an A3 report allows teams to identify the most critical aspects of a problem or situation using the Plan, Do, Check, Act (PDCA) process and stay focused on what matters.
A3 Problem Solving Online Video Course
As part of our growing School of Lean library, our A3 Problem Solving course will guide you from the basics to being able to implement A3 Problem Solving techniques within a few days.
Through this course you will learn how to make lasting changes as well as how to decide where to start making improvements.
Watch a Free A3 Introduction Video
A3 problem solving template.
The A3 report is a single-page document that is used to tell a story of how a product or service was improved by the methodical application of each step in the PDCA cycle.
Here’s a breakdown of the five steps we typically include in an A3 report:
- Describe the current state. Before you can properly address a problem, the owner needs to describe the current situation: What’s happening, and why is it a problem?
- Provide some background information. The first step in the process is defining and describing the problem. The goal is to provide context for the situation and set the stage for next steps. As such, you might use this space to share facts, figures, charts, and graphs to provide supporting data.
- Perform root cause analysis . At this stage, you’ll work through the 5 Whys and other Practical Problem Solving methods to identify root causes. Remember, root cause analysis should always lead to action.
- Come up with an action plan . Determine which countermeasures you’ll use to eliminate each root cause. This means identifying who needs to be involved, what needs to happen, and when you’ll be able to review and analyze your results.
- Follow-up. The follow-up stage is where you’ll validate the results of your action plan.
You’ll notice we’ve outlined five steps above, though some Lean experts break this process into seven or more steps.
The A3 template isn’t all that important to the A3 Thinking process. The beauty of A3 reporting is that it’s a really flexible process that can be adapted to different situations depending on your needs. The real value comes from the thinking and collaboration that takes place as teams work through each of the four PDCA steps.
Remember: A3 Thinking distills the problem solving process into a one-page story that sets the scene, outlines goals, and works through problem solving. A3s are designed to be flexible. You might use it to focus on improving quality states or eliminating safety incidents or for justifying capital expenditures.
How to Practice A3 Thinking
A3 Problem Solving is a useful tool for identifying and addressing the root cause of a problem, encouraging organization-wide knowledge sharing, and working through a range of decision-making and critical-thinking tasks.
Again, you don’t necessarily need to follow a specific template. Instead, you can adapt the format and steps so that it aligns closely with your organization’s goals and internal processes.
With that in mind, here are a few tips for organizations new to A3 Problem Solving:
- Clearly define the problem you’re addressing.
- Make sure each A3 has an owner and includes a list of participants.
- Consider integrating visuals if it’s a more effective way to communicate ideas.
- Don’t worry about filling the entire A3 report—the more concise, the better. On the flip side, if the problem can’t be explained in a single sheet story, you’ll want to break it into a series of smaller problems you can address one by one.
- Update the document as new information becomes available.
For a deeper dive into the A3 process, check out our online course. You can watch the first installment of the series for free to get a sense of what you’ll learn in this training module.
A3 Thinking Podcasts
Our free podcasts provide real world insights into practicing A3 Thinking.
How To Harness The Power of A3 Thinking
How to use a3 thinking.
Audio of a presentation given by Captain Brad Brown at the 2017 Lean Municipal Government Forum in Grand Rapids, Michigan.
Additional Video Content
- Learn How to Leverage the Powerful A3 Report
Blog Articles
New blog articles are published weekly. The following collection of articles are A3 Thinking focused.
- So You Think You Need an A3 Template
- What’s All the Fuss About A3 Thinking?
- The Problem with A3 Reports
- Questions About A3 Problem Solving
- The Great A3 Thinking Fallacy
- The Importance of “So What?” in A3 Kaizen
- A3 Problem Solving as a People Development Process
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- A3 Problem-Solving: Fight the Root Cause
The A3 problem-solving tool is a bright example of how problems should be treated to be eliminated efficiently. Scroll down to learn more about A3 and how to use it.
- What Is Lean Management?
- The 5 Principles of Lean
- What Is Shared Leadership?
- What Is Lean Manufacturing?
