problem solving cycle template

Lean Events and Training / Forms and Templates

Forms and Templates

Downloads for A3 problem solving, standard work , project management, and value stream mapping .

Problem Solving Templates

A3 Action Plan Form (from Getting the Right Things Done)

• The action plan template helps define the who, what, when, where, and how of a plan on one page.
• Helps track progress and highlight problems so action can be taken.

A3 Status Review Form (from Getting the Right Things Done)

• Top box provides an overview with respect to our critical end-of-pipe metrics.
• Second box provides an overview of activities, and usually reflects what’s been prescribed on the action plan of the right side of the strategy A3.

A3 Strategy Form (from Getting the Right Things Done)

• A strategy A3 is a one-page storyboard on 11-inch by 17-inch paper that helps tell the strategy “story.”
• Logic flows from top left to bottom right, and each box leads to the next one.

Detailed A3 Template (from Managing to Learn)

• Print this A3 template out to remind you of each section of the problem-solving A3 as you are creating your own.

PDSA A3 Template (from On the Mend)

• A3 Template, in Excel, following the PDSA cycle.

Problem Definition Worksheet

• This worksheet can help you breakdown the problem into a clearly defined gap as well as see how the problem aligns to the needs of the business or your True North purpose.

Root Cause Template

• This template gives you space to record the problem as well as the direct causes and underlying causes.

Four Types of Problems

Art Smalley

Managing to Learn: Using the A3 management process

Perfecting Patient Journeys

Beau Keyte , Tom Shuker and Judy Worth

Getting the Right Things Done

Pascal Dennis

Standard Work Templates

Standard Work Operator Balance Chart (OBC)

• The operator balance chart helps create continuous flow in a multi-step, multi-operator process by distributing operator work elements in relation to takt time.

Standard Work Process Study Sheet

• The Process Study Sheet is used to define and record the time for work elements in a process.

Standard Work Production Analysis Board

• A Production Analysis Board is a display that must be located at the exit of the cell (or the line) to show actual performance compared with planned performance on an hourly basis.

Standard Work Skills Training Matrix

• The Skills Training Matrix shows the required and attained skills of every operator.
• The training schedule also should be shown.

Standardized Work Chart

• The standardized work chart shows operator movement and material location in relation to the machine and overall process layout.
• It should show takt time, work sequence, and standard WIP.

Standardized Work Combination Table

• The standardized work combination table shows the combination of manual work time, walk time, and machine processing time for each operation in a production sequence.
• This form is a more precise process design tool than the Operator Balance Chart.
• It can be very helpful to identify the waste of waiting and overburden, and to confirm standard.

Standardized Work Job Instruction Sheet

• The job instruction sheet is used to train new operations.
• It lists the steps of the job, detailing any special knack that may be required to perform the job safely with utmost quality and efficiency.
• It can also be useful for experienced operators to reconfirm the right operations.

Standardized Work Process Capacity Sheet

• The Process Capacity Chart is used to calculate the capacity of each machine to confirm true capacity and to identify and eliminate bottlenecks.
• Processing capacity per shift will be calculated from the available production time, completion time, and tool-change time (and other factors as necessary) for each work piece.

Waste Walk Template (from Perfecting Patient Journeys)

• Taking a “waste walk” is one way to make the waste visible again.
• A waste walk is simply a planned visit to where work is being performed to observe what’s happening and to note the waste. It differs from go-see activities in that you are specifically looking for waste.

Kaizen Express

Toshiko Narusawa and John Shook

Lean Lexicon 5th Edition

Lean Enterprise Institute

Training Within Industry (TWI) Templates and Downloads

8-step TWI problem solving card - as presented by IBM

• 8-steps to problem solving handy pocket card printable.

Solving Problems with TWI

• Solving problems with TWI deployment graphic.

Template of Job Breakdown Sheet

• Job breakdown sheets are created to list the steps and highlight the main factors or key points that go into completing a job.
• It also provides reasons for these key points.

TWI Job Instruction Card

• TWI Job Instruction card in a handy pocket printable.

TWI Job Methods Card

• TWI Job Methods Card in a handy pocket printable.

TWI Job Relations Card

• TWI Job Relations Card in a handy pocket printable.

Lean Solutions

James (Jim) Womack, PhD and Dan Jones

Lean Thinking, 2nd Edition

Project Management Templates

Master Schedule and Action Plan Template for One Goal (from Perfecting Patient Journeys)

• Use this template in your project tracking center so you can track both goals and action items on the same form.

End of Project Review Template (from Perfecting Patient Journeys)

• The following template will help you capture your end-of-project reflections and make decisions about what to do next.

Master Schedule Template (from Perfecting Patient Journeys)

• This template will help you answer this question by letting you include the project goals with space to indicate whether each goal is on track as originally planned and whether the scheduled progress review has taken place.

Team Board Form (from Getting the Right Things Done)

• A team board is a window on both routine and improvement work.
• The board on this template addresses both daily production and strategic issues, and is organized according to SQDCM—safety, quality, delivery, cost, and morale.

