Based on the popular book: Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (2008), by Durward K. Sobek II, a synopsis has been presented here.

1. Understanding A3 Thinking: A Critical Component
of Toyota's PDCA Management System
a synopsis
Sumit Lokhande

2. The A3 Method
• The A3 format is used by Toyota as the template
for three different types of reports:
▫ Proposals
▫ Status reports
▫ Problem solving

3. What and Why A3?
• Anytime you wish to clearly tell a story, especially
when you wish to simplify or clarify a complicated
issue
• Can be used as a jumping off point for Kaizen• Can be used as a jumping off point for Kaizen
• Provides a clear and concise method of reporting
information
• Method of operation is visible and accessible to all
• A continuous improvement activity
• Use to teach problem-solving
• Creates efficient working environment

4. The A3 Method
• The steps through which the structured A3
Problem Solving template takes a team are:
1. Identify the problem or need1. Identify the problem or need
2. Understand the current situation/state
3. Develop the goal statement – develop the target state
4. Perform root cause analysis
5. Brainstorm/determine countermeasures
6. Create a countermeasures implementation plan
7. Check results – confirm the effect
8. Keep the plan in place!

5. Background:
• Make the business case
for selecting the problem.
• Clearly state how the
problem impacts the
business
Current Condition/
Problem Statement:
• Indicate the magnitude
of the problem and
specific effects on the
qualitative scale.
Root Cause Analysis:
• Why are we
experiencing this
problem?
• Use a root cause tool
like Fish Bone, 5 Whys or
Pareto.
Target Condition/
Goal Statement:
• What are you trying to
achieve and by when?
• Predict the expected
improvement ,
specifically &
quantitatively.
Implementation
Plan:
• List actions that will be
taken by whom & by
when, in order to realize
the target condition.
Follow Up:
• How will the
effectiveness of the plan
be measured, when will it
be measured and by
whom.
• Record results of follow
up.

6. The Problem Solving Template (A3)
 The A3 Problem Solving template lays out an entire plan,
large or small, on one sheet of paper.
 It should be visual and extremely concise.
 It should tell a story, laid out from upper left-hand side to It should tell a story, laid out from upper left-hand side to
lower right, which anyone can understand.
 What is important is not the format, but the process and
thinking behind it.
 It fosters dialogue.
 It develops problem solvers.

7. PlanPlan--DoDo--CheckCheck--ActAct

8. ProblemProblem--Solving StorySolving Story

9. Final thoughts
• A3s are deceptively simple.
• A3 reports — and more importantly the
underlying thinking —embody a critical coreunderlying thinking —embody a critical core
strength of a lean company.
• A3s serve as mechanisms for managers to
mentor others in root-cause analysis and
scientific thinking, while also aligning the
interests of individuals and departments
throughout the organization by encouraging
productive dialogue and helping people learn
from one another.

10. Reference
• Understanding A3 Thinking: A Critical
Component of Toyota's PDCA Management
System (2008),System (2008),
Durward K. Sobek II