A3 Training

By Vishwas Mokashi

Training on A3 problem solving methodology_VSM_01.2025

Introduction: Vishwas Mokashi
A dedicated and results-driven quality
expert with over 18+ years of Total
18 + years
experience in Receiving, SQA, In- Experience
Process, and Final Quality Assurance Work Experience in
and Control.
• Gears and Gear Boxes,
Overall experience includes gears,
• Pulleys
pulleys, gearboxes, pneumatics,
• Bearings
machining, fasteners, bearings,
• Fasteners
technological components, and
• Pneumatics
proprietary parts.
• Proprietary parts
Currently managing 90+ local and global
• Product & process quality
Vishwas Mokashi suppliers suppling 2100 parts.
• Supplier Quality Assurance
• Supplier Development
Specialties • New part development
• QMS
 Global experience of Q systems, Product quality and supply • ISO 9001:2015
chain. Countries visited for quality are China, Taiwan, Thailand, • IATF 16949
Czech Republic, Türkiye. • ISO 14001
 Certified Lead Auditor for ISO 9001:2015. • ISO 45001
 Certified Internal auditor for IATF 16949, ISO 14001 and ISO • APQP, PPAP, SPC, MSA,
45001. AIAG VDA FMEA,
 Skilled in APQP, PPAP, SPC, MSA, AIAG VDA FMEA, 8D & A3. • Problem Solving - 8D, A3
 Six sigma green belt.
 Supplier Management - Supplier Selection, Evaluation,
Assessment, Development
 Strong process knowledge for gears, bearings, machining etc.
Training on A3 problem solving methodology_VSM_01.2025
 Course Objectives
 Introduction of A3

 Benefits of A3

 Review of A3 steps

 Step wise description of A3

Training on A3 problem solving methodology_VSM_01.2025

Training on A3 problem solving methodology_VSM_01.2025
Giving up problems due to wrong
approach in problem solving
Noticing an
Giving up
abnormality

Finding a Running
quick fix to away
abnormality
Recurrence
Blame
of
Game
abnormality
Re-fixing
the Irritation
abnormality
Recurrence
of Frustration
abnormality

Re-fixing the
abnormality

Training on A3 problem solving methodology_VSM_01.2025

Successful steps of problem solving

Noticing an Standardization
abnormality and monitoring

Communicating Lessons
the problem Learnt

Setting up a Finding and

implementing
problem preventive
solving team actions
Finding and
Defining the implementing
problem corrective actions

Planning and
Find actual
initiating
containment cause/ causes

Finding potential
causes

Training on A3 problem solving methodology_VSM_01.2025

Good CAPA vs BAD CAPA
We see CAPA report almost everyday, can you tell a good CAPA versus a bad CAPA?
 A good CAPA can find the root cause of a problem, while a bad CAPA only identify the
direct cause, will never get to the root cause.
 Example:
 Bad CAPA - Root cause: Operator mistake / Human error
 Good CAPA will think about why the operator made the mistake? Why the training not
work? Is there any system problem?
 A good CAPA will solve the problem at a system level, while a bad CAPA only address the
direct cause, but not eliminate the root cause.
 Example:
 Bad CAPA - Corrective action: Retraining the operator
 Good CAPA will think about what if retraining still not work? What is an effective action to
solve the problem from system level?
 A good CAPA can prevent the problem repeating in a same and similar situation, while a
bad CAPA only solve the problem for a moment and the problem will come back.
 Example:
 Bad CAPA - Preventative action: More frequent inspection
 Good CAPA will think that inspection only can find the fail, but how to stop the fail and
reduce loss? Will this problem happen in other place?

Training on A3 problem solving methodology_VSM_01.2025

 Jeffersons Memorial Story
In the late 1980s, National Parks managers recognized that the
Jefferson Memorial in Washington, DC was deteriorating at such a rapid
pace that it would soon become harmful to visitors. When they
investigated why this was the case, they discovered that it was washed
significantly more frequently than any of the other DC memorials. For
most studies, the analysis would conclude. The answer is obvious, of
course. Reduce the cleaning timetable to match that of the other
memorials.
Unfortunately, that idea would have resulted in an extremely unclean,
unsanitary Jefferson Memorial.
Next, the investigation team inquired as to why the memorial was being
cleaned so often. They observed that it received an unusually big
volume of bird droppings every day. What is the solution now? Use
scarecrows? Fly hawks? Bring in Elmer Fudd or the Duck Dynasty crew
and declare open season on pigeons?
By employing classic 5-Whys thinking there was clearly more work to
be done!
Training on A3 problem solving methodology_VSM_01.2025
 Jeffersons Memorial Story
 Problem: One of the monuments in Washington D.C. is deteriorating.
Why #1 – Why is the monument deteriorating?
Because powerful chemicals are frequently used to clean the monument.
Jeffersons Model
Why #2 – Why are powerful chemicals needed? CAPA

To clean off the excessive volume of bird droppings on the monument.