Value Proposition Template (from Perfecting Patient Journeys)

• Align the stakeholders around what will be included in addressing the problem,
• Identify the stakeholders who will be added to the project team and actively engaged in creating the current- and future-state value-stream maps,
• Identify additional stakeholders necessary to drive the implementation of the future state,
• Serve as an agreement—a proof of consensus—on the specific problem to be solved, and with the problem statement serve as authorization for the entire project.

Action Planning Template (from Perfecting Patient Journeys)

• Identify the specific changes that need to be made and translate those changes into clearly stated goals and actions (i.e., the means) to achieve those goals.
• Identify the specific methods and action steps you think will help you achieve the goals. These action steps and targets constitute the action plan to achieve a specific goal.

Value-Stream Mapping Templates

Value-stream Mapping Icons for Excel

• At the request of some of our readers we have posted the most commonly used mapping icons so that they can be downloaded for Excel spreadsheets.

Learning to See

Mike Rother and John Shook

VSM Getting Started Set

Lean Enterprise Institute , Mike Rother and John Shook

Mapping to See: Value-Stream Improvement Workshop

Beau Keyte , Jim Luckman , Kirk Paluska , Guy Parsons , John Shook , Tom Shuker and David Verble

Improvement Kata / Coaching Kata

Improvement Kata Learner's Storyboard

Subscribe to get the very best of lean thinking delivered right to your inbox

Privacy overview.

Continuous Improvement Toolkit

Effective Tools for Business and Life!

Applying the PDCA Cycle: A Blueprint for Continuous Improvement

• 5 MINUTES READ

Also known as Shewhart Cycle and Deming Wheel.

Variants include PDSA Cycle and OPDCA.

The Plan-Do-Check-Act Cycle (PDCA Cycle) is a four-step model for systematic problem solving and continuous improvement. It offers a simple and structured way for resolving business-related issues and creating positive change . This framework is widely recognized as the basis for enhancing the quality of processes, products, and services by following a logical sequence of four steps: Plan, Do, Check, and Act.

The PDCA cycle model can be applied in most kinds of projects and improvement activities, whether they are breakthrough changes or smaller incremental enhancements. For example, it can be effectively utilized when aiming to enhance employee skill levels within an organization, change the supplier of a product or service, or increase the quality of care and patient engagement within a hospital.

A common practical example of the PDCA cycle can be illustrated when dealing with customer complaints. This scenario involves steps like reviewing, categorizing, and prioritizing the existing complaints, generating potential solutions for addressing the most frequent complaints, conducting pilot surveys with sample customers to test new options, collecting and analyzing customer data and feedback, and ultimately implementing lessons learned on a larger scale. The above steps represent the PDCA cycle in action.

The Four Phases of the PDCA Cycle

The PDCA cycle begins with the Planning phase which involves the identification of the problem and objectives. During this phase, a collaborative effort is made to agrees on the problem to be solved or the process to be improved. Subsequently, an in-depth analysis of the existing as-is situation is conducted, alternative solutions are identified, and the most promising solution is selected and scheduled for implementation.

In the Do phase, the selected solution is put into action on a limited scale. This phase also involves ongoing progress measurement, data collection, and feedback gathering to facilitate subsequent analyses.

The Check phase involves analyzing the collected data and feedback and comparing the outcome against pre-established objectives. This phase allows to evaluate how well the solution has worked and where further enhancement may be needed. Additionally, it involves the identification of unexpected issues and the gathering of key learnings. It is important to note that the Do and Check phases may need to be repeated until the desired results are achieved.

The Act phase is the point at which the chosen solution is fully integrated. This phase requires taking actions based on the insights acquired from the Check phase. A plan for full-scale implementation is carried out, taking into account the associated costs and benefits. The Act phase also concerned with standardizing , documenting, sustaining the improved process, as well as integrating it into the organization’s system.

The utilization of the PDCA cycle doesn’t necessarily stop once the Act phase is completed. The improved process often becomes the new baseline, which may prompt a return to the Plan phase. Multiple iterations of the PDCA cycle may be essential for a permanent resolution of the problem and the attainment of the desired future state. Each cycle brings one closer to their goals and extends their knowledge further.

A common example often used to illustrate the PDCA cycle is when a team is initiating a new product development.

Another example is when a lab team is planning to solve a customer complaint about the delayed test results at a laboratory.

In the 1990s, a modified version of the PDCA cycle was introduced. It was called PDSA cycle where ‘S’ stands for Study. It is believed that data analysis is important for any improvement effort, and “Checking” does not really imply studying and analyzing the data.

OPDCA is another version of PDCA where ‘O’ stands for Observe . The Observe is added at the front of the cycle to emphasize the need to observe before creating any plan. The goal of observation is to find out what is really happening and what can be improved.

You may find it useful to use the following tools in each phase of the PDCA/PDSA cycle:

• Plan – process mapping , brainstorming, waste analysis , prioritization matrix , improvement roadmap , gap analysis , and force field analysis .
• Do – Gantt chart , dashboard, data collection methods , sampling, observation , check sheet , and control chart.
• Check/Study – graphical analysis , statistical analysis, 5 whys , fishbone diagram , Pareto analysis , root cause analysis, and decision-making techniques .
• Act – process mapping , Gantt chart , dashboard, control chart, control plan, visual management , and standard work .

