Question 1

What is an A3 report?

Accepted Answer

An A3 report is simply an 11 x 17 inch piece of paper outlined into several structured sections. The exact structure depends upon the type of A3 and the needs of the situation. A general one consists of the following pattern 1) Background, 2) Current Situation & Problem, 3) Goal, 4) Root Cause Analysis, 5) Action Items / Implementation Plan, 6) Check of Results, and 7) Follow Up. The report is used to standardized and simplify report writing, proposals, status updates, and other common methods of communication. The content follows the logic of the Plan-Do-Check-Act cycle.

Question 2

Where does the term A3 Thinking come from?

Accepted Answer

The term 'A3 Thinking' was coined in English by Al Ward, a researcher and consultant who studied Toyota's product development system. In Japanese, it is simply referred to as 'A san' where 'san' is the pronunciation for the Japanese number three (referring to the international paper size A3, which is 11x17 inches).

Question 3

Who invented A3 reports?

Accepted Answer

There is really no single inventor of A3 reports. Former manager of training at Toyota Isao Kato describes it more as a combination of forces including the PDCA cycle, the basic steps for a QC circle, the Toyota concept of making things visible at a single glance, and the humorous anecdotes of Taiichi Ohno refusing to read more than the first page of written reports. Instead he'd say 'let's go and see' and make people 'get the facts' while he tested their thinking.

Question 4

How is it used inside of Toyota?

Accepted Answer

There are a variety of uses that we were exposed to in our respective time inside Toyota some time ago (Prof. Sobek conducting dissertation research and Mr. Smalley as an employee). Three uses that are most common are 1) structuring thinking and telling a concise PDCA story, 2) generating discussion with supervisors or other departments for feedback, and 3) mentoring in terms of problem solving skills development. There are others but these are probably the most common starting points.

Question 5

Does everyone use them inside Toyota?

Accepted Answer

A3 reports are far more common than you might think. Virtually every employee has written one at different parts of their career. Far fewer people inside Toyota for example have ever drawn a value stream map or even a standardized work chart by way of comparison. The A3 concept is one that just about every person in the company has applied at some point in time and usually quite often. Today they are not used as often as in the past due to the development of the company. Still the embedded thinking process makes up an important part of the culture and language.

Question 6

How does A3 relate to other lean tools and concepts?

Accepted Answer

It really compliments anything in TPS (Lean Manufacturing). In fact we sort of cringe at the notion of calling it a tool. The last thing we want to see is another movement of starting QC Circles or drawing Value Stream Maps just for the sake of the activity. A3 Thinking is about a logical and critical thinking process that can be applied in any discipline. Think of it as a thinking pattern to be used in problem solving, improvement or any activity rather than a tool.

Question 7

What's the difference between an A3 report and A3 thinking?

Accepted Answer

An A3 report is the physical or digital document—the one-page summary of your problem-solving process. A3 thinking is the deeper discipline: the structured approach to understanding problems, analyzing root causes, developing countermeasures, and following through. You can create an A3 report without truly engaging in A3 thinking (just filling in boxes), or you can practice A3 thinking without ever creating a formal report. The real power comes from developing the thinking discipline, with the report serving as a tool to structure and communicate that thinking.

Question 8

Do all A3 reports follow the same outline and look alike?

Accepted Answer

Not at all. In fact you'd struggle to ever find two that looked alike. Other than the fact they fit on one sheet of paper and have common sections they are usually quite different when you read the content.

Question 9

Do you really only get to use one page?

Accepted Answer

The basic concept is indeed to put the main storyline on one 11 x 17 inch sized A3 paper. You'd be surprised how much you can communicate on a single page once you put your mind to it and eliminate the unnecessary information. When there is a lot of technical data or an engineering drawing for example used as an additional reference of course it can be provided as an attachment.

Question 10

Why would I go to all the trouble to put this information on one sheet of paper?

Accepted Answer

The flip side to the question is really why are you making the reader wade through dozens of pages, flip charts, PowerPoint slides, and hundreds of e-mails? Somehow we have substituted quantity of information in place of quality of communication in recent years.

Question 11

Can I create an A3 digitally, or does it have to be on paper?

Accepted Answer

While the original practice at Toyota used physical paper (hence the name), the thinking process is what matters most, not the medium. Today, people successfully create A3s using PowerPoint, Excel, Google Slides, specialized software, or even collaborative digital whiteboards for remote teams. The key is maintaining the discipline of fitting your story on one page and following the PDCA logic. Paper can be valuable for face-to-face mentoring and 'going to the gemba,' but digital formats work well for collaboration, archiving, and sharing across distributed teams.

Question 12

What are common mistakes when creating your first A3?

Accepted Answer

Common mistakes include: 1) Jumping to solutions before understanding the problem, 2) Including too much detail or making it too busy to read at a glance, 3) Treating it as a form to fill out rather than a thinking process, 4) Working in isolation instead of seeking feedback and dialogue, 5) Skipping root cause analysis and proposing superficial countermeasures, and 6) Considering the A3 'done' when it's written, rather than using it as a living document through the PDCA cycle. Remember, the A3 is a tool for developing your thinking and facilitating conversation, not just documentation.

Question 13

Can A3 thinking be used outside of manufacturing?

Accepted Answer

Absolutely. While A3 originated at Toyota in manufacturing, the PDCA-based thinking process applies to any domain where problems need solving or improvements are needed. It has been successfully applied in healthcare (improving patient safety and flow), software development (technical problem-solving and project planning), education (curriculum improvement), service industries (process improvement), and even personal life decisions. The structured thinking process works anywhere you need to understand a situation, identify root causes, and implement effective solutions.

Question 14

How can I learn more?

Accepted Answer

The book 'Understanding A3 Thinking' is a good place to start and provides a comprehensive foundation. On this website, you'll find downloadable templates, sample exercises, and our AI A3 tools including prompts to guide you through the problem-solving process. Various consultants and organizations also offer specialized training. However, the best way to learn is by doing—create an A3 for a real problem you're facing and have someone with experience critique your work and thinking process.

Question 15

How does A3 work with AI tools and assistance?

Accepted Answer

AI can be a helpful thinking partner in the A3 process. Our AI A3 Prompts Library provides guided prompts for each step of the A3 process—from clarifying background to conducting root cause analysis to checking results. AI can help you ask better questions, challenge your assumptions, suggest analytical frameworks, and provide feedback on your thinking. However, AI is a tool to enhance your thinking, not replace it. You still need to go to the gemba (the actual place), gather facts, engage stakeholders, and develop your own problem-solving capability. Think of AI as a virtual coach or thinking partner, not an answer machine.

Frequently Asked Questions

Foundation

Toyota Context

Philosophy & Approach

Format & Practicalities

Getting Started