A3 Problem-Solving – A Tool for Learning

Effective problem-solving sits at the core of Lean and Continuous Improvement. Among the many methods available, the A3 approach, developed at Toyota, remains one of the most powerful. It provides a standard one-page structure to capture the full story of a problem:

• The problem description

• Current conditions

• Root cause analysis

• Improvement options

• Countermeasures tested and implemented

• Follow-up plans

  
  

This simple, visual format helps teams communicate clearly and think logically. But the A3 is much more than a template or report.

More Than a Tool

Used properly, an A3 becomes a management process — a way for organisations to learn, reflect and build capability.

The real value lies in the dialogue between the A3 author (the owner of the problem) and the responder (the leader or coach providing guidance). As John Shook observed, “it takes two to A3.” The role of the coach is not to provide answers but to ask questions, challenge assumptions and strengthen thinking.

This approach encourages:

• Observation at the gemba

• Fact-based analysis

• A focus on process, not blame

• Engagement with stakeholders

• Ownership and accountability

When responsibility stays with the author, deeper learning occurs and confidence grows.

The Power of the Dialogue

Regular conversations between author and coach are essential. These discussions allow the author to explain their reasoning, share evidence and highlight progress. The coach’s questions test clarity and uncover gaps.

For example, in the “Current Conditions” section, the coach might ask:

• How much?

• How many?

• For how long?

• Where is the issue occurring?

• How do you know?

• Who has been consulted?

• What impact does this problem have?

These questions reveal the depth of understanding and the strength of the evidence. They also expose blind spots and prompt further exploration.

Coaching, Not Directing

This supportive dialogue should continue throughout the A3 development process. Coaches must resist the temptation to:

• Provide solutions

• Re-write the author’s work

• Intervene directly with the team

Instead, leaders adopt a patient, coaching style. They listen, challenge, and help the author explore options. This builds:

• Autonomy

• Motivation

• Rigour

• Better-quality countermeasures

Importantly, it also strengthens long-term capability. Each A3 becomes an opportunity to develop scientific thinking, so future problems are tackled with greater skill and confidence. Over time, the whole organisation benefits from a higher standard of problem-solving.