Several tools are available to aid in planning and monitoring project activities using the PDCA model. One of the most straightforward methods is to use this  PDCA template .

Wrapping Up

PDCA represents the logical way of thinking we tend to follow when resolving problems and implementing continuous improvement. The objective is to make significant progress towards achieving the intended goal. Furthermore, it is important to note that the PDCA model stands at the core of almost all quality management systems. TQM, ISO standards and the A3 thinking process are all based around the PDCA philosophy.

Other Formats

Do you want to use the slides in your training courses?

PDCA Training Material – $18.85

Related Articles

Project Charter

Improvement Roadmap

Related Templates

A3 Problem Solving

Kaizen Event Charter

Written by:

CIToolkit Content Team

Master the 7-Step Problem-Solving Process for Better Decision-Making

Discover the powerful 7-Step Problem-Solving Process to make better decisions and achieve better outcomes. Master the art of problem-solving in this comprehensive guide. Download the Free PowerPoint and PDF Template.

StrategyPunk

Introduction.

The 7-Step Problem-Solving Process involves steps that guide you through the problem-solving process. The first step is to define the problem, followed by disaggregating the problem into smaller, more manageable parts. Next, you prioritize the features and create a work plan to address each. Then, you analyze each piece, synthesize the information, and communicate your findings to others.

In this article, we'll explore each step of the 7-Step Problem-Solving Process in detail so you can start mastering this valuable skill. At the end of the blog post, you can download the process's free PowerPoint and PDF templates .

Step 1: Define the Problem

One way to define the problem is to ask the right questions. Questions like "What is the problem?" and "What are the causes of the problem?" can help. Gathering data and information about the issue to assist in the definition process is also essential.

Step 2: Disaggregate

After defining the problem, the next step in the 7-step problem-solving process is to disaggregate the problem into smaller, more manageable parts. Disaggregation helps break down the problem into smaller pieces that can be analyzed individually. This step is crucial in understanding the root cause of the problem and identifying the most effective solutions.

Disaggregation helps in breaking down complex problems into smaller, more manageable parts. It helps understand the relationships between different factors contributing to the problem and identify the most critical factors that must be addressed. By disaggregating the problem, decision-makers can focus on the most vital areas, leading to more effective solutions.

Step 3: Prioritize

Once the issues have been prioritized, developing a plan of action to address them is essential. This involves identifying the resources required, setting timelines, and assigning responsibilities.

Step 4: Workplan

The work plan should include a list of tasks, deadlines, and responsibilities for each team member involved in the problem-solving process. Assigning tasks based on each team member's strengths and expertise ensures the work is completed efficiently and effectively.

Developing a work plan is a critical step in the problem-solving process. It provides a clear roadmap for solving the problem and ensures everyone involved is aligned and working towards the same goal.

Step 5: Analysis

Pareto analysis is another method that can be used during the analysis phase. This method involves identifying the 20% of causes responsible for 80% of the problems. By focusing on these critical causes, organizations can make significant improvements.

Step 6: Synthesize

Once the analysis phase is complete, it is time to synthesize the information gathered to arrive at a solution. During this step, the focus is on identifying the most viable solution that addresses the problem. This involves examining and combining the analysis results for a clear and concise conclusion.

During the synthesis phase, it is vital to remain open-minded and consider all potential solutions. Involving all stakeholders in the decision-making process is essential to ensure everyone's perspectives are considered.

Step 7: Communicate

In addition to the report, a presentation explaining the findings is essential. The presentation should be tailored to the audience and highlight the report's key points. Visual aids such as tables, graphs, and charts can make the presentation more engaging.

The 7-step problem-solving process is a powerful tool for helping individuals and organizations make better decisions. By following these steps, individuals can identify the root cause of a problem, prioritize potential solutions, and develop a clear plan of action. This process can be applied to various scenarios, from personal challenges to complex business problems.

By mastering the 7-step problem-solving process, individuals can become more effective decision-makers and problem-solvers. This process can help individuals and organizations save time and resources while improving outcomes. With practice, individuals can develop the skills to apply this process to a wide range of scenarios and make better decisions in all areas of life.

7-Step Problem-Solving Process PPT Template

Free powerpoint and pdf template, executive summary: the 7-step problem-solving process.

Mastering this process can improve decision-making and problem-solving capabilities, save time and resources, and improve outcomes in personal and professional contexts.

Please buy me a coffee.

I'd appreciate your support if my templates have saved you time or helped you start a project. Buy Me a Coffee is a simple way to show your appreciation and help me continue creating high-quality templates that meet your needs.

7-Step Problem-Solving Process PDF Template

7-step problem-solving process powerpoint template, multi-chapter growth strategy framework (free template), lidl swot analysis: free ppt template and in-depth insights.

Discover Lidl's strengths, weaknesses, opportunities, and threats with our free PowerPoint template. This in-depth SWOT analysis provides valuable insights to help you understand Lidl's market position and strategic direction.

Global Bites: PESTLE Insights into Nestlé (Free PPT)

Pestle analysis: decoding reddit's landscape (free ppt).

