Back to Basics
Breaking It Down
Dissecting the problem-solving A3 report
a3 thinking is based on the plan-do-
check-act cycle. This powerful way of think-
ing is transcribed on a piece of paper (the
A3 report) a team of employees can use to
produce a desired outcome for a proposed
process. The A3 report is displayed on
ledger-sized paper (11 x 17 inches) and is
broken into different sections, each clearly
labeled and arranged in a logical flow.
The A3 report can be used for problem
solving, but there also are two other ways
of using it: a proposal A3 report and a story-
board A3 report. Each report has a slightly
different focus, and the experience level
of those facilitating the initiative may vary,
but the foundation behind each A3 will not
change.
Blocks to success
Similar to the define, measure, analyze,
improve and control method, the problem-
solving A3 has a specified path the user
must follow from beginning to end. Online
Figure 1, found on this article’s webpage
at www.qualityprogress.com, shows
Block 1 of A3 report /
1. Clarify and validate the problem.
The U-2 major phase inspection is averaging 15 days,
exceeding the 13-day inspection target, and cannot efficiently
sustain worldwide U-2 aircraft operational requirements.
U-2 major phase inspection days
Sept. 10, 2008 – Feb. 27, 2009
Actual O&M days
Average: 15 Trend = Up
O&M = operations and maintenance
80 QP • www.qualityprogress.com
BY Alberto Ayulo
a completed problem-solving A3 in its
entirety using the major phase inspection
process for a U-2 aircraft as an example.
The process is comprised of eight blocks,
the first of which is illustrated in Figure 1.
Remember there are an infinite number of
tools you can use throughout this process
to populate each block:
1. Clarify and validate the problem.
The team typically starts with a perceived
problem and uses data (quantitative, if
possible) to validate whether it is, in fact, a
problem. The completed first block is popu-
lated with a problem statement and data to
validate it (Figure 1).
2. Break down the problem and iden-
tify performance gaps. Next, the team
begins to dissect the problem statement
from Block 1 and determines the area of
focus. This is done using targeted data to
find specific focus areas that break down
the larger problem into bite-sized pieces.
The completed second block is populated
with data determining a focus area.
3. Set an improvement target. The
team determines what
figure 1 success will look like. The
improvement target, or
goal, must be relative to the
problem statement in Block
1. The completed third
block is populated with an
improvement target.
4. Determine root
causes. Using the focus
areas from Block 2, the
team determines the root
Good
Bad
causes. The completed
fourth block is populated
using root cause analysis
tools and highlights the
determined root cause.
5. Develop countermeasures. The
team takes the root cause from Block 4
and assigns specific countermeasures. The
countermeasures should only specifically
address the root cause and, in theory,
should solve the problem identified in
Block 1. The completed fifth block is
populated with any tool that will outline the
countermeasures.
6. See countermeasures through.
The team tracks the countermeasures
from Block 5 and ensures each one is ac-
complished. The completed sixth block is
populated with the tool used in Block 5 to
outline the countermeasures and updated
as each is accomplished.
7. Confirm results and process.
Depending on the course of action, the
team begins to track the results as counter-
measures are accomplished. After all are
completed, the team will use the data from
Block 1 to determine if the countermeasures
from Block 5 are improving the process. The
completed seventh block is populated with
continued data from Block 1.
8. Standardize successful processes.
The team will standardize process only af-
ter confirming successful results validated
in Block 7. The completed eighth block is
populated with tasks that were implement-
ed to standardize process.
As with any other framework, repeated
use of the A3 report is the fastest formula to
success, as each experience brings a differ-
ent outlook and a better understanding. QP
ALBERTO AYULO is the regional
continuous improvement manager for
the West Region of Johnson Controls
in Tempe, AZ. He has a master’s
degree in HR management from
Webster University in St. Louis. Ayulo
is an ASQ-certified lean Six Sigma
Black Belt and Project Management
Institute-certified project management professional.