A3 Thinking

A systems approach to Problem Solving

A3 Thinking
RODULFO H. DAKAY JR., MIE, PIE, ASEAN Eng
Career History
• Head of Central Industrial Engineering and Facilities
Management, TMX Phils. Inc.
• Consultant, IEngage
• Part-time Faculty, College of Engineering, UC –Main
• Planner, Lexmark Int’l Phils
• Production Supervisor, Cebu Shiensei Corp.
Service to Engineering Profession
• 5th President, PIIE Cebu Chapter
• BOD / Trustee, PIIE Cebu Chapter
• BOD Chair, TMX Employees Consumers Multipurpose Cooperative
Professional Certification
• Certified Six Sigma Green Belt
• Trained in Project Management
• Timex Academy Lean, Six Sigma, TPM Training Facilitator
• Certified Freediver & Scuba Diver

TRAINER’S PROFILE
A3 Thinking
A3 Thinking
A3 Thinking
 Learning Outcomes

Understand how an “A3 Learn “A3 Structure” Learn “A3 Tool” as

Thinking” facilitates establishes a common logical, step-based
effective approach to language with other thinking process that
improvement Problem-solving deliver meaningful
Techniques results.

A3 Thinking
COURSE OUTLINE

1 Understanding Problem Solving Methodologies

2 A3 Thinking

3 A3 Template

4 A3 Steps and Tips

A3 Thinking
Let’s Begin with the End in Mind - A3 (Manufacturing)
A3 - Problem Solving
ID: A3 0# 12345 Title: Each MF Power Cooling Flow Error

A. Describe Problem / Issue C. Solve Problem / Issue

1 - Problem Description & Background / Containment Actions 5 - Countermeasures
Differences/
26.32 % of errors or equal to 5 runs out of 19 runs occurrence of "Each MF KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
Power Cooling Flow Errors" on 3G#5 Ion Plating Machine RUN #751, 888, 892,
Changes
897, 898 which were producced on wk31, 32 and 33. Each MF (Mid- Otherwise
What?
WHAT is the specific Frequency)
problem/defect? Power Cooling
Flow Error
WHAT specific part has
the problem?
2 - Current Condition Where? 3G#5 Ion On other 3G
WHERE is the problem on Plating Ion Plating
What are the facts and figures?
Machine Machines
Go and see (Workplace). the object?
26.32% of the errors or equal to 5 runs out of 19 runs at 3G#5 WHERE has the problem
encountered an "Each MF Power Cooling Flow Error" occured?
When? During RUN On previous
WHEN was the problem #751, 888, runs
observed? 892, 897, 898
WHEN were the defect
parts produced?
How Big? 26.32 % of 100% of the
HOW MANY objects have errors or runs
the problem? equal to 5
runs out of 19
HOW MANY deviations
runs
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who? Operated by Other
Zero occurrence of "Each MF Power Cooling Flow Error" or about Who is involved? Federick Specialists
Gallardo
73.68% improvemement from the current state

B. Find Root cause of Problem / Issue D. Validate Solution and Standardize

4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.

7 - Follow-up Actions
Is the solution helpful for others?
Perform Lessons Learned.

Area: Sponsor/Champion: Team: Start Date: Latest Update:

Star Magic Ryan Cayabyab 09/24/2021 01/05/2022
Department: Team Leader: Lea Salonga, Jake Zyrus, Moira Dela Torre, Angeline Quinto, Morissette End Date:
Recoding Dept. 01/04/2022

A3 Thinking
A3 Thinking
Problem Solving 101 - A Team-Work Activity

A3 Thinking
Problem Solving 101

Project A Problem that is scheduled to be solved

Problem (Opportunity) – A GAP between

where we are and where we want to be

Problem
Now ! Where we want to be !

Schedule A timeline ; span of time to do an activity

A3 Thinking
Problem Solving 101

Why are Problems so Hard to Solve?

• People Treat Symptoms not the
Problem
• No Clear Goals
• No Consensus

Note: A Problem-Solving approach is needed…

A3 Thinking
Problem Solving 101

Symptom vs. Root Cause - Example

Symptom Problem
• Cough & Fatigue • Pneumonia
• No power • Wire disconnected
• No WIFI • Unpaid Bill (No Money)
• Loneliness • Haven’t found the meaning of
happiness

The customer experiences the symptom and

not the Problem… Agree???
A3 Thinking
 ??? Could you provide an example of the
problems you’re currently facing?

A3 Thinking
What are commonly recognized problem-solving methodologies?
Deming Structured Problem
Cycle A3 (8-Step) Solving (SPS) Six Sigma 8D
D0- Prepare for 8D & Emergency
0 - Project ID#, Project Title
Response Action (ERA)
Define
1 - Problem Description &
D1- Establish the Team
Background / Containment Action A. Describe the
2- Current Condition Problem D2- Describe the Problem
Plan
Measure
3- Goal Statement / Objectives / D3- Develop the Interim
Target Condition / Key Questions Containment Action (ICA)
B. Find the Root Cause of D4- Determine & Verify Permanent
4- Root Cause Analysis Analyze
the Problem Corrective Action (PCA)
D5- Determine & Verify Root Causes and
5 - Develop Countermeasures Escape Point
Do 6 - Implement Countermeasures
C. Solve the Problem Improve D6- Implement & Validate Permanent
Corrective Action

Check 7- Effect Confirmation

D. Validate Solution
D7- Prevent Recurrence
Control
and Standardize
Act 8- Follow-up Action D8- Recognize the Team

TOYOTA MOTOROLA FORD

A3 Thinking
Why Add Structure to Problem Solving?

Structure Promotes…
• Thinking
• Understanding
• Communication
• Consensus

Structure Reduces Mistakes

and Waste
A3 Thinking
What are Wastes in Lean Manufacturing? (reduced & or eliminated)

OMIT What U DO
• Waiting • Overproduction
• Motion
• Over-production • Inventory
• Transportation
• Rework • Waiting
• Under-utilized people
• Motion • Defects
• Over-processing
• Processing
• Inventory
• Transportation
• Skills underutilized

A3 Thinking
A3 Thinking
Underlying Structure of A3

TOYOTA’s prepared method of written

A3 Report
communication

What’s under the Iceberg?

