What is the A3 Report?

The very name of the method comes from the format of the sheet on which the A3 report is made. The dimensions of the sheet are 297mm by 420mm. On a sheet of this size it is possible to put the most important information that should be included in the report.

The A3 report was initially used by Japanese automotive company Toyota. Today it is used by companies around the world, regardless of industry. The A3 Report contributes to employee development and supports the process of continuous improvement.

The A3 report, like 8D report, is based on the Deming cycle under the principle “a problem well defined is a problem half solved.”

For what purpose is the A3 report used?

• To standardize the process of carrying out projects in the organization.
• As a tool for solving problems in the enterprise.
• To determine the responsibility of individuals for the performance of specific tasks within the analyzed problem or project.
• As a source of information for decision-making.
• To disseminate effective solutions and good practices, developed during the project.
• As a medium for presenting information in a pictorial, concise and simple manner.
• To effectively carry out the process of implementing changes in the company.
• As a graphical form for presenting the activities carried out within the project.

7 steps of A3 report

Header – here we put information such as the date of opening the project, the name of the project, the team, the codification of the report (allowing to identify a particular project).

1. Description of the problem – describe the problem in a concise, factual and understandable way. A good practice is to describe the problem with a value – such as the OEE indicator.
2. Current conditions – we describe the discrepancy between the expected and actual state. We operate on facts, not hunches.
3. Objective – we define the objective and the measure that will be used to assess its achievement. The goal should be formulated using the SMART method.
4. Root cause analysis – this stage requires thinking about what is causing the problem. The tools used are aimed at finding the root cause of the problem, these include: 5Why, Parteto chart or Ishikawa diagram.
5. Remedies – we propose remedies, using the creativity of employees and for example, brainstorming.
6. Action plan – including a description of the activity, the person responsible for implementing the activity, the planned date for completing the task and its status.
7. Verification of the effectiveness of the activities – at this stage we answer the question, “did we achieve the objectives?” If the goals are not achieved we make changes in procedures, work standards, etc. On the other hand, if the goal is achieved, we move to standardize new solutions.

Additional information – the planned date of closure of the project and the actual date of completion, the signature of the team leader and supervisor.

Following a structured scheme of action helps change the mindset of employees, from where it is often said about the A3 report that “it’s not a method, it’s a state of mind.“

Best practices – how to effectively conduct an analysis

• Walk away from your desk. Go to the place where mistakes occur according to the “Gemba” principle, which you can read about here.
• Organize a comfortable workspace – take care of ergonomics.
• Involve an interdisciplinary team in the analysis. Ensure that the team includes representatives from different areas of the company. Do not forget about the people who are closest to the process affected by the problem. They are the most valuable source of information.
• Choose a team leader who will lead the team through all stages of the analysis and stimulate creative thinking.
• Set rules for communication and ensure a good working atmosphere.
• Use graphical presentation of data in the report. Use drawings, charts and diagrams.
• Use simple language. Don’t use difficult technical terminology or abbreviations unfamiliar to others.
• Show off the results. Present the results to the board. Appreciate the team.