And the Leanscape checklist to raise the standard of your A3s
A3 thinking is one of the most powerful tools in Lean. When used well, it aligns teams, sharpens thinking, and drives meaningful improvement. When used poorly, it becomes little more than a form to complete.
At Leanscape, we see A3s not as documents, but as evidence of disciplined problem-solving capability. A strong A3 tells a clear story: why the problem matters, what is really happening, what is causing it, and how we know the actions worked. At the start of the A3 process, it is crucial to understand the context of the problem, as this background shapes the approach to effective problem-solving.
The A3 template is designed to guide users step-by-step through the problem-solving process, helping them document findings, communicate with team members, and ensure a structured approach.
A3 templates are widely used in manufacturing, healthcare, and service industries. For example, an A3 template might be applied to reduce patient wait times in a hospital by mapping out the current process, identifying bottlenecks, and implementing targeted improvements.
This article explains what good A3 problem solving looks like in practice—and finishes with the checklist we use to coach, review, and assess A3s across organisations.
Introduction to A3
A3 problem solving is a structured approach designed to tackle complex problems in a concise and visual way. Developed by Toyota, this methodology uses a single sheet of paper—known as A3 size (roughly 11×17 inches)—to guide teams through each step of the problem-solving process. The power of A3 lies in its ability to distil complicated issues onto one sheet, making it easier for teams to focus on root causes, develop effective solutions, and implement sustainable changes.
Rooted in Lean thinking, A3 problem solving emphasises collaboration, continuous improvement, and clear communication. By bringing the entire team together around a shared process, organisations can address business challenges more effectively and ensure that solutions are both practical and lasting. The visual and concise format of the A3 sheet helps teams stay focused, align on decision making, and drive meaningful improvements across a wide range of industries—from manufacturing and construction to design and service sectors.
Benefits and History
The benefits of A3 problem solving are far-reaching. By providing a structured approach to problem solving, A3 helps teams collaborate more effectively, communicate findings clearly, and address complex problems with greater efficiency. The methodology’s origins date back to the 1940s, when Toyota introduced the A3 process as a way to simplify decision making and standardise problem solving across the organisation. The name “A3” comes from the international paper size chosen for its clarity and ability to capture the entire problem-solving journey on a single, easily referenced document.
Over the decades, A3 problem solving has become a cornerstone of Lean thinking, supporting continuous improvement and the development of sustainable solutions. Organisations around the world now use A3 templates to document their problem-solving process—from defining the problem statement and analysing root causes to implementing solutions and evaluating results. This standardisation not only streamlines communication but also helps teams learn from each project, building a culture of knowledge sharing and ongoing improvement.
Why So Many A3s Fall Short
Most weak A3s do not fail because of a lack of effort. They fail because the thinking behind them is unclear.
Common issues include:
- Problems that are poorly defined or unquantified
- Root causes that sound plausible but are unproven
- Countermeasures that treat symptoms rather than causes
- Actions completed without confirming whether they worked
The result is activity without learning—and improvement that does not stick.
High-quality A3s avoid these traps by making thinking visible and testable at every step.
Start with Purpose, Not Templates
Every effective A3 starts with a clear reason for action.
The background should explain why the problem matters now and how it connects to organisational objectives. It is essential to clearly define the context surrounding the problem at the outset, ensuring that the environment and circumstances influencing the issue are well understood. Whether the driver is cost, quality, delivery, safety, morale, or growth, the link must be explicit.
If an A3 cannot answer the question “Why should a leader care about this?”, it is unlikely to gain traction or support.
Understand the Current Condition Before Jumping to Solutions
Analysing the current situation is the foundation of the entire A3. Weak understanding here guarantees weak solutions later.
Strong A3s describe the current situation as it actually is, using data and evidence rather than opinions or anecdotes. It is essential to gather data to accurately analyse the current situation and ensure a factual basis for problem-solving. Teams should analyse the data collected to better understand the root causes of the problem. They make the gap between current performance and desired performance visible and unambiguous.
