How to use Toyota’s legendary A3 problem solving technique

If you came home one day and found your kitchen taps on full-blast and your house full of water, what’s the first thing you’d do? Grab a bucket and start scooping, or turn off the tap? That’s the kind of question A3 problem solving is built to answer — by helping you focus on the root cause, not just the symptoms. 

It’s a structured, visual method that brings clarity to complex problems, and helps teams make smarter decisions when the pressure is on. Here’s what you need to know. 

What is the A3 technique?

When it comes to problem-solving, many of us take a rushed, reactionary approach rather than fixing the issue at the source. 

So in other words, we see the water flooding in, panic, and start flapping. If this sounds like something you’ve done recently, then don’t feel too bad: when the pressure’s high, we often jump towards the quickest fix, as opposed to the most effective one.

The A3 technique is a structured approach to problem solving that efficiently addresses the root cause of an issue. It’s part of the Lean methodology developed by Toyota back in the mid-’40s. But this doesn’t mean you need to implement a Lean way of working to take advantage of this process — it can work as a standalone exercise.

Where did the A3 problem solving technique come from?

Granted, A3 isn’t an inspiring name, but the story of its origins is actually pretty interesting. 

Rumour has it that Taiichi Ohno, inventor of the Toyota Production System, refused to read past the first page of any report. In response, his team created A3 to address and summarize problem-solving on one side of A3-size paper. 

The A3 technique played a huge part in Toyota’s success and all kinds of industries have since adopted it. 

What are the benefits of the A3 problem-solving technique? 

A3 offers a simple, yet powerful way to tackle challenges in any field. Yes, any! Here’s how it can help. 

1. Clear focus
   The A3 approach pushes you to think carefully about what’s going wrong, why it’s happening, and what you can do to fix it. And by putting everything on a single page, you get a direct view of both the problem and the fix. 

2. Better problem solving
   A3 improves problem-solving skills by focusing on thorough analysis and practical solutions. It teaches you to look at problems from different angles, leading to smarter and more lasting fixes, which you can then build into your company culture.
   
3. Better communication
   Putting the problem and the solution on one page helps everyone understand it better. Team members, managers, and stakeholders can all see the same information, which helps keep everyone on the same page (no pun intended).
   
4. Root cause understanding
   Remember our tap and flood analogy? A3 doesn’t just treat the symptoms of a problem. It digs deeper to find the root cause. This means the solutions you put in place are more likely to work long-term and stop the problem from coming back.
   
5. Smoother collaboration
   The A3 process encourages teamwork, because people from different areas need to come together, share ideas, and mastermind a solution. That invariably gives you something that’s better than what one person could have done alone.
   
6. Easy to track progress
   It’s easy to get lost in paperwork and tasks when you’re in a panic. The A3 document is a handy record that you can use as a benchmark for checking progress.
   
7. Continuous improvement
   Since A3 is often used in iterative cycles, it helps drive ongoing improvement. You’re always learning, adjusting, and getting better at solving problems, making your team more effective over time. And that A3 document serves as both a signpost to something better, and a benchmark for measuring the implemented improvements.
   
8. Easier planning
   A3 simplifies planning by breaking down the steps in a clear, manageable way. You can easily lay out what needs to happen and who will do it, then process this wealth of information at a glance.
   
9. A boost to company growth
   A3 supports better decision-making, reduces waste (a core component of Lean), and improves processes, all of which contribute to long-term success.

How to solve a problem with A3

The first thing to remember is this: A3 is collaborative and relies on good communication. It’s not something you should do by yourself.

There are three main roles involved:

• Owner (that’s you or someone under your charge)
• Responders
• Coach

As you’ve probably guessed, these aren’t roles that already exist in your company; you must create them for the purpose of this process. Here’s what they mean.

The owner 

This person is responsible for leading the exercise. They are the lynchpin between the two other roles, fostering good communication and keeping documents up to date. It’s tempting to think of the owner as the head of this trio, but that’s not true: everyone is equal here.

Here’s what they do:

• Define the problem clearly
• Collect and analyze data
• Identify root causes
• Develop and test countermeasures
• Coordinate with others to gather input
• Document the process on the A3 form
• Present findings and progress.

The mentor (or coach)

This is someone with solid problem-solving experience. Their job is to coach the owner and steer them toward finding a solution; it’s not their job to find the answers themselves.

Here’s what they do:

• Ask thoughtful questions rather than giving answers
• Give guidance on A3 structure and critical thinking
• Encourage reflection and deeper analysis
• Ensure the process stays focused and disciplined

The responder(s)

This is someone (or a group of people) who has a vested interest in the outcome of the A3 project. Responders might include the client, stakeholders, or managers. 

Here’s what they do:

• Share insights from their day-to-day experience
• Offer feedback on proposed ideas
• Help test and apply countermeasures
• Support the Owner by providing real-world context

A potential problem here is gaining access to them: if you work somewhere with a strict hierarchy — and you’re somewhere near the bottom of that structure — you may face challenges. There’s no easy way around this. Essentially, you need your organization to support this way of working and make it easy for you to access those at the top if needed.