8 Steps to Problem Solving: Implement Continuous Improvement in Your Organization

The 8 Steps to Problem Solving Method was developed by Toyota Motor Corporation as a practical, structured, and simple way to handle any problem from the smallest issue to the most complex roadblock. 

What is the 8 Step Problem Solving Method? 

This problem-solving method helps teams identify and solve problems in a clear and structured way, ensuring that there is consistency within an organization. 

This process is an expansion of the Plan, Do, Check, and Act (PDCA) cycle. Steps one through five are part of the planning process, step six is the doing process, step seven is the checking process, and step eight is the acting part of the cycle. 

Following this method ensures that your problem-solving technique can be repeated in a sustainable way with the least amount of impact on your customers. 

What are the benefits of the 8 Step Method? 

There are a few key benefits to using this method to solve your problems: 

You get to the root cause of the issue, ensuring the problem is not repeated in the future.

You can better identify and prevent any weak points in your process. 

 Long-term, effective solutions are generated.

Problems will be reduced over time, increasing your bottom line. 

What are the 8 Steps in this Methodology? 

Clarify Problem

Break Down Problem

Root Cause Analysis

Develop Countermeasures

See Countermeasures Through

Monitor Results and Processes

Standardize Successful Process

A Detailed look at the 8 Steps to Problem Solving Templates 

Step 1: Clarify The Problem

In this step, you need to identify and clarify the problem. Determine why it is a problem, what should be happening instead, and how it fits into the business as a whole.

The Stormboard Template for this step is divided into four sections: Clarify Ideal Situation, Clarify Current Situation, Visualize Gap Between Current and Ideal Situations, and Set Ultimate Goal.

Step 2: Break Down The Problem

For this next step, you need to start getting more detailed and specific. Break down the problem into manageable pieces, go see the problem in the process, analyze the issues, and start thinking about priorities.

The Stormboard Template for this step is divided into three sections: Get Your Boots On and Go See, Create a Process Flow, and Identify Point of Occurrence.

Step 3: Set Your Target

This step is where you set clear target dates to resolve the problem. Determine what is needed to reach the target and how long it will take. 

The Stormboard Template for this step is divided into three sections: Measurability, Target Point of Occurrence, and What, How Much, and When.

Step 4: Perform a Root Cause Analysis

In this step, you really dig into the factors that are causing the problem. Consider and address all of the causes of the issue — there will usually be more than one. 

The Stormboard Template for this step is divided into four sections: Create a Decision-Making Tree, Analyse and Discard Ideas, Ask Why, and Conduct “Why Analysis”.

Step 5: Develop Countermeasures

Use this step to brainstorm countermeasures that will help you remove the root causes of your problem. Come up with as many as possible, and then narrow the criteria matrix and create an implementation plan 

The Stormboard Template for this step is divided into three sections: List Root Cause, List Countermeasures, and Chart and Rate Countermeasures.

Step 6: See Countermeasures Through

In this step, you will implement your countermeasures using a clear plan and share the progress of each countermeasure that you implement with your team. 

The Stormboard Template for this step is divided into three sections: Implement Countermeasures, Share progress, and Next Steps.

Step 7: Monitor Results and Processes

Use this step to determine if your countermeasures were successful or if they need to be adjusted and reimplemented. 

The Stormboard Template for this step is divided into three sections: Evaluate Results, Report, and Lessons Learned.

Step 8: Standardize The Successful Process

In this step, you will integrate your successful countermeasure into your process, share your results with your team, reflect on what you have learned, and make sure there are no unaddressed issues.  

The Stormboard Template for this step is divided into three sections: Standardize, Share, and Start a new Kaizen.

See the template →

Are you interested in trying out Stormboard’s 8 Steps to Problem Solving Templates with your team? Sign up for a FREE trial now ! 

Keep reading.

A Retrospective meeting (or Retrospective sprint as it is sometimes called) is a step in the Agile model that allows for teams to take an overall look at what they have done over a period of time — a week, a month, etc. — to determine what’s working for them and what’s not.

Get free Save the Cat and 5-act beat board templates with Stormboard! Simplify your writing process with unlimited space, seamless collaboration, and easy recovery of discarded ideas. Perfect for novelists and screenwriters, our templates help you map out your story visually and clearly.

Discover the unspoken challenges faced by developers in agile teams. This blog reveals the core issues beyond common complaints, helping scrum masters improve team dynamics and productivity.

Explore the counterintuitive idea that even well-functioning teams with solid brainstorming sessions can benefit from AI. By playing the role of the devil's advocate, AI can introduce healthy disagreement and challenge the status quo, potentially leading to groundbreaking ideas.

If your Agile team uses the Scrum methodology, you are probably already practicing Daily Standup meetings (or Daily Scrum meetings). These meetings are an essential part of Scrum that should be done to keep the process on track. What is…

Enterprise organizations who have adopted the highly-effective Agile PI Planning strategy, have recently been forced to do their planning sessions remotely…

By definition, the word Agile means the “ability to move with quick, easy grace.” While this is how most of us would define Agile, the term has grown over the years to have a much more diverse, broad meaning — especially in the business world.

