A3 Thinking
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An Introduction to A3 Problem Solving
In the design and construction industry – as in all industries – complex problems arise daily. Each project involves hundreds of decisions and countless variables, making effective problem-solving 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?
At its core, A3 Thinking is a structured problem-solving and communication tool used in Lean methodologies. It takes its name from the A3-sized sheet of paper (11 x 17 inches) used to create concise, visual reports. These reports follow the PDCA (Plan, Do, Check, Adjust) cycle, incorporating the problem’s background, root cause analysis, proposed actions, and expected results. By distilling a complex issue onto a single page, A3 thinking ensures clarity, focus, and collaboration.
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
- Education
- Project Management
- Healthcare
- Service Industries
LCI’s Meaning of A3
A3 thinking is a tool for continuous improvement and effective problem solving and decision-making. A3 thinking empowers teams to tackle challenges collaboratively and strategically, then distilling the information into a concise, visual format.
A3 Reporting
A well written A3 should be visual, easy to read and understand, even for someone who was not a part of the process. 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 reports can also be referenced later, allowing the lessons learned during the process to be shared with future project teams.
Understanding A3 Thinking
A3 thinking is not just a tool for documentation—it’s a process that encourages collaborative problem-solving and continuous improvement. While one person, often called the “champion,” typically completes the A3 report, they gather insights and feedback from the entire team. This collaborative effort enhances thinking and increases buy-in for proposed solutions.
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.
A3 Reports & the PDCA Cycle
PDCA stands for Plan, Do, Check, Adjust. Explore each element of this acronym for more information about how it supports A3 problem solving as a whole.
Plan
Identify an issue to address, then gather data to analyze the root cause of the problem. Finally, define the desired future state and set clear conditions of satisfaction.
Do
Implement the proposed countermeasures.
Check
Measure the results of your countermeasures against the desired outcomes and/or conditions of satisfaction.
Adjust
If the countermeasures were successful in obtaining the desired outcome and conditions of satisfaction, then standardize them. If not, then repeat the PDCA cycle.
A3 Examples
A3 thinking is frequently applied in Lean design and Lean construction during all phases of the process for the purposes of problem solving, continuous improvement and decision making. 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 problem-solving 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!
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