How to create an A3 report

True to its origins, the A3 report is a one-page document. It typically contains 5-8 sections that systematically lead you towards a solution. These are the most commonly used steps, but feel free to modify them. The important thing is to get it all in topline format so you can fit it on a page. 

1. Background

Start by laying out the issue or opportunity. Explain why this topic is worth discussing and why it needs some attention.

• Describe the problem: Begin by clearly setting the scene — use facts and data to paint a clear and objective picture of the situation.
• State the impact: Talk about why this problem matters. What are the effects on the company, or the team? This helps everyone see why it’s a priority.
• Provide context: If needed, offer some background details like past attempts to tackle the issue, or trends in the industry.

2. Problem statement

The idea here is to get a clear view of the current situation and its issues, then gather the information you need for a solid analysis. 

You can use process mapping to see the different tasks that surround the issue. This isn’t essential, but it will make it easier for you to find the root cause.

• Collect data: Gather quantitative and qualitative data related to the problem. This might include performance metrics or customer feedback.
• Analyze the process: Break the process down into a series of steps so it’s easier to see where you have issues like  bottlenecks.
• Visualize the situation: Create charts or diagrams to show what’s going on. This makes it easier to see the problem.  

3. Goals

Now that you’ve got a handle on the problem, let’s set some clear targets for improvement. This keeps the team focused while giving you a concrete way to measure success.

• Set specific goals: What does success look like? It might mean cutting down on defects, or boosting customer satisfaction.
• Make goals measurable: Create metrics or KPIs to track how you’re doing. Be specific here. For example, instead of saying “cust customer complaints”, go for “cut customer complaints by 21% over the next six months”.  
• Align goals with strategy: Be sure to tie your goals to bigger business objectives, like quality improvements or happier customers.  

4. Root cause analysis

Instead of nose-diving into the visible issues, you want to get to the bottom of what’s going on. That way, the problem is less likely to rear its head again. You can use different methods to help you here, including 5 whys or a fault tree analysis.

• Use simple problem-solving tools: Try using something like the 5 Whys or a Fishbone Diagram (aka ‘Ishikawa’). The 5 Whys is just about asking Why? You guessed it — five times until you find the main issue.  
• Analyze the situation: Look at this from every angle. Perhaps you have more than one issue at work here. Consider flaws in the process, equipment that’s not working, mistakes by people, communication breakdowns, and more. 
• Get input from others: Since we all have blind spots, talk to your team and people affected by the problem to see if they have ideas about what the cause could be. 

5. Countermeasures

In this step, you’ll come up with ideas to fix the main issue. The goal is to find simple and practical solutions. Good countermeasures go straight to the heart of the issue, paving the way for improvement.

• Brainstorm solutions: Get the team together to share ideas and create a list of possible fixes. Think outside the box, but make sure they’re feasible and will make a difference.
• Evaluate your options: Look at each idea and see how well it tackles the root issue. Think about the costs, resources, and time it’ll take to get set up. 
• Choose the best fix: You might need to find a balance between ‘most effective’ and ‘most realistic’. Make sure your choice fits your overall goals and doesn’t lead to more issues, like unsuitable time and money demands. 

6. Implementation

It’s time to get things rolling. Now it’s time to get the solution up and running, including an action list with roles and responsibilities. Note, project management software is useful here because it allows the team to track each other’s progress in real time.

• Develop an action plan: List out the steps to make the solution work. Decide who’s doing what, set some deadlines, and figure out what resources you need.
• Communicate the plan: Keep everyone in the loop (including stakeholders) so they know their role to play. 
• Execute the plan: Implement the solution. Follow your plan and keep an eye on how things are going.

7. Follow-up

Once you’ve put your plan into action, it’s crucial to see if it actually worked. This step is all about checking the results and making changes if needed. Staying on top of this is important for future success.

• Keep an eye on performance: Look at the metrics you set earlier to see if the solution is making a difference. Are things getting better? Is the problem being fixed?
• Get feedback: Check in with your team and other involved people to hear their thoughts on how well the solution is working and if there are any issues.
• Make changes if needed: In the spirit of Lean (continuous improvement), go back to the drawing board if the solution isn’t hitting the mark. Reassess the problem, the root cause, and the steps you took. Adjust what’s needed and try again. And if it is a success, make this process the new standard.

8. Standardize and share

Once you know the solution works, it’s time to make it the new norm. This means putting it in place and sharing what you’ve learned. This helps ensure the new changes stick, while sharing helps others learn and apply these ideas to their own challenges.

• Document the solution: Write up clear instructions, standard operating procedures (SOPs), or training materials that include the new approach.
• Share learnings: Let the rest of the team or organization know about the results from the A3 process. Talk about what went well, what didn’t, and how you fixed the problem.
• Encourage continuous improvement: Motivate the team to keep looking for better ways to improve processes and tackle problems using A3 or similar methods.

Project management tools turn talk into action

The A3 problem solving method is a simple but mighty approach that leads to lasting results. Beyond being a guiding light in times of pressure, A3 is a great team-building exercise because it encourages people to pull together towards a common goal. Combine it with project management tools designed to help teams track progress and work together? You’ll be unstoppable! Give it a try for free today. 

This post was originally published on February 21, 2020, and updated most recently on May 16, 2025.