• Continuous Improvement Culture
• Problem Solving Skills
• Removal of Silo’s (Requires Teamwork)
• Freedom from fear of failure
• Mentoring Mentality
A3 Thinking and Company Culture

A3 Thinking
What is an A3?
Simple and Communication
systematic tool & shows
11 x 17” approach, “grasp the
standard situation”
framework
Guide to focus efforts
and eliminate short- Shows “big picture”
cuts improvement plan

LOGICAL THINKING
PROCESS

A3 Thinking
Most Important A3 Tools…

Key Questions:
Brainstorming Process Mapping

_5 Why ___
1. Why?
2. Why?
3. Why?
4. Why?
Fishbone Diagram 5. Why? Pareto Chart

A3 Thinking
A Good A3 Thinking
❑…withstands “uninformed” scrutiny
• Shouldn’t require a subject matter expert to explain it
• Could your boss’ boss understand your “story”?
❑…tells a story
• is consistent from “Problem Description” to “Problem
Prevention”
• Answers the questions the reader ask
❑…is concise (Just the facts. Keep opinions to yourself)
❑…passes an experienced “third party” review(customer,
auditor, etc.)
❑…would be acceptable to you as the customer
A3 Thinking
A3 is…..

❑NOT… just a form

• It’s a process
• the form is the “documentation” of the process
❑NOT… a simple recipe or a checklist
• It is a systematic guide to think through the process
❑NOT… punishment for making a mistake
❑NOT… only the Quality department’s responsibility
• It’s a team effort that requires the involvement of
process experts

A3 Thinking
A3 Benefits

Foster Learning
and Growth

Instills Commitment Creates Problem

to Change Ownership

Conserves
Consistency in Promotes
Improvement
Process Collaboration Resources

A3 Thinking
Understanding A3 Thinking

Cultural
A3 THINKING
Requires help
A3 PROCESS (Collaboration &
Assignment)

A3 REPORT
Works Individually

A3 Thinking
A3 Thinking
A3 Template - 8 Steps
R. Chaw's A3 - Problem Solving
Funeral Parlor
ID: Title:
Step 0 - Project ID#, Project Title
A. Describe Problem / Issue C. Solve Problem / Issue
1 - Problem Description & Background / Containment Actions Differences
5 - Countermeasures (Develop and Implement)
KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
/ Changes

Step 1 - Problem Description & What?

Background / Containment action

WHAT is the specific
problem/defect? Step 5 & 6 - Countermeasures
2 - Current Condition
What are the facts and figures?
Q
M
S WHAT specific part has
the problem?

Where?
WHERE is the problem
5 - Develop Countermeasures Q
M
S
Go and see (Workplace). on the object?
WHERE has the 6 - Implement Countermeasures
Step 2 - Current Condition problem occured?
When?

Q
M
S WHEN was the problem
observed?
WHEN were the defect
parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?

Step 3 - Goal Statement /Objectives /Target Consdition Who is involved?

/ Key Questions
B. Find Root cause of Problem / Issue
Q
M
S D. Validate Solution and Standardize
4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.

Step 7 - Effect Confirmation

Step 4 - Root Cause Analysis
Q
M
S 7 - Follow-up Actions
Is the solution helpful for others?
Q
M
S
Perform Lessons Learned.

Step 8- Follow-up Action

Area:

Department:
Sponsor/Champion:

Team Leader:
Team: Start Date:

End Date:
Q
M
S
Latest Update:

A3

A3 Thinking
A3 Template & Deming Cycle
R. Chaw's A3 - Problem Solving
Funeral Parlor
ID: Title:

A. Describe Problem / Issue C. Solve Problem / Issue

1 - Problem Description & Background / Containment Actions Differences
5 - Countermeasures (Develop and Implement)
KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
/ Changes

What?
WHAT is the specific
problem/defect?
WHAT specific part has
the problem?

2 - Current Condition Where?

What are the facts and figures? WHERE is the problem
Go and see (Workplace). on the object?

PLAN
WHERE has the
problem occured?
When?
WHEN was the problem
observed?
WHEN were the defect
DO
parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?
Who is involved?

B. Find Root cause of Problem / Issue D. Validate Solution and Standardize

4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.

CHECK
7 - Follow-up Actions

ACT
Is the solution helpful for others?
Perform Lessons Learned.

Area: Sponsor/Champion: Team: Start Date: Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
A3 Form & Structured Problem Solving (SPS)
R. Chaw's A3 - Problem Solving
Funeral Parlor
ID: Title:

A. Describe Problem / Issue C. Solve Problem / Issue

1 - Problem Description & Background / Containment Actions Differences
5 - Countermeasures (Develop and Implement)
KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
/ Changes

What?
WHAT is the specific
problem/defect?
WHAT specific part has
the problem?

C. Solve the
2 - Current Condition

A. Describe the
Where?
What are the facts and figures? WHERE is the problem
Go and see (Workplace). on the object?
WHERE has the
problem occured?
When?
WHEN was the problem

Problem Problem
observed?
WHEN were the defect
parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?
Who is involved?

B. Find Root cause of Problem / Issue D. Validate Solution and Standardize

4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?

B. Find the Root D. Validate Solution

Perform root cause analysis using proven methods.

Cause of the problem and Standardize

7 - Follow-up Actions
Is the solution helpful for others?
Perform Lessons Learned.

Area: Sponsor/Champion: Team: Start Date: Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
A3 Form & Six Sigma
R. Chaw's A3 - Problem Solving
Funeral Parlor
ID: Title:

A. Describe Problem / Issue C. Solve Problem / Issue

1 - Problem Description & Background / Containment Actions Differences
5 - Countermeasures (Develop and Implement)
KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
/ Changes

What?
WHAT is the specific
problem/defect?
WHAT specific part has
the problem?

2 - Current Condition

Define &
Where?
What are the facts and figures? WHERE is the problem

Improve
Go and see (Workplace). on the object?
WHERE has the
problem occured?
When?
WHEN was the problem

Measure
observed?
WHEN were the defect
parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?
Who is involved?

B. Find Root cause of Problem / Issue D. Validate Solution and Standardize

4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.

Analyze 7 - Follow-up Actions

Is the solution helpful for others?
Control
Perform Lessons Learned.

Area: Sponsor/Champion: Team: Start Date: Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
A3 Form & 8D
R. Chaw's A3 - Problem Solving
Funeral Parlor
ID: Title:

A. Describe Problem / Issue C. Solve Problem / Issue

1 - Problem Description & Background / Containment Actions Differences
5 - Countermeasures (Develop and Implement)
KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
/ Changes

What?
WHAT is the specific
problem/defect?
WHAT specific part has
the problem?

2 - Current Condition

D0, D1, D2, D3

Where?
What are the facts and figures? WHERE is the problem

D5, D6
Go and see (Workplace). on the object?
WHERE has the
problem occured?
When?
WHEN was the problem
observed?
WHEN were the defect
parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?
Who is involved?

