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HOW TO USE A PROBLEM-SOLVING A3 REPORT

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A3 Report

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As with all Lean initiatives, problem-solving and root cause analysis should be done in an orderly and logical way.

If Lean teams simply sat around a table and asked, “What do you think the problem is, and how should we go about fixing it?” they’d end up with a vast array of answers, which would depend on who they’re directing their questions to.

By agreeing upfront to use a tried and trusted problem-solving method, true root causes can be established and problems can therefore be fixed where they actually start (at the root). Importantly, the way in which the A3 report is built means that those impacted by or involved in the issue will have been engaged in the process of creating the A3, so shared understanding is a powerful outcome. A problem-solving A3 is a great tool to find the root cause of a problem.


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The most noteworthy lesson we can give you in problem-solving A3 reports is to not fixate on filling out the report 100% correctly or perfectly. A3 thinking is so much more than the piece of paper it’s written on.

Rather, problem-solving A3s should be viewed as part of a culture or philosophy of problem-solving. Though A3 reports are similar in appearance, there may be instances where a certain degree of customisation is required depending on your unique needs. The learning in A3 problem-solving can be retrospective in that as you go deeper into the exercise, you learn more about the parts or processes that went before. If so, don’t be afraid to go back and change/adjust/refine your A3 report – for this reason it is highly recommended to work in pencil, with eraser in hand!

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As the name suggests, A3 reports are just that: A3 in size. They are not supposed to be crammed onto a small computer screen for projection onto a boardroom wall — A3s are supposed to be:

› a way to solve problems (so the details will differ)› graphic (pictures, photographs, graphs, charts), not text intensive› collaboratively completed — it’s no use one person filling out the report — it should

be the result of collaborative work between people who are intimately involved with the issue, mostly via multiple interactions and occasional group sessions

› hard copy, not on a computer screen› A3 in size (no bigger, no smaller)› visible to all affected stakeholders — ideally

placed on a noticeboard in a high-traffic area

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As stated, A3 reports can differ in appearance, but here are some basics around building an A3 report:

The problem statement is also known as the ‘Theme’. This is the area that names the problem, and generally gives the reader a good idea as to what the PDCA exercise aims to achieve (this is not a statement of objectives though). Provide quick context by listing any other relevant information such as which department this A3 pertains to, the team leader and team name, the time frame (or date, or resolution deadline goal). This is also a section which can detail any background information or knowledge that is essential to the exercise. For example, let’s call this A3 ‘Improving Packing Machine Performance’.

SECTION 1: PROBLEM STATEMENT

GOOD TO KNOW IN THIS SECTION:Problem-solving A3 reports should not be ‘wordy’. Try to state the problem as succinctly as possible.


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SECTION 2: CURRENT CONDITION

This is the section that shows the ‘Proof’ of the problem statement. In our example, our problem is that the packing machine is underperforming. In such a case, we could insert a picture of the broken part of the machine, or if we don’t know what’s causing the problem (the root cause), we could insert packing machine performance charts or any other proof that would show the reader that the machine is not working optimally.

GOOD TO KNOW IN THIS SECTION:A3 reports should be graphic representations where possible. Instead of writing an essay on what the problem is, show performance graphs or photographs, with quick descriptions of the problem. Try to avoid long passages of text or bullet points.


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SECTION 3: TARGET CONDITION (also known as ‘Goals’)

The Target Condition (or Goals) section should be specific enough to be measurable. In our example, we can’t write something as vague as ‘Improve performance of the packing machine’ or ‘Decrease downtime of the packaging machine’. Rather give a detailed goal such as ‘Increase packing machine performance by 60% within three months’.

GOOD TO KNOW IN THIS SECTION:Ensure goals are reasonably attainable. Remember you can always come back and refine the goals (don’t forget your pencil!).


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This section unpacks your investigation to find the root cause of the problem. It’s therefore much more beneficial if this part of the report is filled out as and when the problem is being investigated (i.e. at the gemba, not the boardroom table). 5 Why is an excellent way to ascertain the root cause of a problem. Again, don’t get caught up in the details or ‘rules’ of 5 Why — if you find the answer in 3 or 4 or 7 whys, the exercise will be as beneficial.

HERE’S HOW THIS SECTION COULD LOOK:Problem: The packaging machine downtime is at an all-time high.

Why?

The machine is down 60% more in the last year than it has been over the last four years.

Why?

The machine experiences unplanned stoppages approximately every four hours.

Why?

The packaging tape dispenser keeps on jamming, causing the machine to stop.

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SECTION 4: ROOT CAUSE ANALYSIS


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Why?

The packaging tape dispenser’s cog is dry.

Why?

It has not been oiled in over a year.

ROOT CAUSE OF THE PROBLEM:The packaging tape dispenser’s cog isn’t being oiled regularly.

SOLUTION: Write into the standard work process that the packaging tape dispenser’s cog must be checked on a weekly basis; the cog should be cleaned and oiled every 1.5 weeks.

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This is the section where we detail possible improvements.

GOOD TO KNOW IN THIS SECTION:Remember that some improvements might not necessarily work, and you might need to come back here and try new ones. The point of this section is to try to make improvements that you feel will help to fix the problem. Detail what’s being addressed (Problem), what countermeasures/improvements will be done to try to rectify the problem (Action), who will carry out the improvements (Person Responsible), and give an expected deadline (Due Date). Finally, come back to write down findings.

SECTION 5: COUNTERMEASURES


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As discussed in the previous section, there may be improvement or countermeasures that don’t actually fix the problem. The only way of knowing this is by checking back to see if they were effective. These verification details go into this section. The verification details can be in the same format as you had inserted for the Current Condition section — so if you put machine performance charts in the Current Condition section, insert new and updated machine performance charts here.

GOOD TO KNOW ABOUT THIS SECTION:Don’t be afraid to write in this section that your improvements didn’t work – sometimes the only way to learn is through trial and error.

SECTION 6: IMPROVEMENT VERIFICATION


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This is the part where we can reflect on what additional changes or improvements can be made, especially if the countermeasures above weren’t as successful as we’d hoped.

DOWNLOAD AN A3 TEMPLATE

We believe that for these techniques to be sustainable, they shouldn’t be implemented in project-based silos or once-off improvement projects. Rather, they should be implemented as part of a process-driven integrative improvement solution. CLICK HERE for more information on TRACC.

GOOD TO KNOW ABOUT THIS SECTION:A3 philosophy is all about gaining a good understanding of the particular problem. If follow-up actions are necessary, don’t see this as failure to fix the problem in the preceding section. Rather see this as part of the problem-solving process.

SECTION 7: FOLLOW-UP ACTIONS


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Disclaimer: This guide has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this guide without obtaining specific professional advice. Competitive Capabilities International (CCI) does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this guide or for any decision based on it.

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