Why #3 – Why is there an excessive volume of bird droppings on the monument?
Because the large population of spiders in and around the monument are a food source to
the local birds.
Why #4 – Why is there a large population of spiders in and around the monument?
Because vast swarms of flying insects, on which the spiders feed, are drawn to the
monument at dusk.
Why #5 – Why are swarms of insects drawn to the monument at dusk?
Because the lighting of the monument in the evening attracts the local insects.
 Solution: Change how the Jefferson is illuminated at dusk to prevent the arrival of
swarming insects
The tale tells us that the solution ended up being incredibly simple and saved the Parks
Department money and pride and to just wait until dark to turn on the lights.
Training on A3 problem solving methodology_VSM_01.2025
Problem Solving Challenges
Challenges Management
impatient for a quick
fix

Poor team
Lack of participation
Procedures

No logical
thought
process

Lack of Potential causes mis-

Problems technical identified as root cause
solving steps skills/
skipped to knowledge
obtain a quick
solution No priorities,
Problem Resources,
defined in- Approvals
correctly

Training on A3 problem solving methodology_VSM_01.2025

Common mistakes in problem solving
• Jumping to conclusions without enough data: Insufficient data can
lead to incorrect analysis and misguided solutions.
• Treating symptoms instead of the real cause: Address the root cause,
not just surface-level issues.
• Not learning from the process: Document your findings to prevent
repeating the same mistakes in the future.
Blaming individuals/operator instead of fixing system flaws: Focus on
improving the system, not blaming out individuals.

Training on A3 problem solving methodology_VSM_01.2025

Caution: Never blame the operator!!!
Why-Why? Analysis should never end up as operator mistake, negligence
"Operator Error" itself is not an acceptable cause!!

Thinking error Action error Risk based

Knowledge-based mistake Action-based mistake; A Exceptional (e.g. lack of time)
(no rules or routines; unusual common, often-repeated action
situations) fails
Rule-based mistake Memory-based Lapse; A short- Situational (Situation- specific
(behavior based on procedure; term memory lapse leads to factors)
misapplication of set rules) forgetting to perform a
necessary action.
What should we do? What should we do? What should we do?

New/update procedure Allocate adequate resources and improve quality culture; risk
(Response to incidents in the time for the task perception; compliance culture
field)
Improve tools Eliminate distractions/ Remove ways to take shortcuts
interruptions (procedure violation)

Competency training Use checklists Improve feedback (unrealistic

Implement independent cross- workload)
checks
Training on A3 problem solving methodology_VSM_01.2025
Various problem-solving methods?
Problem Solving Method Description
Trial and Error Trying different solutions until problem
is solved
Activities undertaken to respond to a
Reactive (8D)
specific
Customer complaint where a
corrective action response is requested
Proactive (A3)
Activities undertaken to address
performance gaps identified by data
analysis.

(Some customer use or demand A3 as a

reactive problem-solving approach also)
Day-to-Day (“quick kills”) - PDCA
“Just do it” activities
/ Why?-Why? Analysis.

To deal with complex problems with

DMAIC approach where above approaches
6 Sigma projects(DMAIC)
are not leading to improvement.

Training on A3 problem solving methodology_VSM_01.2025

Linkage of 4 major problem solving
techniques

Training on A3 problem solving methodology_VSM_01.2025

 A3 – Introduction
 A3 problem solving is a Lean approach to reporting issues and
presenting ways of addressing them.
 The simple method, developed by Toyota, bases on documenting a
problem, together with its current outcome and a suggested change,
on a single sheet of A3 paper (420x297mm), giving it the name.
 You can use it to make a process change proposal, report on project
status, or solve a problem.
 A3 is a customer specific format, a customer may ask a supplier to use
an A3 form for solving and reporting a problem.
 The A3 follows the logic of the PDCA Cycle.

Training on A3 problem solving methodology_VSM_01.2025

When is a A3 used?
The A3 approach is used to solve critical, major,
chronic and recurring problems.

The A3 use is typical when:

 The problem complexity exceeds the ability of one

person (an expert) to resolve the problem.

 Cause(s) unknown, special cause.

 Reoccurring issues.

 Major non-conformances.

 Cross functional team approach needed.

 The customer or management requests A3.

Training on A3 problem solving methodology_VSM_01.2025

Advantages of A3 problem solving

 Easy and logically method, clearly shows next steps of

problem solution.
 The method is known and used by all companies from
the automotive industry.
 Increase Customer Satisfaction
 Increase Market Share
 Increase Profitability
 Increase Efficiency
 Improve Morale
 Fix Quality Issues

Training on A3 problem solving methodology_VSM_01.2025

Typical A-3 format
A typical A3 looks like the form below. We will learn all elements of an A3 in following
slides.

Training on A3 problem solving methodology_VSM_01.2025

 1st Section of A-3
The 1st section of A3 looks like the table below. Properly problem description is
the starting point to further step of analysis and proper understanding of the
nature of the problem for the Team as well as people from outside.