B. Find Root cause of Problem / Issue D. Validate Solution and Standardize

4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.

D4 7 - Follow-up Actions
Is the solution helpful for others?
D7, D8
Perform Lessons Learned.

Area: Sponsor/Champion: Team: Start Date: Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
A3 Thinking
A3 Steps and Tips
R. Chaw's A3 - Problem Solving
Funeral Parlor
ID: Title:
Step 0 - Project ID#, Project Title
A. Describe Problem / Issue C. Solve Problem / Issue
1 - Problem Description & Background / Containment Actions Differences
5 - Countermeasures (Develop and Implement)
KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
/ Changes

Step 1 - Problem Description & What?

Background / Containment action

WHAT is the specific
problem/defect? Step 5 & 6 - Countermeasures
2 - Current Condition
What are the facts and figures?
Q
M
S WHAT specific part has
the problem?

Where?
WHERE is the problem
5 - Develop Countermeasures Q
M
S
Go and see (Workplace). on the object?
WHERE has the 6 - Implement Countermeasures
Step 2 - Current Condition problem occured?
When?

Q
M
S WHEN was the problem
observed?
WHEN were the defect
parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?

Step 3 - Goal Statement /Objectives /Target Consdition Who is involved?

/ Key Questions
B. Find Root cause of Problem / Issue
Q
M
S D. Validate Solution and Standardize
4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.

Step 7 - Effect Confirmation

Step 4 - Root Cause Analysis
Q
M
S 7 - Follow-up Actions
Is the solution helpful for others?
Q
M
S
Perform Lessons Learned.

Step 8- Follow-up Action

Area:

Department:
Sponsor/Champion:

Team Leader:
Team: Start Date:

End Date:
Q
M
S
Latest Update:

A3

A3 Thinking
A3 Template - Simplified with Structure Problem Solving (SPS)
R. Chaw's A3 - Problem Solving
Funeral Parlor
ID: Title:
Step 0 - Project ID#, Project Title
A. Describe Problem / Issue C. Solve Problem / Issue
1 - Problem Description & Background / Containment Actions Differences
5 - Countermeasures (Develop and Implement)
KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
/ Changes

Step 1 - Problem Description & What?

Background / Containment action

WHAT is the specific
problem/defect? Step 5 & 6 - Countermeasures
Q
M
S WHAT specific part has
the problem?
5 - Develop Countermeasures Q
M
S
C. Solve the
2 - Current Condition

A. Describe the
Where?
What are the facts and figures? WHERE is the problem
Go and see (Workplace). on the object?
WHERE has the 6 - Implement Countermeasures
Step 2 - Current Condition problem occured?
When?

Problem Q
M
S WHEN was the problem
observed?
WHEN were the defect
parts produced?
How Big? Problem
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?

Step 3 - Goal Statement /Objectives /Target Consdition Who is involved?

/ Key Questions
B. Find Root cause of Problem / Issue
Q
M
S D. Validate Solution and Standardize
4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?

B. Find the Root D. Validate Solution

Perform root cause analysis using proven methods.

Step 7 - Effect Confirmation

Step 4 - Root Cause Analysis
Q
M
S Q
M
S
Cause of the problem and Standardize
7 - Follow-up Actions
Is the solution helpful for others?
Perform Lessons Learned.

Step 8- Follow-up Action

Area:

Department:
Sponsor/Champion:

Team Leader:
Team: Start Date:

End Date:
Q
M
S
Latest Update:

A3

A3 Thinking
A3 Template - Simplified with Structure Problem Solving (SPS)

A. Describe the
Problem

A3 Thinking
A3 Steps and Tips
R. Chaw's A3 - Problem Solving
ID:
Funeral Parlor
Title: Step 0- Project Title
Step 0 - Project ID#, Project Title
A. Describe Problem / Issue • The “Name of the project” that identifies it
C. Solve Problem / Issue
1 - Problem Description & Background / Containment Actions 5 - Countermeasures (Develop and Implement)
KEY QUESTIONS IS IS Not
Differences
/ Changes with the rest of the other projects
What are the possible solutions to eliminate the root causes?

• It represents the identity of the whole project

What?
WHAT is the specific
problem/defect?
WHAT specific part has

2 - Current Condition
the problem?
• The title is searchable in a database
A. Describe the
Where?

• Should consider this basic elements:

What are the facts and figures? WHERE is the problem
Go and see (Workplace). on the object?
WHERE has the
problem occured?
When?
WHEN was the problem ✓ What are you going to DO?
Problem
observed?

✓ On What (e.g. Item / Things / Defects / Defectives)

WHEN were the defect
parts produced?
How Big?

✓ Where (e.g. Place/ Line of Process)

HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?
Who is involved?

To do Process Item /
B. Find Root cause of Problem / Issue
Q
M
S D. Validate Solution and Standardize /System Parts
4 - Root-Cause Analysis
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.
Example
6 - Effect Confirmation

✓ Reduction of Lead-time for all Pizza

7 - Follow-up Actions
delivery within Cebu City area.
Is the solution helpful for others?
Perform Lessons Learned.

Area: Sponsor/Champion: Team: Start Date: Latest Update: Were

Department: Team Leader: End Date:
A3

A3 Thinking
A3 Steps and Tips
R. Chaw's A3 - Problem Solving
Funeral Parlor
ID: Title: Step 1- Problem Description & Background
Step 0 - Project ID#, Project Title
• Generate all the facts about the
A. Describe Problem / Issue C. Solve Problem / Issue
1 - Problem Description & Background / Containment Actions Differences
5 - Countermeasures (Develop and Implement)
KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
/ Changes

Step 1 - Problem Description & What?

WHAT is the specific
problem.
• Use visuals to make the issue
problem/defect?

Background / Containment action WHAT specific part has

2 - Current Condition
What are the facts and figures?
Go and see (Workplace).
Q
M
S the problem?

Where?
WHERE is the problem
on the object?
understandable.
WHERE has the
problem occured?
When?
WHEN was the problem
observed?
WHEN were the defect
• The scope should be clear.
parts produced?
How Big?
HOW MANY objects
have the problem?
• Do not state problem as a
question.(e.g. “how to … “ statements )
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?
Who is involved?

• Do not include in a Problem Description

B. Find Root cause of Problem / Issue
Q
M
S the CAUSE or SOLUTION of the
D. Validate Solution and Standardize
4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.
problem. (ex. Due to or caused by, etc)
• If necessary, start with Containment
• Note: If you cannot describe the 7 - Follow-up Actions
Actions to protect us and our
Is the solution helpful for others?
Perform Lessons Learned.

problem, then there is no problem! customers.