Just as importantly, they define the actual problem, not just its symptoms. Complaints, incidents, and frustrations are not problems unless they are grounded in facts and trends.
A useful test is this:
Could someone unfamiliar with the area understand the problem in two minutes?
Define Success Clearly
A3s are not exploration documents; they are problem-solving tools.
That means success must be clearly defined. A strong goal statement specifies what will improve, by how much, and by when. It aligns directly with the problem and with wider business priorities.
Vague goals create vague solutions. Clear goals sharpen focus and guide decision-making throughout the A3.
Go Deep Enough to Find the Real Causes
Root cause analysis is where many A3s lose credibility.
Effective analysis considers people, process, equipment, materials, and environment. It uses structured thinking—such as 5 Whys—and, critically, it is grounded in observation and evidence from the gemba.
A key question to ask is:
If this cause were removed, would the problem reasonably disappear?
If the answer is unclear, the analysis has probably not gone deep enough.
Design Countermeasures That Change the System
After identifying root causes, teams should brainstorm potential countermeasures to generate a range of possible solutions before selecting the most effective ones.
Countermeasures should follow logically from the root causes. If there is no clear link, the A3 becomes a list of disconnected actions.
Strong countermeasures:
- Address causes, not symptoms
- Focus on prevention rather than detection
- Change the system, not just behaviour
- Have clear ownership and timing
At Leanscape, we are particularly cautious of countermeasures that rely on reminders, additional checks, or heroic effort. These rarely lead to sustainable improvement.
A3 Reporting and Documentation
A3 reporting is a vital part of the problem-solving process, providing a clear and concise way to communicate findings, solutions, and implementation plans to all stakeholders. Each A3 report follows a structured approach, typically including sections for background, current state analysis, goal definition, root cause analysis, countermeasures, and follow-up actions. This format ensures that every aspect of the problem is addressed and that solutions are thoroughly analysed and implemented.
Effective A3 reporting relies on clear communication and the use of visual aids—such as fishbone diagrams—to help teams identify root causes and present data-driven analysis. By documenting the entire problem-solving process, teams can reflect on lessons learned, identify opportunities for further improvement, and create a valuable knowledge base for future projects. The A3 template serves as a practical tool in this process, standardising how information is captured and shared, and ensuring that all stakeholders are aligned throughout the project lifecycle.
Confirm Whether the Actions Worked
An A3 is incomplete without confirmation of effect.
The same measures used in the goal statement should be used to verify results. Performance should be tracked before and after implementation, ideally shown visually.
If performance has not improved as expected, that is not failure—it is learning. Strong A3s reflect honestly on what was missed or misunderstood and use that insight to refine the next step.
Lock in the Learning
The final responsibility of an A3 is to ensure the improvement lasts.
This means updating standards, routines, or processes; defining ongoing ownership; and sharing learning beyond the immediate team. In many cases, it also means checking whether similar problems exist elsewhere in the organisation.
An A3 should not end with implementation. It should end with capability built and learning shared.
Best Practices for A3
To get the most out of A3 problem solving, organisations should follow a set of best practices that emphasise structure, collaboration, and continuous improvement. Start by clearly defining the problem statement and gathering data to understand the current state. Use tools like the fishbone diagram to identify root causes, ensuring that analysis is thorough and evidence-based. When developing countermeasures and implementation plans, involve stakeholders and use their feedback to focus on sustainable solutions that address the true root of the problem.
Regular evaluation and follow-up are essential to confirm that solutions are effective and to drive further improvement. Standardising the A3 process across teams helps build organisational knowledge and ensures consistency in problem solving. By adopting these best practices and leveraging the A3 template, businesses can enhance decision making, foster collaboration, and achieve lasting success in addressing complex problems. The A3 methodology, with its focus on clarity, conciseness, and teamwork, remains a powerful tool for driving continuous improvement and sustainable results.
