Lean A3 Template

A3 Excel template and Word template
A3 Report Template — A3 Problem Solving Template

Types of A3 Reports

The same A3 template can be used in many diverse ways:

A3 Problem Solving

The most common way to use your A3 template

is for A3 Problem Solving

A3 Management

No matter which lean management systems you are using,

your A3 template is an effective way to charter your team, plan your project, and provide progress reports

Types of A3s

See A3 examples of the many ways that you can use your A3 Report template

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A3 Report Template

The left side defines the problem — the right side proposes solutions

Sample A3 example. Download this free A3 Word template AND the free Excel A3 template!

Your A3 template and this online training make your problem solving process more consistent, standardized, legible, and shareable.

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why

Why A3 Problem Solving?

Use A3 Problem Solving to systematically...

• Lean Objectives and Ideals
• The Seven Deadly Types of Waste 
• Hansei questions to stimulate lean thinking

See Benefits of A3 Thinking

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how

A3 Problem Solving
A3 Process for A3 Thinking

Detailed problem solving steps for how to use the A3 methodology

A3 Methodology for 8-Step Problem Solving

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intro

Become familiar with

Your Lean A3 Template

Find and open your A3 Report template

Yes, you open ALL of your Systems2win templates through Excel... even Word and PowerPoint templates.

If you don't yet own a license, you can download your free A3 templates now.

Save your working document

following the usual document storage and naming conventions established by your leaders

Learn how to edit your Excel A3 template

Use text boxes

Don't use word wrap

(which changes row height for both sides of your A3 Report)

Instead, use text boxes

Large fonts also change row height on both sides of your A3 Report

so also consider using a text box for large fonts

Set up your Approval system

Optional — Insert Sheets

This feature, to Insert Sheets, is available only in Excel templates, not Word templates,

and is the reason that most users choose to use the Excel A3 template instead of the Word A3 template.

Learn how to edit your Word A3 template

Some people are more familiar with Microsoft Word, rather than Excel, and this is the most powerful and well-documented Word A3 template that you will ever find

Find and Open your Word template through Excel

ALL Systems2win templates are opened through the Systems2win menu in Excel.

Even non-Excel templates, such as Word templates, PowerPoint, or pdf.

Excel > Systems2win tab > Systems2win Templates

Tip: If you get an error when attempting to open a Word template through the Systems2win menu in Excel,

try opening Word first. Then (with Word already open in another window), try again.

View it properly

In the ribbon bar at the top of Microsoft Word,
select the View tab, and then select Print Layout, and Multiple Pages.

Your A3 Report should look something like this on your screen.

How to use Form Fields in Microsoft Word

Set up your printer

Learn how to correctly set up your printer.

Set up your Approval system

To enable users of your electronic A3 Report to instantly drill down to your detailed Approval form...

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define

You are now ready to use your

A3 template for Lean Problem Solving

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On the Left Side of your A3 Report...

Define the Problem

Write your Title

Replace the Title at the top of the page with a succinct summary of the theme or challenge that is the purpose of this A3 Report.

Replace the Revised Date

A3 Reports are intended to change very rapidly. Keep your Revised Date current.

Start your archive system

Keep archives of the rapidly changing versions of your A3 Report — sorted by Revised Date.

See training for how to maintain both paper and electronic archives of date-sequenced versions of your ever-evolving A3 Report.

Identify the Author, Mentor, and Team

Because there is very little space available,

usually only the Author and Mentor names are on the A3 document.

Users of your electronic A3 Report can instantly drill down to the Approval form

where each team member is identified, along with the mentor, and all other decision makers and stakeholders.

Online training for the roles of Author and Mentor.

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A3 Problem Solving Step 1

Clarify the Problem

aka Background and Importance

Clearly define the problem.

Why is this important? (from customer and stakeholder perspectives)

Helpful Tools for this phase of the A3 process

 

 

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A3 Problem Solving Step 2

Describe Current Conditions

aka Problem Breakdown

Go to the gemba

Go to the gemba to observe for yourself what is actually happening.

Describe Current Conditions

Then use graphs, numbers, and facts
to clearly depict the Current Condition
in a way that invites analytic questions.