Area: Sponsor/Champion: Team: Start Date: Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
A3 Steps and Tips
R. Chaw's A3 - Problem Solving
ID:
Funeral Parlor
Title: Step 1- Problem Description & Background
Step 0 - Project ID#, Project Title
A. Describe Problem / Issue C. Solve Problem / Issue
1 - Problem Description & Background / Containment Actions
KEY QUESTIONS IS IS Not
Differences
/ Changes
Example for Insufficient Problem Description
5 - Countermeasures (Develop and Implement)
What are the possible solutions to eliminate the root causes?

Step 1 - Problem Description & What?

❖ 10,000 plastic straps were returned

WHAT is the specific

Background / Containment action problem/defect?

2 - Current Condition
What are the facts and figures?
Go and see (Workplace).
Q
M
S WHAT specific part has
the problem?

Where?
WHERE is the problem
on the object? due to surface flaws
WHERE has the
problem occured?
When?
WHEN was the problem
observed?
WHEN were the defect

Example for Sufficient Problem Description

parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?

✓ 10,000 white plastic straps were

What will be improved and how will this goal be evaluated? Who?
Who is involved?
What?

B. Find Root cause of Problem / Issue

Q
M
S returned because of dull surfaces. The
D. Validate Solution and Standardize
4 - Root-Cause Analysis
What are the technical and the systemic root causes?
When? flawed straps were produced during day
6 - Effect Confirmation
Perform root cause analysis using proven methods.

and night shift of 2021-02-02. Straps

Where?
7 - Follow-up Actions were produced by molding machine #5
Is the solution helpful for others?
Perform Lessons Learned.

How Big?
with 10,000pcs were affected
Area: Sponsor/Champion: Team: Start Date: Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
A3 Steps and Tips
R. Chaw's A3 - Problem Solving
ID:
Funeral Parlor
Title: Step 1- Problem Description & Background
Step 0 - Project ID#, Project Title
A. Describe Problem / Issue C. Solve Problem / Issue
1 - Problem Description & Background / Containment Actions
KEY QUESTIONS IS IS Not
Differences
/ Changes
Example for Insufficient Problem Description
5 - Countermeasures (Develop and Implement)
What are the possible solutions to eliminate the root causes?

Step 1 - Problem Description & What?

❖ “Plastic cover for speedometer were

WHAT is the specific

Background / Containment action problem/defect?

2 - Current Condition
What are the facts and figures?
Go and see (Workplace).
Q
M
S WHAT specific part has
the problem?

Where?
WHERE is the problem
on the object?
returned by customer due to embedded
WHERE has the
problem occured?
When?
WHEN was the problem
observed?
black particles.”
WHEN were the defect
parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
Example for Sufficient Problem Description
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who? When?
Who is involved?
✓ “Beginning on 9/11/2022, 20 lots (total
B. Find Root cause of Problem / Issue
Q
M
S quantity: 8,500) of plastic cover (Part #
How Big?D. Validate Solution and Standardize
4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods. 1234) for speedometer were returned
What? by customer A from Cebu due to
embedded black particles on the top
7 - Follow-up Actions
Is the solution helpful for others?

Where? Perform Lessons Learned.

portion.” resulting in customer line stop and

Area: Sponsor/Champion: Team:
temporary no shipment is allowed until further
Start Date: Latest Update:

Department: Team Leader:

notice from the customer.”
End Date:
A3

A3 Thinking
A3 Steps and Tips Example :
Step 1- Problem Description Step 1- Asking the key questions of Problem Description:
Key Questions Is Is Not
WHO is affected by the Customer A Other customers
Problem?
WHAT type of problem is Embedded black particles Cracks and cloudiness because
it? (appearance defect) the lens is transparent
WHAT product has the Plastic Cover (Part # 1234) for Other injection molded
problem? speedometer products
WHY is this a problem? Affecting the appearance of the Very minor and difficult to
(from a customer POV) speedometer detect
WHERE was the problem Customer A from Cebu From other customers
observed?
WHERE does the Top portion of Plastic Cover All areas of Plastic Cover
problem occur?
WHEN was the problem Sep. 11, 2022 Before Sep. 11, 2022
first noticed?
HOW MUCH/MANY are 20 lots = 8,500 pcs. Products delivered before
affected? 9/11/2022

A3 Thinking
A3 Steps and Tips
R. Chaw's A3 - Problem Solving
ID:
Funeral Parlor
Title: Step 1- Problem Description
Step 0 - Project ID#, Project Title
A. Describe Problem / Issue
1 - Problem Description & Background / Containment Actions
Containment Action
C. Solve Problem / Issue
5 - Countermeasures (Develop and Implement)
Differences
KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
/ Changes

Step 1 - Problem Description & What?

WHAT is the specific
Objectives:
Background / Containment action problem/defect?
• To define, verify and implement Interim Containment
2 - Current Condition
What are the facts and figures?
Go and see (Workplace).
Q
M
S WHAT specific part has
the problem?

Where?
WHERE is the problem
on the object?
Actions (ICA);
WHERE has the
problem occured? • To isolate the effects of the problem from affecting any
When?
WHEN was the problem
observed?
internal or external customers until permanent corrective
WHEN were the defect
parts produced?
How Big?
action is implemented.
• To “buy time” to solve the problem at the root-cause level.
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?
Who is involved?
Process:
B. Find Root cause of Problem / Issue
Q
M
S D. Validate Solution and Standardize
4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.

7 - Follow-up Actions
Is the solution helpful for others?
Perform Lessons Learned.

Area: Sponsor/Champion: Team: Start Date: Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
A3 Steps and Tips
Step 1- Problem Description
Containment Action

Other Containment Actions:

• Stop production
• Stop shipment
• Additional test/inspection
• Rework/touch-up prior to shipment
• 100% sorting of components
• Parts purchased from a supplier rather than
manufactured in-house
• Tooling changed more frequently
• Single source

A3 Thinking
A3 Steps and Tips
R. Chaw's A3 - Problem Solving
Step 2- Current Condition
Funeral Parlor
ID: Title:
Step 0 - Project ID#, Project Title
A. Describe Problem / Issue C. Solve Problem / Issue

• Provide a simple overview and a fact

1 - Problem Description & Background / Containment Actions Differences
5 - Countermeasures (Develop and Implement)
KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
/ Changes

Step 1 - Problem Description & What?

Background / Containment action

WHAT is the specific
problem/defect?
based understanding of the problem.
2 - Current Condition
What are the facts and figures?
Go and see (Workplace).
Q
M
S WHAT specific part has
the problem?