- What Is Value in Lean?
- 7 Wastes of Lean
- What Is Mura?
- What Is Muri?
- What Is 5S?
- What Is the Cost of Delay?
- What Is Value Stream Mapping?
- What Is a Pull System?
- What Is a Bottleneck?
- Just-in-Time Manufacturing
- Implementing a Kanban Pull System
- Pull System on the Portfolio Level
- What Is Kaizen? Pursuing Continuous Self-Development
- What Is Continuous Improvement? Definition and Tools
- The Built-In Quality Management of Continuous Improvement
- What Is the Poka-Yoke Technique?
- What Is Plan-Do-Check-Act Cycle?
5 Whys: The Ultimate Root Cause Analysis Tool
Gemba Walk: Where the Real Work Happens
- How To Perform Root Cause Analysis?
- Root Cause Analysis Tools
- What Is a Pareto Chart?
- What Is a Scatter Diagram?
- What Is a Fishbone Diagram?
- What Is Hoshin Kanri?
- What Is Hoshin Kanri Catchball?
- Demystifying the Hoshin Kanri X Matrix
- The Lean Transformation Model Explained
- Lean Transformation Roadmap - 8 Comprehensive Steps
- What Is Takt Time?
- What Is Heijunka?
- What Is Jidoka?
- What Is Andon?
- Lean Six Sigma Principles
- Lean Six Sigma Tools
- Lean Six Sigma Implementation
- What Is Six Sigma?
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- Lean Project Management
A great part of our daily work routine is actually related to solving problems. Either small or big, problems are an inevitable part of our workday. However, if you decide to act fast and remove a problem as swiftly as possible, you may face the same issue repeatedly.
Instead of fighting only the symptoms, you need to dig deeper and discover the root cause. By doing so, you will be able to protect the work process from recurring problems. This is where the A3 methodology comes into play.
Implementing an A3 problem-solving tool is a bright example of how problems should be treated to be eliminated efficiently. Based on some simple steps and ideas, the model gives directions on dealing with problem-solving issues through simple structuring, good collaboration, and active communication.
What is A3 Thinking?
First of all, let’s briefly touch upon the mindset that A3 thinking aims to develop. It can be summarized in 7 elements:
- Logical Thinking – A3 represents a step-based thinking process.
- Objectively presenting information – there are no hidden agendas here.
- Results and Processes – sharing what end results were achieved as well as the means of achieving them.
- Sharing only essential information and putting it into a visual format whenever possible.
- Whatever actions are taken, they must be aligned with the company’s strategy and objectives.
- The focus is on developing a consistent perspective that can be adapted across the entire organization.
- Developing a structured approach to problem-solving.
Origin of the A3 Problem-Solving Tool
The A3 report is one of the many Lean management tools developed as part of the Toyota Production System (TPS).
There isn’t a single inventor of the A3 reporting method. In fact, Isao Kato (former manager at Toyota) describes it as a hybrid between the PDCA cycle and Toyota’s philosophy to make things visible.
There is also a legend that Taiichi Ohno often refused to read further than the first page of any written report. This is why the A3 is a one-page report.
The name A3 comes from the European A3 paper size corresponding to 11-inches by 17-inches or 29.7cm x 42cm.
A3 thinking played a major role in Toyota’s commercial success. Consequently, it became a widespread tool, now used in various industries.
Let’s explore the A3 problem-solving tool in detail.
Foundations of the A3 model
Actually, A3 is just a single report that will not help you solve problems like a magic wand. It is much more important for all involved parties to be dedicated to the process and communicate actively.
Before you begin with the formation of your own A3 reporting method, you need to be familiar that there are 3 major roles in the process:
- Mentor/coach
The owner is responsible for managing the process and maintaining the document. On the other hand, the owner needs to be advised and supervised by a mentor experienced in problem-solving.
The mentor’s role is to give directions and provoke the problem owner to find the solution, but not to give answers and propositions.
Last but not least, there are responders or stakeholders. They are the third party, which is directly interested in the final results of the A3 project.