In today's evolving work environment, creating agile teams can change the face of team building in the modern workplace. Learn more about how you can manage your agile teams easily - whether you are in office, remote, or hybrid.

Explore the hidden costs of excessive meetings in Agile environments and learn how to streamline your team's workflow for optimal productivity. Discover practical solutions to common complaints and transform your meetings into valuable assets that drive efficiency and collaboration.

Discover the latest advancements in StormAI, the industry's first augmented intelligence collaborator, with exciting updates that enhance its capabilities. Learn about the innovative features and improvements that make StormAI 2.0 a groundbreaking technology for collaborative work.

Discover the contrasting views within the Agile community regarding spilled stories (or spillover) in sprint cycles and delve into strategies adopted by different teams. Gain insights into the pros and cons of each approach to better inform your Agile methodology.

Uncover the pivotal role collaborative platforms play in facilitating a seamless transition towards sustainable energy solutions. From project management to real-time communication, explore how these tools are reshaping the landscape for utility companies amidst the push for renewable energy adoption.

How Collaborative Leadership is Changing Business

Scared of the blank page add sample content to your template to get to work faster.

• Sign up for free
• SafetyCulture

PDCA Template

Pdca templates.

Create a comprehensive action plan using the Plan-Do-Check-Act (PDCA) cycle using digital templates and forms

• Eliminate paperwork with digital checklists
• Generate reports from completed checklists
• Free to use for up to 10 users

Use this template in creating a comprehensive step-by-step action plan while implementing the PDCA (Plan-Do-Check-Act) method. This PDCA template contains a general set of details applicable across industries and can be used in different sectors. Use this template in SafetyCulture (iAuditor) to easily:

• Understand and fill out specific details needed for each part of the plan.
• Apply and answer all items chronologically according to the PDCA cycle.
• Include essential information such as the project name, initiator, and location and start date of the plan.

What is PDCA?

The PDCA or Plan-Do-Check-Act is a four-step cyclical method used to streamline business processes and continuously improve product and service quality. Through a continuous application, PDCA cycle aims to observe how processes work, recognize rooms for improvement, identify which methods work best in addressing problems, and verify the effectiveness of implemented solutions.

The PDCA Cycle

The PDCA method is used when teams are developing any new products, starting a new project, implementing any change, or when continuous improvement is generally sought. It is also utilized to avoid repeating previous mistakes and errors in operations.

The step-by-step approach of PDCA also offers time-saving opportunities by proactively catching ineffective solutions before implementing them on a larger scale. Furthermore, the PDCA cycle is versatile and can be applied across multiple industries and various sectors.

Stages of PDCA

The stages of the PDCA cycle consist of four steps and are implemented repeatedly for Continuous Process Improvement (CPI). It can be modified based on the result of each cycle and maximized to its full potential with each use. Let’s look at each step individually.

This initial stage identifies the problem, spots inefficiencies in the process, and establishes the goals and objectives of the plan. It contains existing data such as standard, methods, and procedures currently used.

It should also clearly state the schedule to follow and present possible solutions to the problems identified, or alternatives to improve the current process. The completion of this stage should feature the main framework or the action plan to perform, including the steps and the individuals involved.

This is the execution stage—perform the steps defined on the first part and test possible solutions—but on a smaller scale. The goal at this stage is to recognize which of the alternatives work best for the project before fully implementing it.

Observe the accomplished results and compare them with the predicted outcome according to the action plan.

This stage evaluates the initial test done with the goal of identifying its effectiveness. Monitor the result using the measures indicated and assess if there’s room for improvement or if it works according to its purpose.

If adjustments are needed, go back to the first stage—Plan—and repeat until a comprehensive solution is reached. If it’s considered a success, proceed to the next step.

On a larger scale, this stage implements the best solution identified to tackle the problem initially identified. Document and measure the results obtained, and validate the problem-solving process for its effectiveness.

Note that the PDCA method is a cycle and it is best used incrementally if a continuous improvement is sought. Use the action plan as a standardized baseline, evaluate if there are further opportunities for improvement, and modify after each cycle to make it even more efficient.

How Does it Improve Your Business

Similar to the approach of the Japanese business philosophy Kaizen , the PDCA cycle aims for continuous improvement. It is used by organizations to enhance current processes and execute operations efficiently. Below are three common business processes that use the PDCA approach to improve performance:

• Health and Safety – PDCA method is commonly used to describe occupational health and safety management in both the HSG65 and ISO 45001 standards. Organizations use this approach to have a clear understanding of the goals, easily quantify the results based on the indicators provided, and improve processes by spotting inefficiencies in the health and safety systems and adjusting them accordingly.
• Quality Management – One of the widely used methods of monitoring quality assurance as well as complying with quality management system or the ISO 9001 , is through the PDCA system. It analyzes existing procedures and methods, builds hypotheses through the gathered data, and executes tests continuously to spot any issues or room for improvement in the process. Through this method, organizations can work to continuously improve products and avoid recurring mistakes.
• Compliance with Industry Standards – The PDCA approach is also performed to streamline conformance to industry standards and other industry regulations. This eases the monitoring process and helps in successfully determining opportunities to operate efficiently.