Where?
WHERE is the problem
on the object?

• Summarize relevant information

WHERE has the

Step 2 - Current Condition problem occured?

When?

Q
M
S WHEN was the problem
observed?
WHEN were the defect
parts produced?
✓ highlight the key factors
✓ Identify the real problem
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations

✓ Focusing on process rather than people.

3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?
Who is involved?

Q
M
S
B. Find Root cause of Problem / Issue
4 - Root-Cause Analysis
What are the technical and the systemic root causes?
• Use actual facts/figures to describe the
D. Validate Solution and Standardize
6 - Effect Confirmation
Perform root cause analysis using proven methods.

situation and data should be collected

through direct observation.
7 - Follow-up Actions
Is the solution helpful for others?
Perform Lessons Learned.

• Use quantitative data, no opinions and

visualize with graphs, charts, tables
Area: Sponsor/Champion: Team: Start Date: Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
A3 Steps and Tips
Step 2- Current Condition
Process and Data Visualization - Typical Approaches

A3 Thinking
A3 Steps and Tips
R. Chaw's A3 - Problem Solving
Step 3- Goal Statement
Funeral Parlor
ID: Title:
Step 0 - Project ID#, Project Title
A. Describe Problem / Issue C. Solve Problem / Issue
1 - Problem Description & Background / Containment Actions
KEY QUESTIONS IS IS Not
Differences
/ Changes • Understanding the goal is vital to the
5 - Countermeasures (Develop and Implement)
What are the possible solutions to eliminate the root causes?

Step 1 - Problem Description &

success of the Project
What?
WHAT is the specific

Background / Containment action problem/defect?

2 - Current Condition
What are the facts and figures?
Q
M
S WHAT specific part has
the problem?

Where?
WHERE is the problem
✓ No goal… No achievement
• Clearly define…
Go and see (Workplace). on the object?
WHERE has the

Step 2 - Current Condition problem occured?

When?

Q
M
S WHEN was the problem
observed?
WHEN were the defect
parts produced?
✓ How can you measure the problem?
✓ When is the problem considered
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?

• Keep it SMART!
What will be improved and how will this goal be evaluated? Who?

Step 3 - Goal Statement /Objectives /Target Consdition Who is involved?

/ Key Questions Q
M
S What?
Example
B. Find Root cause of Problem / Issue D. Validate Solution and Standardize
4 - Root-Cause Analysis Where?
What are the technical and the systemic root causes?
6 - Effect Confirmation
Perform root cause analysis using proven methods.

Note: An effective Goal Statement must answer the ff

questions: • Reduce dull surfaces of white plastic straps
➢ What is the desired effect?
➢ Where do we want the desired effect?
at molding machine #5 by 04-30-2021 to
7 - Follow-up Actions
Is the solution helpful for others?
Perform Lessons Learned.

➢ When do we intend to achieve the desired effect? 500pcs.

➢ How much of the desired effect should we achieve?
Area: Sponsor/Champion: Team: Start Date: How Big?
Latest Update:
When?
Department: Team Leader: End Date:
A3

A3 Thinking
 A. Describe Problem /Issue

Step 0 - Project ID & Project Title

Step 1 - Problem Description &

Background /Containment Action

Step 2 - Current Condition

Step 3 - Goal Statement / Objectives

/ Target Condition

A3 Thinking
Activity # 1 - Find the Root Cause of the Problem

Nine Dot Exercise: 2-min Timer

(In 2 mins, connect all 9 dots using only 4 straight
lines without lifting your pen or pencil)

A3 Thinking
Activity # 2 - Find the Root Cause of the Problem

Legend of One plus One:

A3 Thinking
A3 Template - Simplified with Structure Problem Solving (SPS)

B. Find the Root

Cause of the problem

• The single verified reason that accounts for

the problem.
• “What causes the event to occur?”

A3 Thinking
A3 Steps and Tips
R. Chaw's A3 - Problem Solving
Step 4- Root Cause Analysis (RCA)
Funeral Parlor
ID: Title:
Step 0 - Project ID#, Project Title
A. Describe Problem / Issue C. Solve Problem / Issue
1 - Problem Description & Background / Containment Actions Differences
5 - Countermeasures (Develop and Implement)
KEY QUESTIONS IS IS Not What are the possible solutions to eliminate the root causes?
/ Changes

Step 1 - Problem Description & What?

WHAT is the specific

Background / Containment action problem/defect?

2 - Current Condition
What are the facts and figures?
Go and see (Workplace).
Q
M
S WHAT specific part has
the problem?

Where?
WHERE is the problem
on the object?
WHERE has the

Step 2 - Current Condition problem occured?

When?

Q
M
S WHEN was the problem
observed?
WHEN were the defect
parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?

Step 3 - Goal Statement /Objectives /Target Consdition Who is involved?

/ Key Questions
B. Find Root cause of Problem / Issue
Q
M
S D. Validate Solution and Standardize
4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.

Step 4 - Root Cause Analysis “ A PROBLEM or an OPPORTUNITY PRECISELY,

Q
M
S CONSICELY AND PROPERLY STATED IS
7 - Follow-up Actions
Is the solution helpful for others?
Perform Lessons Learned.

80% SOLVED”
Area: Sponsor/Champion: Team: Start Date: Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
A3 Steps and Tips
R. Chaw's A3 - Problem Solving
Step 4- Root Cause Analysis (RCA)
Funeral Parlor
ID: Title:
Step 0 - Project ID#, Project Title
A. Describe Problem / Issue C. Solve Problem / Issue
1 - Problem Description & Background / Containment Actions
KEY QUESTIONS IS IS Not
Differences
/ Changes • Investigate the process to determine the
5 - Countermeasures (Develop and Implement)
What are the possible solutions to eliminate the root causes?

Step 1 - Problem Description &

cause
What?
WHAT is the specific

Background / Containment action problem/defect?

2 - Current Condition
What are the facts and figures?
Go and see (Workplace).
Q
M
S WHAT specific part has
the problem?

Where?
WHERE is the problem
on the object?
• Perform RCA using proven methods like
Step 2 - Current Condition
WHERE has the
problem occured?
When?
Fishbone Diagram, “Why-Why” Analysis,
Q
M
S WHEN was the problem
observed?
WHEN were the defect
parts produced?
How Big?
and or Brainstorming.
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?

• Look for reasons that causing the problem

What will be improved and how will this goal be evaluated? Who?

Step 3 - Goal Statement /Objectives /Target Consdition Who is involved?