Here is the challenge. Usually, there is a wide variety of stakeholders involved. The problem owner needs to have access to all of them if needed.
However, we all know that it is a bit difficult to reach higher management in organizations with a strict hierarchy.
This is why the whole organization should be familiar with the concept of lean thinking and be prepared to assists at any time. Sometimes this is challenging, but it can show how flexible an organization really is.
At the end of the day, the active communication between all parties involved is crucial for the success of any A3 project.
The A3 Report
The A3 report is a single-page document, which reflects the results of the whole process. Usually, it contains seven steps, but it may also have other variations. Below you can find an A3 report example, which most often will include the following steps:
- Background/Clarify the problem
Current situation
Set targets/goals, root cause analysis, countermeasures.
- Implementation
- Effect confirmation/Follow-up
The A3 Process
The A3 methodology is a lean thinking process where the problem owner should go through the model's different steps until there is a proper solution to be implemented. The owner needs to communicate actively with his colleagues and the mentor of the project.
Let’s now examine the different steps that comprise the A3 process.
First of all, you need to clarify the problem and briefly describe it. This is a starting point where the owner can add context and support the next steps.
Before a problem can be addressed properly, the problem owner needs to describe the current situation in the area where the issue appears.
At this stage, you can map the different processes that exist around the problem area. It will allow you to see the bigger picture and identify the root cause.
After the current situation is clear, you need to set goals. Keep in mind that at this stage, you need to take into consideration that you don’t have the full picture .
So after you go through the remaining steps until “effect confirmation,” you can come back to this step and add more details to the initial goals.
This is a significant step from the successful implementation of the A3 process. Trying to fight the problem immediately means that you are only treating the symptoms while leaving the root cause untouched. This way, a problem may appear regularly in bigger proportions.
Therefore, once you have a good understanding of how the processes work and the initial goal, you need to figure out the root cause of the problem. For this purpose, you can use different techniques such as the 5 whys .
Once you are familiar with the root cause, you may start offering solutions. From here, you can go back to the initial goal and add more details. In all cases, the countermeasures should lead to a clear understanding of how the initial goal will be achieved.
Implementation Plan
After setting the countermeasures, you have to present an implementation plan that includes a list of the actions that will be applied to get the countermeasures in place. It is also helpful to assign responsible individuals for each task and a due date.
Effect confirmation & Follow-up
The last step is crucial for establishing a culture of continuous improvement . It is imperative to measure the actual results and confirm the effect of your countermeasures.
Whether there are positive or negative results, you need to take action.
If the actual results differ from the predicted ones, you should modify the plan, re-implement it, and follow-up.
If there is a positive effect, you should communicate improvements to the rest of the organization and ultimately make them a standard.
Benefits of A3 problem-solving
The A3 model is consistent, and it encourages mentoring and overall collaboration.
Furthermore, it promotes the cross-organizational sharing of information and encourages learning and continuous improvement on every organizational level.
Also, the A3 methodology encourages commitment to common goals and strengthens the levels of responsibility.
Last but not least, you can use an A3 report not only for problem-solving but also for proposing improvements, reporting, coaching, and others.
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A3 is a useful problem-solving tool that has some significant advantages:
- It is simple and promotes mentoring and collaboration.
- It fights the root cause, but not only the symptoms.
- It encourages cross-organizational knowledge sharing.
- You can use the A3 report for several other things, including reporting, coaching, proposing improvements, etc.
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A3 Problem Solving: What It Is ... and What It Isn't
A3 refers to a European paper size that is roughly equivalent to an American 11-inch by 17-inch tabloid-sized paper. The A3 format is used by Toyota as the template for three different types of reports:
- Status
- Problem solving
There is no “magic” in the steps through which the structured A3 Problem Solving template takes a team. These steps are basically:
- Identify the problem or need
- Understand the current situation/state
- Develop the goal statement – develop the target state
- Perform root cause analysis
- Brainstorm/determine countermeasures
- Create a countermeasures implementation plan
- Check results – confirm the effect
- Update standard work
These steps follow the Deming Plant-Do-Check-Act (PDCA) cycle, with steps 1 through 5 being the ”Plan”, Step 6 being the “Do”, Step 7 being the “Check” and Step 8 being the “Act”.