Helpful Tools to illustrate Current Conditions

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Get approval to start the A3 process

Use your Approval Form template (Approvals.xlsx)

to identify decision makers and stakeholders

and to obtain the first column of approvals for 'Authorization to Begin This Project'

Your Approval form provides a systematic way

to spread 'kanban democracy' throughout your organization — making pull-based authority transparent and systematic.

If (and only if) the person with authority agrees to authorize the problem solving project, then the A3 author is given the green light to move to the next steps.

Perhaps the single greatest benefit of using the A3 Method is the way it authorizes what Toyota calls 'kanban democracy' or 'pull-based-authority'

where authority is earned by anyone with an idea that is good enough to survive the A3 gauntlet.

Tips for Adjusting Project Scope

If the scope of a proposed A3 project is too narrow or simple,

then that's what your 'One Good Idea' template is for: (GoodIdea.xlsx)

It provides a one-page 'before and after' storyboard to visually tell the story of how a good idea quickly solved an important problem — in a format that can be easily shared, socialized, and archived.

If there is already consensus to 'just do it', then don't waste everyone's time with the more thorough A3 problem solving process. Just do it.

If the scope of the proposed A3 project is too wide or complex,

then perhaps consider splitting into smaller projects, and/or using some other problem solving tools and methods.

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Go back to the Gemba

The first thing to do after you get approval to officially start a problem solving assignment is to go back to the gemba to more thoroughly describe Current Conditions.

You might schedule a meeting - inviting representatives of all stakeholders -
or you might just carry your clipboard around to talk with people individually -
or a combination of both.

Either way - you've got to 'go to the gemba' (the actual place where the work is performed)
to observe the process and interview the people doing the actual work

to really understand

1. the true nature of the presenting problem

What are the 'real pains' being felt? by whom?

Your goal is to gather and make sense of meaningful facts -
not just meaningless data, or agenda-riddled anecdotes.

2. the root causes of the presenting problem

In the real world, it is never too early (or late) to ask people their opinions about possible root causes.

The 8-Step Problem Solving Method is flexible enough to start Step 4 while completing Step 2.

Always bring a printed copy of your (ever-changing) A3 Report on a clipboard

Hand write what you observe and discuss at the gemba.

Then later, back in your office...

transcribe (and clarify) your hand written notes onto your (electronic) master A3 Storyboard.

Repeat

Print. Observe & discuss. Clean up. Repeat.

See training for how to set up your printer

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mentor

Mentoring

Check in with your mentor often,

showing the progress of your latest A3, and gaining their valuable guidance.

If you are lucky enough to have a wise mentor,

then he or she will ask questions that guide you -
patiently swallowing the natural urge to just blurt opinions,
or to do your work for you.

If you are not lucky enough to have such a rare mentor,

then buy and read John Shook's book 'Managing to Learn', (see suggested reading), and then ask yourself,

"What might Ken Sanderson advise me to do in this situation?"

Or, if you have a budget, perhaps consider interviewing an on-site coach.

If you are the mentor

Every sensei needs their own sensei.  

If there is no experienced sensei above you in your organization, then that means that you must be high enough on the corporate ladder to justify hiring an experienced outside consultant.

(or at least some fill-in-the-blanks tools with self-paced training)

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A3 Problem Solving Step 3

Set Desired Target Conditions

aka Desired Goals and Targets

Pause, Reflect, Think

What specific outcomes are desired?

Why these goals & these targets?

Now is a really good time to visit (and revisit)

the Hansei questions to stimulate Lean Thinking.

Write

Format: Action verb + object + from current to target by date.

Example: Reduce cost from $5 to $3 by Feb. 1

Use this section of the A3 Report to clearly show

the (emotionally unacceptable) gap between current conditions
and the desired conditions that are clearly closer to Lean Ideals.

Make your Target State visual and compelling

It is always best to use illustrations, not just words,

to activate the intuitive, creative, problem solving side of the brain.

Potential tools for this phase

Any of the same tools, charts, graphs, maps, or illustrations recommended in the section for describing the 'Current Conditions'.

Perhaps include an image spotlighting

a section of a linked value stream map, functional flowchart, or other large illustration,

and also provide a link to allow the user to drill down to the full document.

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A3 Problem Solving Step 4

Root Cause Analysis

Go back to the gemba

Keep asking 'why?'

What are the root causes for problems?