/ Key Questions
B. Find Root cause of Problem / Issue
Q
M
S D. Validate Solution and Standardize
4 - Root-Cause Analysis
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.
• Don’t forget to determine the “Technical”
6 - Effect Confirmation

Step 4 - Root Cause Analysis and “Systemic” Root Causes;

Q
M
S 7 - Follow-up Actions
Is the solution helpful for others?

• Always verify and or validate the potential

Perform Lessons Learned.

Area: Sponsor/Champion: Team:

Causes; Start Date: Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
Step 4- Root Cause Analysis (RCA)
Repeated Why (Why-Why)

Two Types of Root

Causes:

A3 Thinking
A3 Steps and Tips
CAUSE EFFECT
Step 4- Root Cause Analysis (RCA)
➢ The Fishbone Diagram (also called an Ishikawa
Diagram or Cause and Effect Diagram) is a
brainstorming method used to identify potential
causes

➢ Purpose: Identify the potential cause of the

problem

➢ The Fishbone diagram is created by a cross-

functional team of experts

➢ Causes can be structured by using standard 6M Intended Use:

categories or other categories selected by the Compiling a list of all potential causes of
team.
a problem.

A3 Thinking
A3 Steps and Tips
CAUSE EFFECT
Step 4- Root Cause Analysis (RCA)
• After the Cause-and-Effect Diagram has
been completed, data needs to be collected
to determine which potential causes
important.

• Based on available information/data,

carryout Pareto analysis or Multivoting
technique to select the most likely potential
causes.

• Three to four most likely potential causes Intended Use:

should be identified for verification Compiling a list of all potential causes of
purposes. a problem.

A3 Thinking
A3 Steps and Tips
Step 4- Root Cause Analysis (RCA) Note: Identify the most likely probable root cause(s)

A3 Thinking Technical Systematic

Step 4- Root Cause Analysis (RCA)
Repeated Why (Why-Why)

Problem: The vehicle did not start

Technical Systematic

A3 Thinking
Step 4- Root Cause Analysis (RCA)
Repeated Why (Why-Why)

Technical Systemic

A3 Thinking
Step 4- Root Cause Analysis (RCA)
Repeated Why (Why-Why)

Systematic
A3 Thinking Technical
A3 Steps and Tips
Step 4- Root Cause Analysis (RCA) Note: Identify the most likely probable root cause(s)

A3 Thinking Technical Systematic

A3 Steps and Tips
Step 4- Root Cause Analysis (RCA)
Validating Root Causes
• After identifying potential root causes and prioritizing the vital few, we need to
validate the root causes.

Most Probable Validation Validation Ability (within True Cause?

Cause Method Description Control or Not) (Yes or No)

Run out of Gas Audit / 10% of late

Within Control Yes
(Technical Cause) Record Pizza delivery

He forgot to ask
money from his
Survey 5% of late Pizza
Manager to buy Within Control Yes
Gasoline (Systemic /Interview delivery
Cause)

A3 Thinking
A3 Template - Simplified with Structure Problem Solving (SPS)

“95% of all root causes are introduced

C. Solve the because of system, policies,
Problem practices, and procedures failures.”

A3 Thinking
A3 Steps and Tips
R. Chaw's
Funeral Parlor
A3 - Problem Solving
Step 5 - Develop Countermeasures
ID: Title:

A. Describe Problem / Issue C. Solve Problem / Issue

• Solution - is a means, method or process of

1 - Problem Description & Background / Containment Actions
KEY QUESTIONS IS IS Not
Differences
/ Changes
5 - Countermeasures (Develop and Implement)
What are the possible solutions to eliminate the root causes?

solving a problem What?

WHAT is the specific
problem/defect?
Step 5 & 6 - Countermeasures
• Brainstorm for possible solutions to remove the
WHAT specific part has
the problem?

2 - Current Condition
What are the facts and figures?

root causes and clarify Ideas

Go and see (Workplace).
Where?
WHERE is the problem
on the object?
WHERE has the
problem occured?
5 - Develop Countermeasures
6 - Implement Countermeasures
Q
M
S
When?

• Apply Lean Concept like POKAYOKE, 5S, etc.

WHEN was the problem
observed?
WHEN were the defect
parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations

Example: Solution’s Formulation Matrix

3 - Goal Statement / Objectives / Target Condition
What will be improved and how will this goal be evaluated?
are on each object?
Who?
Who is involved?

Criteria
B. Find Root cause of Problem / Issue D. Validate Solution and Standardize Weighted
True Cause 4 - Root-Cause Analysis Recommended Solution Impact to Ease in
6 - Effect Confirmation
Cost Benefit
What are the technical and the systemic root causes?
Metric /KPI Implementation Score
Perform root cause analysis using proven methods.
Impact (20%)
(50%) (30%)
1.) Refuel & Resume Delivery - Ask help to Bring you gas or
5 3 3 4.00
Run out of Gas (Technical tow you to gas station (risk: you use your money & late delivery) 7 - Follow-up Actions
Is the solution helpful for others?
Cause) 2.) Contact Your Manager to inform customer or send another Perform Lessons Learned.
3 4 3 3.30
driver to deliver pizza (risk: Late delivery)
He forgot to ask money 1.) Use his personal funds & request reimbursement later 5 3 3 4.00
Area: Sponsor/Champion: Team: Start Date: Latest Update:
from his Manager to buy
Department: Team Leader: End Date:
Gasoline (Systemic Cause) 2.) Create a Fuel Card System every start of the shift 5 5 5 5.00 A3

A3 Thinking
A3 Steps and Tips
R. Chaw's
Funeral Parlor
A3 - Problem Solving
Step 6 - Implement Countermeasures
ID: Title:

A. Describe Problem / Issue C. Solve Problem / Issue

• Determine the best solution

1 - Problem Description & Background / Containment Actions
KEY QUESTIONS IS IS Not
Differences
/ Changes
5 - Countermeasures (Develop and Implement)
What are the possible solutions to eliminate the root causes?

• Gather data by trial implementation What?

WHAT is the specific
problem/defect?
Step 5 & 6 - Countermeasures
• Make an Action Plan for the implementation of
WHAT specific part has
the problem?

2 - Current Condition
What are the facts and figures?

the verified solution

Go and see (Workplace).
Where?
WHERE is the problem
on the object?
WHERE has the
problem occured?
5 - Develop Countermeasures
6 - Implement Countermeasures
Q
M
S
When?
WHEN was the problem
observed?

Example - Action Plan WHEN were the defect

parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?
Who is involved?

