A3 Problem Solving is one of the continuous improvement techniques. It summarizes all the steps related to current problems, analysis and solutions on a single A3 size page. In fact, paper size is not important in this technique. The important thing is that all the steps fit on one sheet of paper. That’s why teams need to summarize the problem, its solution, and the steps in between on a single page. A3 Thinking is based on the PDCA Cycle. Teams determine how to improve a product or service by applying PDCA steps. The A3 technique also visualizes steps using methods such as Kanban and Value Stream Mapping. This means that teams can create a highly efficient report by combining Kanban and Value Stream Mapping methods. When applied correctly, the A3 method offers businesses the opportunity to make better decisions and create more efficient processes. It also supports the development of a culture of collaboration. Why is the A3 Problem Solving Method Important? In the face of an existing problem, employees need to find the best solution as soon as possible. However, reports about the problem, analysis, steps to be taken, and solutions sometimes contain a lot of data. Reading pages of data, evaluating and applying it across teams is time-consuming. A3 thinking technique is the most useful technique that will speed up the process because it fits all the necessary information on a single page. It allows decisions to be made quickly. It improves the problem-solving skills of the teams so that they can offer the right solutions. Therefore, using the A3 technique in the problem solving process is extremely important and valuable. How to Create an A3 Report? There are five steps generally included in the A3 problem-solving process. These steps are listed below: Explaining the Current Situation: In order to solve a problem in the most accurate way, it is necessary to define in the best way possible why the current situation creates a problem. Providing Background Information: It is necessary to provide supporting data so that everyone understands the problem and its impacts on the business. You can use graphs and charts for this. Performing Root Cause Analysis: At this stage, you should use problem-solving techniques to find the root causes of the current problem and get to the root of the problem. This way, you can move towards developing an action plan. Developing an Action Plan: You can determine what measures you will take to eliminate the root causes, who you will involve, your expectations after implementing the measures, and what the date will be to review the results. Follow the Action Plan: The follow-up phase is where you can evaluate the results of your action and determine whether the problem has been resolved. You do not have to follow exactly the same steps as we mentioned above. The needs and processes of every business are different. Therefore, you can adapt the A3 steps to align with business goals and processes. Example for A3 Problem Solving Technique An example of A3 reporting, one of the methods used for problem solving in lean manufacturing and continuous improvement processes, is as follows: Report Title Reducing Production Line Downtime Background The production line at our site experienced a significant outage in the last quarter, which resulted in reduced production and increased costs. The goal is to reduce downtime by 50% and increase efficiency. Current Situation There are frequent stops on the production line. On average 5 pauses per day, each lasting 10 minutes. Daily production capacity is reduced by 15% due to stoppages. Goal Reduce stoppages by 50%. Increase daily production capacity by 10%. Reduce machine breakdowns by 30%. Reduce operator errors by 20%. Root Cause Analysis Machine Failures: No regular maintenance, old machine parts are used. Material Shortages: Supply chain disruptions, improper inventory management. Operator Errors: Inadequate training, unbalanced distribution of workload. Countermeasures (Creating an Action Plan) Machine Maintenance: A regular maintenance plan will be established and old parts will be replaced with new ones. Material Management: Supply chain processes will be reviewed and inventory management will be improved. Operator Training: Operators will receive regular training and workload will be distributed evenly. Follow-up Review Dates July 15, 2024 August 1, 2024 August 15, 2024 Metrics Monthly outage hours. Number of breakdowns. Inventory levels. Operator error rates. Results: The reduction rate of downtime Rate of increase in daily production capacity Reduction rate of machine breakdowns The reduction rate of operator errors Monitoring and Evaluation Monthly performance reports will be prepared. The impact of solution proposals will be regularly evaluated. New issues and opportunities for improvement will be identified. This example includes the basic components of A3 reporting: current situation, target situation, root cause analysis, proposed solutions, action plan, results and follow-up/evaluation. You can adapt this format to suit your own situation.