What is a PDCA Template?

A PDCA template is a tool that organizations use in implementing the PDCA business approach. It serves as a guide in executing a plan and carrying out the changes initially identified.

According to the set goals and objectives, templates offer a comprehensive overview of the plan from start to finish, and help in spotting inefficiencies that need to be addressed.

The various templates used for this approach depend on the industry and specific needs of the business. Through a comprehensive PDCA Template, companies can easily monitor the progress of the plan and proactively execute any changes needed to improve business performance.

PDCA Example

To provide you with a clearer picture of how PDCA can be used to improve your operations, here’s an example:

Scenario: Let’s say you work as a manager at a manufacturing company, and you’ve noticed that the production process for a particular product is inefficient, leading to high defect rates and increased costs.

• Identify the problem: In this case, the problem is the inefficiency in the production process, leading to high defect rates and increased costs.
• Set objectives: Set specific objectives for improvement, such as reducing defect rates by 20% and decreasing production costs by 15% within the next quarter.
• Develop a plan: Create a detailed plan that outlines the steps to achieve these objectives. This might involve analyzing the current process, identifying bottlenecks, and researching best practices in manufacturing.
• Implement the plan: Put the plan into action by making changes to the production process. This could include reorganizing workstations, implementing new equipment, and providing additional training to employees.
• Document changes: Document all the changes made during this phase so that you can measure their effectiveness later.
• Monitor progress: Track and monitor the production process after implementing the changes. Collect data on defect rates and production costs to assess whether you’re moving towards your objectives.
• Compare results: Compare the current data with the baseline data from before the changes were implemented. This will help you determine if the changes are having a positive impact.
• Analyze results: Based on the data and feedback collected, analyze the results of the changes. Are defect rates decreasing? Are production costs going down as expected?
• Make adjustments: If the results are not meeting your objectives, it’s time to make adjustments. This could involve fine-tuning the production process, providing additional training, or exploring other solutions.
• Standardize and document: Once you’ve achieved your objectives, standardize the improved process and document it thoroughly. This will ensure that the improvements are sustained over time.

Further, click these links if you want to see a PDCA example in the format of a PDF or digital report .

FAQs about PDCA Templates

How do i write a pdca report.

When writing a PDCA report, make sure to include all the basic information of the project, as well as the data you’ve collected throughout the PDCA cycle. With this report, also document the following:

• Title and introduction – project name and other essential information
• Plan – details about the problem, observations, and other analyzations
• Do – actions you did to address the problem
• Check – data regarding the result of the first two steps and confirm if the plan worked
• Act – specific actions for improvement based on findings
• Conclusion – summary of the key takeaways from the PDCA cycle
• Recommendations – Actions for further improvement beyond the current cycle
• Completion – necessary signatures

Is PDCA Lean or Six Sigma?

PDCA is a problem-solving and continuous improvement methodology used in various quality management approaches, including both Lean and Six Sigma. It is not exclusive to either Lean or Six Sigma but is commonly employed in both methodologies. 

What’s the difference between PDCA and DMAIC?

PDCA is a general problem-solving and continuous improvement methodology that can be applied broadly to various processes and situations. On the other hand, DMAIC or Define-Measure-Analyze-Improve-Control is a specific methodology within the Six Sigma framework, primarily used to improve processes with a focus on reducing defects and achieving a specific quality standard. 

Monitor PDCA Cycle Through a Digital Platform

The PDCA cycle involves a lot of data, changes, and updates per project. It should be streamlined for an easier review of the people involved and should also serve its documentation purpose by storing all relevant information for easy access. SafetyCulture (formerly iAuditor) is a digital platform that industry leaders can use in monitoring PDCA cycles across industries and it offers the following features:

• Cloud-based recordkeeping for easy and safe access to data
• Secure storage for information where you can compare previous and current statistics to monitor the plan’s effectiveness
• Custom creation of PDCA templates according to project specifications and business needs
• Analytics feature where businesses can visually monitor trends every cycle and spot inefficiencies in the process
• Scheduling and automated notifications for recurring cycle checks, helping your organization reach optimum result

PDCA Template - Planning Checklist

This template is based on the “Plan-Do-Check-Act” cycle. Use this template to establish OH&S objectives by identifying hazards and determining legal requirements, among others. Create implementation plans to achieve continuous improvement in your OH&S management system.

Jaydee Reyes

Explore more templates

• View template in library

Related pages

• Induction Software
• Construction Collaboration Software
• Workforce Optimization Software
• Care Management Software
• Visitor Management Software
• Environmental Sustainability
• Workplace Efficiency
• Resistance to Change
• SOP Examples
• Construction Site Management
• NDIS Audit Checklist
• Change Impact Assessment Template
• Environmental Aspects and Impacts Register
• 5 Whys Template
• Agile Transformation Checklist

PDCA Problem Solving Kit: Analyze Causes

$  0 – $  50

The PDCA toolkit contains problem-solving templates in 34 languages to identify and eliminate root causes. By doing so, problems are effectively corrected and reoccurrence prevented. PDCA templates guide users through the Shewhart-cycle or Deming-wheel “plan-to-check-act” in five stages: (a) Record the problem, (b) Analyze the problem using the Ishikawa or Fishbone diagram, (c) Identify the root-causes using the 5-why method, (d) Take action to eliminate or reduce identified root causes, (e) Validate effectiveness, update standards, and formally close the process.