Keep asking 'why' until you arrive at the (often not-immediately-obvious) root problems that underlie your (more obvious) problem.

Document root causes

Then succinctly summarize Root Causes in this section of your A3 Report.

If your identification of root causes is even slightly incorrect, then your countermeasures will be even more incorrect.

Helpful Tools for this phase of the A3 process

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Obtain Phase 2 Approvals for Problem Analysis

Use your approval form to obtain approvals from all identified decision makers and stakeholders

to ensure that everyone agrees that you have thoroughly clarified the problem and its root causes.

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The Right Side of your A3 Report is for

Countermeasures

A3 Problem Solving Step 5

Conceive Countermeasures

Again... go to the gemba

Ask everyone for their ideas for proposed actions to prevent recurrence of each root cause.

Let them watch you hand write their ideas on a printed copy of your (ever-changing) A3 Report.

Due to limited space, not every idea will remain on the final version of your A3, but

your goal at this stage is to honestly listen to every stakeholder's ideas

and to ensure that they feel that their ideas have been honestly heard

Include ALL suggestions

Make sure that everyone's ideas are included in the 'Countermeasures' section.

Make sure that countermeasures are designed to prevent recurrence of root causes.

Perhaps go back and improve the desired 'Target Conditions' as new ideas arise.

Perhaps use your 'Issues and Ideas' template (Issues.xlsx)
to document concerns and challenges with some proposed countermeasures.

Helpful Tools for this phase of the A3 process

Note: If you don't need the table in the A3 Word template, delete it.

This is your A3 Storyboard!

Obtain Phase 3 Approvals for Countermeasures

Before moving on to the 'Implementation Plan' section of your A3 Report,
you must first obtain all required approvals in the 'Countermeasures' column of your Approvals form.

Your mentor should be the last to sign off — after all other stakeholders have agreed that alternative measures have been sufficiently identified and improved upon.

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A3 Problem Solving hidden step

Choose Countermeasures

Toyota 8-Step Problem Solving does not include a step to 'Choose Countermeasures',
but we believe that this is important enough to deserve extra attention

 Once everyone's ideas have been heard and expanded upon...

Take time to pause, ponder, reflect, and think

It would be such a waste to go through all of this effort of the A3 Problem Solving Method

only to fumble the ball on the 1 yard line

because you skipped...

the single most important step

Take time to pause, ponder, think, and reflect

Take time for Hansei

 And then, once you and your team have taken time to reflect...

Choose countermeasures to implement

Edit this section of the A3 Report to include only
those proposed countermeasures that are proposed to actually implement.

 

Obtain Phase 4 Approval to begin Implementation

Before beginning to actually implement your 'Implementation Plan', primary decision-makers and the mentor must agree to authorize implementation of the proposed selected countermeasures.

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A3 Problem Solving Step 6

Implement Countermeasures

If you temporarily deleted the 'Implementation Plan' section to make room for countermeasures

then after you have removed the rejected countermeasures,
there should now be plenty of space available to copy and paste that section from your master template.

By the time you get to this implementation planning stage, there will be very little space available,

so you will almost always include just a short summary plan on the A3,

perhaps using a thumbnail image and/or a hyperlink for the user to drill down to your detailed plan.

Helpful Tools for this phase of the A3 process

Any of your Project Management Tools, including...

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A3 Problem Solving Step 7

Monitor and Evaluate Results

aka Effect Confirmation

Perform Periodic Reviews

If results are not acceptable...

then that should trigger a new PDCA cycle

Keep scheduling Periodic Reviews until the desired results prove to be sustainable.

Helpful Tools for this phase of the A3 process

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A3 Problem Solving Step 8

Standardize and Share Success

aka Follow up

After success is achieved,

summarize how it was standardized, socialized, and expanded to similar processes.

Standardize

Socialize

Tell your story. The problem your team faced, the way you analyzed it, the root causes that you identified, the countermeasures that you considered, why you chose the ones you chose, how your implementation plan started, and how you repeatedly revised it based on what you actually observed.

Helpful tools and methods: Team Board, Daily Stand Up Meeting, Lunch and Learn...

Expand

What other teams and processes might be able to do something similar?