Recommended Solution Activities Responsible Date

B. Find Root cause of Problem / Issue D. Validate Solution and Standardize
4 - Root-Cause Analysis 1.) Create a Form & Sir Arnel - Store Manager
6 - Effect Confirmation May 9, 2025
What are the technical and the systemic root causes?

procedure
Perform root cause analysis using proven methods.

Create a Fuel Card System 2.) Orientation of Riders Sir Arnel - Store Manager May 10, 2025
7 - Follow-up Actions
every start of the shift 3.) Generate a Riders Fuel Kayee - IT Section Head Is the solution helpful for others?
Perform Lessons Learned. May 12, 2025
Card System Database
Area:
4.) Performance Monitoring
Sponsor/Champion: Team:
All Riders Start Date:
May 12 Onwards
Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
A3 Template - Simplified with Structure Problem Solving (SPS)

D. Validate Solution
and Standardize

A3 Thinking
A3 Steps and Tips
R. Chaw's
Funeral Parlor
A3 - Problem Solving
ID: Title:
Step 7 - Effect Confirmation
A. Describe Problem / Issue C. Solve Problem / Issue

• Validate Solution and Evaluate “before and after”

1 - Problem Description & Background / Containment Actions
KEY QUESTIONS IS IS Not
Differences
/ Changes
5 - Countermeasures (Develop and Implement)
What are the possible solutions to eliminate the root causes?

• Confirmation that the solution removes the problem What?

WHAT is the specific
problem/defect?
WHAT specific part has
the problem?
Step 5 & 6 - Countermeasures
2 - Current Condition

Example - Before and After Implementation

What are the facts and figures?
Go and see (Workplace).
Where?
WHERE is the problem
on the object?
WHERE has the
problem occured?
5 - Develop Countermeasures
6 - Implement Countermeasures
Q
M
S
When?

BEFORE AFTER WHEN was the problem

observed?
WHEN were the defect
parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?
Who is involved?

B. Find Root cause of Problem / Issue D. Validate Solution and Standardize

4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.

Step 7 - Effect Confirmation

7 - Follow-up Actions
Is the solution helpful for others?
Perform Lessons Learned.
Q
M
S
Area: Sponsor/Champion: Team: Start Date: Latest Update:

Department: Team Leader: End Date:

A3

A3 Thinking
A3 Steps and Tips
R. Chaw's
Funeral Parlor
A3 - Problem Solving
ID: Title:
Step 8 - Follow-up Action
A. Describe Problem / Issue C. Solve Problem / Issue

• Is the solution helpful for others?

1 - Problem Description & Background / Containment Actions
KEY QUESTIONS IS IS Not
Differences
/ Changes
5 - Countermeasures (Develop and Implement)
What are the possible solutions to eliminate the root causes?

• Perform Lessons Learned What?

WHAT is the specific
problem/defect?
Step 5 & 6 - Countermeasures
•
WHAT specific part has

Project Closure Meeting

2 - Current Condition
What are the facts and figures?
the problem?

Where?
WHERE is the problem 5 - Develop Countermeasures Q
M
S
• Recognize the Team
Go and see (Workplace). on the object?
WHERE has the
problem occured?
When?
6 - Implement Countermeasures
WHEN was the problem
observed?
WHEN were the defect
parts produced?
How Big?

Example - Lessons Learned HOW MANY objects

have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?
Who is involved?

B. Find Root cause of Problem / Issue D. Validate Solution and Standardize

4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.

Step 7 - Effect Confirmation

7 - Follow-up Actions
Is the solution helpful for others?
Perform Lessons Learned.
Q
M
S
Step 8- Follow-up Action
Area:

Department:
Sponsor/Champion:

Team Leader:
Team: Start Date:

End Date:
Q
M
S
Latest Update:

A3

A3 Thinking
A3 Steps and Tips
R. Chaw's
Funeral Parlor
A3 - Problem Solving
ID: Title:
Step 8 - Follow-up Action
A. Describe Problem / Issue C. Solve Problem / Issue

Example - Recognize the Team

1 - Problem Description & Background / Containment Actions
KEY QUESTIONS IS IS Not
Differences
/ Changes
5 - Countermeasures (Develop and Implement)
What are the possible solutions to eliminate the root causes?

What?
WHAT is the specific

✓ Recognition works best when it is perceived as

problem/defect?
WHAT specific part has
the problem?
Step 5 & 6 - Countermeasures
“valuable”
2 - Current Condition
What are the facts and figures?
Go and see (Workplace).
Where?
WHERE is the problem
on the object?
WHERE has the
problem occured?
5 - Develop Countermeasures
6 - Implement Countermeasures
Q
M
S
When?
WHEN was the problem
observed?

✓ “Valuable” does not always mean money

WHEN were the defect
parts produced?
How Big?
HOW MANY objects
have the problem?
HOW MANY deviations
3 - Goal Statement / Objectives / Target Condition are on each object?
What will be improved and how will this goal be evaluated? Who?

✓ Perception of “valuable” is unique, customized, and

Who is involved?

sincere B. Find Root cause of Problem / Issue D. Validate Solution and Standardize
4 - Root-Cause Analysis 6 - Effect Confirmation
What are the technical and the systemic root causes?
Perform root cause analysis using proven methods.

✓ Encourages future participation Step 7 - Effect Confirmation

7 - Follow-up Actions
Is the solution helpful for others?
Perform Lessons Learned.
Q
M
S
Step 8- Follow-up Action
Area:

Department:
Sponsor/Champion:

Team Leader:
Team: Start Date:

End Date:
Q
M
S
Latest Update:

A3

A3 Thinking
A3 Steps and Tips
R. Chaw's
Funeral Parlor
A3 - Problem Solving
ID: Title:
Step 8 - Follow-up Action
A. Describe Problem / Issue C. Solve Problem / Issue

Example - Recognize the Team

1 - Problem Description & Background / Containment Actions
KEY QUESTIONS IS IS Not
Differences
/ Changes
5 - Countermeasures (Develop and Implement)
What are the possible solutions to eliminate the root causes?

What?
WHAT is the specific
problem/defect?

Retain key WHAT specific part has

the problem?
Step 5 & 6 - Countermeasures
documents2 -for
Current Condition
What are the facts and figures?
Go and see (Workplace).

future reference
Where?
WHERE is the problem
on the object?
WHERE has the
problem occured?
5 - Develop Countermeasures
6 - Implement Countermeasures
Q
M
S
When?
WHEN was the problem
observed?
WHEN were the defect
parts produced?
How Big?