Description

Additional information, pdca templates in 22 languages.

To simplify implementation across countries and regions, we made the PDCA problem-solving templates available in English, Spanish, Portuguese, German, Dutch, French, Italian, Danish, Swedish, Norwegian, Finnish, Slovak, Czech, Hungarian, Russian, Bulgarian, Polish, Indonesian, Arabic, Turkish, Japanese, Chinese. Download now at start systematically solving problems.

(ar) العربية PDCA

PDCA čeština (cs)

PDCA dansk (da)

PDCA Deutsch (de)

PDCA english (en)

PDCA español (es)

PDCA suomi (fi)

PDCA français (fr)

PDCA magyar (hu)

PDCA Bahasa Indonesia (id)

PDCA italiano (it)

PDCA 日本語 (ja)

PDCA Nederlands (nl)

PDCA Norsk (nn)

PDCA polski (pl)

PDCA português (pt)

PDCA slovenčina (sk)

PDCA svenska (sv)

PDCA Türkçe (tr)

PDCA 中文 (zh)

Related products

LEAN6 Six Sigma Toolkit: Boost Quality

Titanic Root Cause Analysis Poster: Learn the Method

Gemba Walk Guide: Go-See-Understand

Lean Six Sigma Lexicon: Terms, Tools, Techniques

Visit CI Central  | Visit Our Continuous Improvement Store

• [email protected]
• 1-425-939-1604

A3 Thinking

Last updated by Jeff Hajek on February 17, 2024

What is A3 Thinking?

A3 thinking is a philosophical approach to problem solving that centers on a well- communicated team approach to using the PDCA cycle . The tool used to apply this way of thinking is known as the A3 report.

Watch this A3 Thinking Video

A3 Thinking Background

Whether you are a leader or a process owner, a big part of your job will entail problem solving. Taking on problems in a haphazard, random manner is a recipe for inconsistent results. A3 thinking, while not a magic solution to problems, does increase your chances of successfully solving them. The power of the A3 report lies in the structured approach it takes to solving problems.

A3 Thinking is a Structured Form of Problem Solving

Before diving into the A3 report, though, let’s take a look at what a problem is. Essentially, a problem is any situation when “should be” does not match reality.

That gap develops in one of two ways. Either the target gets higher, or performance drops. Regardless of how the gap came to pass, the basic problem-solving system is the same, even though the specific actions taken to close the gap may vary.

Problems with Problem Solving

There are three common failure modes that keep people from effectively solving problems.

• They treat symptoms. Treating just the surface issue leaves the root cause untouched. It will likely pop out sideways, possibly in a worse way.
• They don’t set clear goals . Without a clear end point, it is impossible to know when to stop working. Furthermore, people won’t agree on whether the project was successful or not.
• They don’t build consensus. Most significant problems cross team boundaries. Without support from affected people, problem solving fails. 

PDCA (Plan-Do-Check-Act)

At the heart of most effective problem-solving methodologies is the PDCA Cycle (aka the Deming Cycle).

• Plan: Create a solid plan for solving the problem. This should include creating a deep understanding of a problem, identifying the root cause, defining the problem, and setting goals.
• Do: The plan must be implemented.
• Check: Poor problem solvers stop after the “Do” step. Good problem solvers check to see if the solution they put in place really worked.
• Act: When you identify an area where the “Do” step fell short, you must actually fix it.

The A3 Report

The A3 process is a specific, structured method of problem solving. While the A3 report is the visible centerpiece of the process, it is actually more of a result of the process than the actual process itself. The A3 report is simply a concise, communication tool. Because of the recognizable format, individuals can rapidly share ideas and have confidence in what they are talking about.

A3 Thinking Relies on the Use of PDCA

The A3 report gets its name from the “A3” size of paper used in Japan where the report originated. It is relatively close to the size of an 11×17 sheet of paper in the US.

As you continue to read about the A3 report, keep in mind that there is no set format, other than that the sections should follow the PDCA cycle. Templates (such as the ones offered at www.Velaction.com/a3-template/ ) are handy to use as starting points, but feel free to deviate from the precise layout if there is a good reason to do so. One warning, though, if you do make a change: make sure that sufficient space is devoted to the plan step.

A3 Communication

The A3 report is not intended as a tool for independent use. A3 reports involve several people. There should be an owner who is responsible for maintaining the document and managing the problem-solving efforts.

He or she should also have an experienced mentor who can help guide the problem solver through the A3 process. This mentor typically uses a healthy dose of the Socratic Method, pointing the person toward ways to overcome roadblocks rather than actually giving answers. The mentor, in many cases, also lends his authority to the A3 report, so the problem solver acts on the mentor’s behalf in solving the problem. This implies that the mentor needs to have some clout in the organization. Because of the mentor’s support, there is authority strapped to the A3 report. That translates to higher prioritization.