Helpful tools: Lessons Learned (LessonsLearned.docx),
Potential Future Improvements (PotentialFuture.xlsx), Event Schedule (eventSchedule.xlsx)

Reflect

Later in his career, Edward Deming tried to change PDCA to PDSA

because he felt that the word 'study' captured what you should be doing in this phase better than the word 'check'.

Reflection (hansei) is unquestionably the most important component of the entire A3 Process,

and yet it is the most likely to be skipped.

Learning exercise:

Pause right now for 1 long minute
to truly and deeply reflect on what Henry Ford meant when he said,

"Thinking is the hardest work of all. That's why so few people do it."

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benefits

Benefits of A3 Thinking

• Provide a single, easy-to-use approach for solving ANY type of problem

  When everyone knows what someone means when they say "Let's do an A3", it frees people up to focus on the roots of problems — without needing to reinvent new ways of working together

• Encourage people to identify problems   

  And bring attention to them,
  in contrast to hiding problems, or pretending that there aren't any.

• Stimulate group dialog and creative problem-solving

  Building consensus based on objective, indisputable observed facts,
  in contrast to one person trying to 'sell' their pet ideas and subjective opinions.

• Break the bad habit of jumping to solutions before defining root causes

  and the bad habit of being the heroic fire fighter, instead of preventing fires in the first place.

• Encourage managers to manage the means of production

  by truly understanding the dirty details, in contrast to the just-show-me-results Management By Objective approach that is popular with so many MBA schools.

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tips

Advanced Tips

for how to use your A3 Report Template

printer

Use your A3 template with any printer

How to set up your printer — in Excel

For 2 side-by-side pages (8.5x11 or A4)...

Do nothing. This is the default, and you are ready to go.

For 11x17 or A3 paper size...

Page Layout > Size > Tabloid or A3,
and Orientation > Landscape

Tip: the list will contain only choices of paper sizes supported by your currently selected printer

To select a different printer (or plotter)...

File > Print > then use the dropdown list to select your desired printer (or PDF writer)

How to set up your printer — in Word

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links

Illustrations

Screen shots

Learn several easy ways to copy screen shots to your A3 Storyboard.

These could be screen shots of:

1. An entire chart, graph, report, or illustration
2. A 'highlight zoom' of just a segment

Scalable images

The A3 Author can drag the corner of an image to make it smaller.

Users of your electronic A3 Report can temporarily drag the corner of that image to make it larger, and then use the Undo command (CTRL+Z) to revert the image back to its smaller size.

Hyperlinks to related documents

Any image might also be accompanied with a hyperlink
to enable users of your electronic A3 Report to instantly drill down to related documents, such as:

Insert Sheet

Using your Excel A3 template,

you also have the option to use the button to Insert Sheet

(to have helpful sheets within a single Excel workbook)

Thumbnails

On an A3 size sheet of paper, there is very little room to tell a complex story.

One popular way to provide more details is to use a small illustration of highly summarized data, and then provide a hyperlink to allow users to drill down to the detailed source document.

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archive

Where to store archives of A3 Reports

Your company needs to establish your own policies for where to store:

• Paper archives

  Final (and key interim) paper documents are fan-folded, and stored in a 3-ring binder in date sequence.

• Electronic archives

  With file and folder naming conventions to avoid broken hyperlinks

  Save with all other electronic documents related to the same process.

  Might also include scanned images of hand-drawn paper documents.

Archive considerations:

1. All documents are stored in one accessible place

   Paper archives are in a publicly accessible 3-ring binder.

   Electronic archives can be socialized, shared, emailed, backed up, and not easily lost

2. During the project, save almost everything

   Your paper binder will get fat, and your electronic folder will quickly get full, so hopefully you were wise when you set up your file and folder naming conventions.

3. After the project, choose which iterations are worth saving for permanent record

   It is common to store only the final version publicly – while the author or mentor might privately store some of the iterative versions created along the way.

Go Back to Problem Solving

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Reading

Suggested Reading and Resources for

A3 Reporting and A3 Management

• Managing to Learn, by John Shook
• Understanding A3 Thinking, by Durward Sobek and Art Smalley
• A3 Problem Solving for Healthcare, by Cindy Jimmerson
• The Kaizen Event Planner, by Karen Martin and Mike Osterling
• Hoshin Kanri for the Lean Enterprise, by Thomas Jackson

More Suggested Reading

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