Document lessons HOW MANY objects

have the problem?
HOW MANY deviations

learned
3 - Goal Statement / Objectives / Target Condition
What will be improved and how will this goal be evaluated?
are on each object?
Who?
Who is involved?

B. Find Root cause of Problem / Issue

Determine the D. Validate Solution and Standardize
4 - Root-Cause Analysis appropriate
What are the technical and the systemic root causes?
6 - Effect Confirmation

recognition for the

Perform root cause analysis using proven methods.

Team Step 7 - Effect Confirmation

Communicate/ 7 - Follow-up Actions
Is the solution helpful for others?
Q
M
S
publicize the Perform Lessons Learned.

efforts of the Step 8- Follow-up Action

Area:

Department:
Sponsor/Champion:

Team Leader:
Team
Team: Start Date:

End Date:
Q
M
S
Latest Update:

A3

A3 Thinking
Takeaways

A3 Thinking
Step 4- Root Cause Analysis (RCA) Repeated Why (Why-Why)

A3 Thinking
Step 4- Root Cause Analysis (RCA) Repeated Why (Why-Why)

A3 Thinking
Step 4- Root Cause Analysis (RCA) Repeated Why (Why-Why)

A3 Thinking
Step 4- Root Cause Analysis (RCA) Repeated Why (Why-Why)

A3 Thinking
A3 Steps and Tips Validating Root Causes
• After identifying potential root causes and
Step 4- Root Cause Analysis (RCA)
prioritizing the vital few, we need to
validate the root causes.
Data Gathering: Surveyed 50% ( 220 operators ) of late comers from Mfg assy operators
PROBABLE CAUSE July 2014 Aug 2014 Sept 2014 TOTAL %tage
A1 A2 A1 A2 A1 A2
Slept late 11 5 13 10 15 16 70 31.8%
PROBLEM: LATE IN COMING TO WORK

Tired / Attending to sick 9 12 9 11 10 9 60 27.3%

child at night

Malfunction / Switched 7 8 5 8 9 11 48 21.8%

off alarm clock

Prepared school bags 8 10 8 6 6 4 42 19.1%

& baon of the children
early in the morning
(time consuming)

No disciplinary action 0 0 0 0 0 0 0 0.0%

imposed to late comers
(the offender took for
granted)

A3 Thinking
A3 Steps and Tips Validating Root Causes
• After identifying potential root causes and
Step 4- Root Cause Analysis (RCA)
prioritizing the vital few, we need to
validate the root causes.
Data Gathering: Surveyed 50% ( 220 operators ) of late comers from Mfg assy operators
CAUSE VALIDATION VALIDATION ABILITY CAUSE
Slept late Survey / 70 out of 220 (31.8%) Within Yes
Interview late comers are due to Control
PROBLEM: LATE IN COMING TO WORK
late in going to bed
Tired / Attending to Survey / 60 out of 220 (27.3%) Within Yes
sick child at night Interview late comers are due to Control
being sleepless
Malfunction / switched Survey / 48 out of 220 (21.8%) Within Yes
off alarm clock Interview late comers are due to Control
malfunction / switched
off alarm clock
Prepared school bags Survey / 42 out of 220 (19.1%) Within Yes
& baon of children Interview late comers are due to Control
early in the morning preparation of school
(time consuming) paraphernalia

No disciplinary action Survey / There was a disciplinary Within No

given to late comers Interview action being Control
(the offender took for implemented
granted)

A3 Thinking
 2
4

A3 Steps and Tips Validating Root Causes

3
4
• After identifying potential root
3 causes and prioritizing the
Step 4- Root Cause Analysis (RCA) vital few, we need to validate the root causes.
Head of the

FMEA From Process

Mapping 2
2
Fishbone
1 1

MODIFIED FAILURE MODE AND EFFECT ANALYSIS FORM

Process Step/ Potential Failure Potential O
Input Mode Failure Effects S
Potential Causes
C
Current Controls 5 D
E
E C
What is the In what ways What is the impact on the What causes the What are the existing controls T
V U
process step and does the Key Key Output Variables Key Input to go and procedures (inspection E R
E R
input under Input go wrong? (Customer wrong? and test) that prevent either C P
R R
investiga-tion? Requirements)? the cause or the Failure T N
I E
Mode? I
T N
O
Bones of the Fish Y C
N
E of the Fish
Bones
(Main Causes)
Attendance Wake-up late Late in coming to work 8 9
Kapoy ang lawas kay (Most ProbableNone 10 720
Monitoring 3 12 midnight na Causes)
4
natulog
Attendance Dili makagikan ug Late in coming to work 8 Dugay mahuman ang 5 None 10 400
Monitoring sayo from the early morning
balay household chores di
na kabantay sa time

Attendance Dugay naabot sa Late in coming to work 8 Nagpreparepara 10 None 10 800

Monitoring trabahoan gamit sa school sa
mga anak nga
A3 Thinking estudyante
A3 Steps and Tips Validating Root Causes
• After identifying potential root causes and prioritizing the
Step 4- Root Cause Analysis (RCA) vital few, we need to validate the root causes.

FMEA 2000
Pareto Chart of Causes

100

1500 80

60

Percent
RPM

1000

40

500
20

0 0
Causes School Preparation Kapoy Lawas House hold chores
RPM 800 720 400
Percent 41.7 37.5 20.8
Cum % 41.7 79.2 100.0

A3 Thinking
A3 Steps and Tips
Step 4- Root Cause Analysis (RCA) USING PARETO CHART

FMEA Process Step/

Input
MODIFIED FAILURE MODE AND EFFECT ANALYSIS FORM
Potential Failure
Mode
Potential
Failure Effects S
Potential Causes
O
C
Current Controls D
E
E C
What is the In what ways What is the impact on the What causes the What are the existing controls T
V U
process step and does the Key Key Output Variables Key Input to go and procedures (inspection E R
E R
input under Input go wrong? (Customer wrong? and test) that prevent either C P
R R
investiga-tion? Requirements)? the cause or the Failure T N
I E
Mode? I
T N
O
Y C
N
E
Attendance Wake-up late Late in coming to work 8 Kapoy ang lawas kay 9 None 10 720
Monitoring 12 midnight na
natulog
Attendance Dili makagikan ug Late in coming to work 8 Dugay mahuman ang 5 None 10 400
Process
Monitoring step where to
sayo from the implement your verified solution/s of early morning
the potential cause
balay household chores di
na kabantay sa time

Attendance Dugay naabot sa Late in coming to work 8 Nagpreparepara 10 None 10 800

Monitoring trabahoan gamit sa school sa
mga anak nga
estudyante

A3 Thinking