The Leanscape A3 Checklist
A practical guide for high-quality A3 thinking
Use this checklist to review your own A3, coach others, or assess problem-solving capability consistently across teams. It is not about box-ticking; it is about the quality of thinking behind the A3.
1. Background & Purpose
Are we solving the right problem, for the right reason?
☐ Is the theme of the A3 clear and accurately reflected throughout?
☐ Is the problem explicitly linked to organisational or operational objectives?
☐ Is the business impact clear (cost, quality, delivery, safety, morale, growth)?
☐ Is it obvious why this problem is worth addressing now?
☐ Would a senior leader quickly understand why this A3 matters?
2. Current Condition & Problem Definition
Do we clearly understand the situation as it is today?
☐ Is the current condition described clearly and logically?
☐ Are facts and data used rather than opinions or assumptions?
☐ Is the problem framed as a gap between current and desired performance?
☐ Is the actual problem clearly stated (not just symptoms)?
☐ Is the problem quantified (size, frequency, trend, cost, risk)?
☐ Could someone unfamiliar with the area understand the issue without explanation?
3. Goal Statement
Is success clearly defined?
☐ Is there a specific, measurable goal or target?
☐ Does the goal directly address the stated problem?
☐ Is it clear what will improve, by how much, and by when?
☐ Are the measures aligned with business priorities and KPIs?
☐ Is the goal both realistic and challenging?
4. Root Cause Analysis
Have we identified the true causes of the problem?
☐ Is the analysis broad enough to consider people, process, equipment, material, and environment?
☐ Has structured thinking been applied (e.g. 5 Whys)?
☐ Is there a clear cause-and-effect relationship demonstrated?
☐ Are conclusions supported by evidence from data or observation?
☐ Have assumptions been tested at the gemba?
☐ If the root cause were removed, would the problem reasonably disappear?
5. Countermeasures
Are we addressing causes, not symptoms?
☐ Are the countermeasures clearly defined and easy to understand?
☐ Do they directly link back to the confirmed root causes?
☐ Are they focused on prevention rather than detection or correction?
☐ Is ownership clear (who, what, by when)?
☐ Is the implementation sequence logical and realistic?
☐ Is it clear how the effectiveness of the actions will be checked?
6. Confirmation of Effect
Did the actions actually work?
☐ Are the same measures used as those defined in the goal statement?
☐ Is performance tracked before and after implementation?
☐ Has performance moved in line with the target?
☐ Are results shown visually where appropriate?
☐ If results fell short, is there honest reflection on what was missed or misunderstood?
7. Follow-Up & Standardisation
Are we locking in the learning?
☐ What is required to prevent recurrence of the problem?
☐ What actions remain incomplete or require further investigation?
☐ Have standards, processes, or routines been updated?
☐ Who else in the organisation needs to be informed or involved?
☐ How will this learning be communicated and sustained?
A Final Leanscape Sense Check
Before submitting or presenting your A3, ask yourself:
- Does this A3 tell a clear, logical story from problem to outcome?
- Does it demonstrate structured thinking rather than activity?
- Does it follow a structured problem solving approach?
- Would it build confidence in my problem-solving capability?
- Could someone else use it to solve a similar problem?
If the answer is yes, the A3 is doing what it is meant to do.
Remember, following the PDCA cycle is essential in the A3 process to ensure continuous improvement and effective results.
From Documents to Capability
At Leanscape, A3s are a means to an end—not the end itself. Used well, they develop people who can think clearly, act decisively, and learn continuously. The person responsible for completing the A3 report is often called the ‘champion’, highlighting their leadership role in guiding the problem-solving process.
This checklist reflects the standard we expect from organisations serious about operational excellence—and from individuals who want to become exceptional problem solvers. The responsibilities of the champion include leading the A3 process, while team members are responsible for supporting data collection, analysis, and implementing action steps to ensure the process is followed effectively.