Fill the problem

How many NG, out of Customer
as stated by
how many supplied/ models affected
customer
Checked? by the problem

Who reported
the problem
(Mr. A B C)

Date when
the problem
was noticed
Part Name as Part number
per customer as per
customer

Training on A3 problem solving methodology_VSM_01.2025

2nd Section of A-3
The 2nd section of A3 is a report on suspect quantities in the supply chain
reported by customer

Date when How many found commitment mark

checked ok? colour and
clocation

Additional
Customer remarks for
end data stocks at
customer end

Additional
remarks for
Supplier end stocks at
data supplier end
How many Batch code
found NG details

Training on A3 problem solving methodology_VSM_01.2025

3rd Section of A-3
In the 3rd section, a sketch, picture or drawing is put to describe
NG/OK

Mention the
Mention the
acceptable
acceptable
specification as
specification as
per drawing
per drawing

Mention the
Mention the
observed
observed
actual value of
actual value of
NG part(s)
OK part(s)

Put here NG Put here OK

Sketch, Picture or Sketch, Picture or
drawing drawing

Training on A3 problem solving methodology_VSM_01.2025

4th Section of A-3
The 4th section of A3 looks like the table below.
In this section a brainstorming result of cause-and-effect diagram is prepared
and presented on probable and actual causes of the problem related to the
occurrence of the problem

Mention the Mention the

probable Man probable
related causes Machine
related causes

Mention the
Mention the probable
probable Material
Method related related causes
causes

Training on A3 problem solving methodology_VSM_01.2025

5th Section of A-3
In the 5th section, a process flow diagram is presented on how the
part or assembly is manufactured.

The normal process

Show here the steps can be shown
process flow of in any colour other
how the part is than red.
made
Steps where an
error took
place can be
shown in red
colour

Training on A3 problem solving methodology_VSM_01.2025

6th Section of A-3
The 6th section of A3 looks like the table below.

To ensure no incoming or outgoing lot is left out from review, some customers
make suppliers collect and share data 3 days before and after the date of NG
part supplied to customer. This is the date of the defective supply

This is the date of the

defective supply

Show here
parts affected In the right three
by the problem columns mention
the parts
In the left two purchased and
columns mention supplied to
the parts customer
purchased and
supplied to
customer

Training on A3 problem solving methodology_VSM_01.2025

7th Section of A-3
In the 7th section customers expect suppliers to share simulations tried and the
results observed to show that out of the probable causes which is the exact root
cause. The purpose of investigation is identifying potential cause through
gather, review and evaluates related information.

Typically, an exact root cause is the one in which NG parts are produced in the
simulated condition and vanishes when the simulated condition is switched off.

Details of the result

Details of the
when the probable
simulation tried
cause was simulated
from the list of
probable root
causes In case this space is
insufficient, reference to
attached sheets can be
mentioned.

Training on A3 problem solving methodology_VSM_01.2025

8th Section of A-3
The 8th section of A3 looks like the table below.

The 8th section contains, 5 steps of why why analysis and how the root cause
was reached for both occurrence of the problem as well as how the defective
part escaped from process/inspection and reached the customer.

In this section, mention 5 why

steps how the root cause was
reached for occurrence

In this section, mention 5 why

steps how the root cause was
reached for escape of
detection

Training on A3 problem solving methodology_VSM_01.2025

9th Section of A-3
In 9th section customers expect suppliers to share the countermeasures for
occurrence as well as out flow of the defect from supplier to the customer.

In this section, In this section, mention

mention the various the planned or completed
countermeasures dates of each action
that are being
planned or
completed both for
occurrence as well as
outflow of the defect

Training on A3 problem solving methodology_VSM_01.2025

10th Section of A-3
In this section customers expect suppliers to share the Horizontal
Deployment of the countermeasures – on similar parts, methods, machines
or people. (4M)

In this section, mention where

all the horizontal deployment of
the countermeasures being
deployed In this section,
mention the
effective date of
implementation of
Horizontal
Deployment of the
countermeasures

Training on A3 problem solving methodology_VSM_01.2025

11th Section of A-3
The 11th section of A3 looks like the table below.

In this section customers expect suppliers to share the standardization carried

out in the systems, i.e. the changes made in the documents, rules, procedure
which guide for the design of products, processes or the control of the
management of processes. These can be product / process design manuals, PFC,
FMEA, CP, WI’s etc.

In this section,
mention the
In this section, effective date of
mention which implementation of
document, rule, the modified or new
procedure is being documents.
amended or created
afresh, new,

Training on A3 problem solving methodology_VSM_01.2025

12th Section of A-3
The 12th section is for the internal use of the customer. Suppliers are not
expected to fill this. This is to be left blank.

TABLE TO BE LEFT BLANK

Nothing to be filled in this table. It is

filled by customer at their end.

Training on A3 problem solving methodology_VSM_01.2025

 THANKS !

QUERIES
WELCOME
Mail: vsm_97@rediffmail.com
LinkedIn: linkedin.com/in/vishwas-mokashi
Youtube: www.youtube.com/@vishwasmokashi1979