Problem Solving
A systematic approach to close gaps
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What Is Problem Solving?
A structured methodology for identifying, analyzing, and resolving the gap between current conditions and desired outcomes.
Problem solving in the Toyota tradition is fundamentally different from firefighting or quick fixes. It's a disciplined, scientific approach to understanding the gap between where you are (current state) and where you want to be (target state).
The foundation of good problem solving is clear problem definition. As the saying goes, "A problem well-stated is a problem half-solved." This means quantifying the gap, understanding who is affected, and clarifying what success looks like—before jumping to solutions.
Toyota's problem-solving approach emphasizes going to see (genchi genbutsu), gathering facts over opinions, understanding root causes before implementing countermeasures, and learning through iteration. The A3 report format is simply a tool for documenting and communicating this thinking process.
- •Any significant gap between current and expected performance
- •Recurring problems that quick fixes haven't resolved
- •When you need to build organizational capability, not just fix issues
- •Complex situations requiring multiple stakeholders to align
- •As a coaching and development method
- •Known solutions that just need execution
- •Crisis situations requiring immediate containment
- •Problems completely outside your sphere of influence
- •When the 'problem' is actually just normal variation
- •Jumping to solutions before understanding the problem
- •Confusing symptoms with root causes
- •Not going to see the actual work being done
- •Relying on opinions instead of data
- •Declaring success without measuring results
Standard Example
Theme: Reduce packaging errors on Line 3
Background: Line 3 packages 2,000 units/day for our largest customer. Contract requires 99.9% accuracy.
Current Condition:
• Error rate: 15 per 1,000 (1.5%)
• 30 complaints this month
• $45K in rework and expedited shipping costs
Target Condition:
• Error rate: 1 per 1,000 (0.1%) by end of Q2
• Zero customer complaints about packaging
• Eliminate expedited shipping costs
Root Cause Analysis:
• 5 Whys on 20 recent errors revealed:
- 60% due to wrong label (barcode scanner not catching substitutions)
- 25% due to quantity errors (parts counted by hand)
- 15% due to documentation mismatch
Countermeasures:
1. Install verification scanner at pack station
2. Implement pre-counted kit system for high-volume SKUs
3. Update work instructions with visual standards
Results Check: Error rate dropped to 0.8 per 1,000 within 4 weeks.
Follow-Up: Standardize scanner verification across all lines.
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