On the A3 template, the steps are typically laid out like this:
Surprisingly, the steps and the format look very much like templates created by U.S. companies in the 1980s and 1990s.
Ford Motor Company created an 8.5-inch by 11-inch 8D Problem Solving template:
Johnson Controls Inc. created a Problem Solving Document (PSD) that uses both sides of a form that folds to an 8.5-inch by 11-inch size, but it is larger than tabloid size unfolded.
If U.S. companies had the templates and knowledge of the problem-solving tools, why aren’t U.S. companies better problem-solvers?
The answer is that when most organizations start their lean implementation , they jump to using the lean tools. However, there are four components of a lean implementation: lean planning, lean concepts , Lean tools and lean culture . All four of these components must be implemented in parallel. The lean tools are ineffective without the support of a developing lean culture.
The Four Components of Lean
This supporting lean culture is highlighted by how Toyota views problems:
- Problems are seen as opportunities to improve their processes and, ultimately, their products.
- The people assigned to solve the problem view the assignment as an opportunity to improve their problem-solving skills. They understand that they learn more and become a better problem-solver each time they perform the process.
In Toyota, no problem is a problem!
Compare this to how a typical U.S. company associate views problem-solving. We view it as a burden or maybe even a punishment. We get through it so we can check it off our to-do list.
A3 is a structured and very useful problem-solving template. To be successful, this template must be supported by a lean culture that changes how we view problems. Otherwise, A3 Problem Solving will just join the list of “programs of the month”.
Read more on lean manufacturing best practices:
Eight Easy Steps to Creating a Pareto Chart
How to Reduce Manufacturing Waste
Kaizen Events: When and How to Use Them
About the author: Larry Rubrich is the president of WCM Associates LLC. For more information, visit www.wcmfg.com or call 260-637-8064.
Larry Rubrich is the president of WCM Associates LLC. For more information, visit www.wcmfg.com or call 260-637-8064.
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A3 Problem Solving Template
A3 thinking is a logical and structured approach to problem solving adopted by Lean organizations around the world. It can be used for most kinds of problems and in any part of the business. This A3 template uses a four stages model that is based on the PDCA management philosophy. It allows to make the problem solving progress visible to the entire team while allowing the lessons to be learned by others.
This template is a Microsoft Excel spreadsheet that you can use and modify to meet your specific needs. It can easily be modified to include additional sections if needed. For example, you may increase the number of rows and thus the size of the implementation plan or the follow-up plan. You may also modify headers and spacing as needed.
This template comes in two different variations; one that is simple and user friendly, and another that requires to provide more detailed information. If you have any difficulties customizing this template or you lack time to do so, we will be happy to perform the customization for you. Let us know what you need and we’ll do our best to serve you.
A3 Template (32 KB)
A3 Template – Simple (216 KB)
A3 Template – Detailed (340 KB)
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In this post I introduce a simple one page problem solving sheet to handle, track and manage the problems and stakeholders in a systematic
This one page problem solving sheet presentation is a tool to handle, track and manage the problems and stakeholders, in a systematic way.
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For this purpose, organizations start using a simple one page problem solving sheet (Also known as A3 report introduced by Toyota or 8D
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A3 problem solving is a Lean approach to reporting issues and their ... and a suggested change, on a single sheet of A3 paper (420x297mm)
A3 Problem Solving Template. The A3 report is a single-page document that is used to tell a story of how a product or service was improved by the methodical
This is why the A3 is a one-page report. The name A3 comes from the European A3 paper size corresponding to 11-inches by 17-inches or 29.7cm x 42cm. A3 thinking
A3 is a powerful tool from both a lean culture development standpoint and as a structured/standard work solution. Unfortunately, many organizations jump to
This A3 template uses a four stages model that is based on the PDCA management philosophy. It allows to make the problem solving progress visible to the entire