From Toyota's production system practice, which credits no single author, as set out by Durward K. Sobek II and Art Smalley (Understanding A3 Thinking, 2008) and by John Shook (Managing to Learn, 2008).
Fits a whole problem onto one A3 sheet (background, current condition, target, root cause, countermeasures, plan, and follow-up) and revises it with peers until the reasoning holds.
When to reach for it
When an operational problem needs joint diagnosis and a documented plan, and the thinking behind it should be visible enough to coach.
How it runs
- State the background and why the problem matters.
- Describe the current condition with numbers.
- Set the target condition and how it will be measured.
- Analyze root causes, then list countermeasures against them.
- Add the plan and the follow-up checks.
- Review the sheet with peers and a coach, revising each draft.
Where it sits in SOLVE eX
- 1.2 Writing the Problem Statement
- 4.1 Root Causes and the Case for Going Back
- 6.2 Creating an Action Plan
Go to the source
- Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System, 2008
- Managing to Learn: Using the A3 Management Process, Lean Enterprise Institute, 2008