There will also be a variety of stakeholders with a vested interest in the outcome of the A3 project.

Finally, there will be the people involved in data collection, analysis, and, of course, implementing the solutions.

In most organizations, people are busy, and there is a lot coming at them. They have to separate the wheat from the chaff. One of the benefits of the A3 process is that it gets people’s attention. It is generally used for only the most significant problems in the organization, so people tend to take notice when they see the A3 report.

Another big reason that people pay attention to A3 reports is that the somewhat standard format lets them quickly get a handle on what is going on. The A3 report acts as a standardized communication tool. Readers can follow the storyboard and, without much wasted effort, know the background and status of the project.

The A3 Process

A3 thinking takes a systematic approach to problem solving. Typically, a project owner draws up the A3 report with ample support and input from all involved people. The author then runs it by the mentor throughout each step. The feedback and ideas from the discussion are then integrated into the report.

The background section is exactly what it sounds like. It is a brief section that clarifies the problem and adds context. Metrics are often shown in this box.

• Current Conditions

The current conditions section summarizes, not surprisingly, the current situation. It can show an overview of the process, highlight problems, or present anything else that will help people gain understanding of how things are now.

Specific goals should be set. In most cases, goals should have dates associated with them. An A3 report, though, is a storyboard to guide you through a process. At this point, you only know where you want to go, not how long it will take to get there. The goal dates will come out indirectly in the countermeasures step. Once the project is more fully fleshed out, though, you should add dates to the goals.

• Root-Cause Analysis

This step can take a substantial amount of time, as it is the most important one. If the root cause is not clearly identified, you’ll be solving the wrong problem. Mentors should spend significant time reviewing this step to make sure the author has it right.

• Countermeasures

Only when the root cause is understood should an A3 report author start coming up with solutions. For big projects, the countermeasures listed here might have action plans associated with them. Of particular importance is that the projected improvements from the countermeasures should add up to reach the goal.

• Effect Confirmation

It is particularly important that the effects of the countermeasures are confirmed. On occasion, positive but unexpected changes happen. If they were not predicted with the countermeasures, the root cause is likely still present. Go back and try again, or you’ll be starting the whole project over down the road.

• Follow-Up Actions

Follow-up items are not things that have to be done to get a new process up and running. They are intended to capitalize on an opportunity to add further improvement, or to help spread knowledge. In no case should the failure to do a follow-up action item prevent the full implementation of the solution.

Let me stress that point…

The success of a project should not be contingent upon follow-up actions.

If the action item list is never touched, the gains you made should be real, and they should stick. Follow-up items should be focused on going beyond the goals, or simply ‘buttoning down’ loose ends.

Benefits of A3 Thinking

• The consistency of the process supports the mentoring
• The systematic approach and recognizable format promote collaboration.
• The A3 process acts as a hands-on classroom, promoting learning and growth.
• Because of the methodical approach, solutions are more likely to have permanent fixes.
• The A3 report’s format makes it easy to spread gains around the organization.
• The act of assigning a problem-solving owner increases the likelihood of a successful project.
• The economy of language in the A3 report engages people. They know they won’t have to waste time trying to figure out what is going on.
• The collaborative process means more effective decision making.

Words of Warning With A3 Thinking

• No problem is ever truly solved. You can always go further. Some people make a point of avoiding the word “solved” altogether. You don’t need to go to that extreme but do keep in mind that improvement is an ongoing process and you will likely address the same process repeatedly over the years. You’ll identify incremental improvement opportunities, changing customer requirements will demand further improvement, or you’ll be fighting back entropy as outside forces affect your processes.
• While purists advocate handwriting an A3 report, the world is a changing place. Teams are often spread out around the whole globe, and more people than ever are working remotely. In the spirit of continuous improvement , adapt the report to suit your needs. A good technique is to handwrite the section you are working on, and then transfer it to a computer for ease of update, review, and transmission.
• Don’t expect immediate expertise in A3 reports. You’ll need a lot of practice to get good at them.
• Don’t expect immediate expertise in A3 reports. You’ll need a lot of practice to get good at them. (Note that this is intentionally mentioned twice. It is that important.)
• Don’t focus heavily on the report. The A3 thinking process is far more important.
• Use copious graphics on the report. They take far less space than words and are much clearer.
• Make sure targets are specific. Collaboration requires clarity in what people are agreeing to.
• Keep an appropriate scope . The A3 report is not an annual plan. It should be focused on a specific problem. Think “reduce dings on doors”, not “improve quality”.
• Don’t move forward without consensus. If stakeholders are not bought in…

Extended Content for this Section is available at academy.Velaction.com

In an organization that embraces A3 thinking, you will have a big role to play. While you may not be designated as the author or owner of a report, there is a great likelihood that you will see people visiting your work area, scribbling on large sheets of paper.

You will probably be asked many questions and may even be asked to collect data . If you are approached with an A3 report, ask to see it. It will give you a better understanding of how the A3 team leader sees the problem. Chances are you are closer to the process than he or she is and can probably offer some great insight. You may even identify an error that can help prevent your life from being harder down the road.

A3 Thinking and Promotions

If you aspire to move up in your organization, the A3 process is a great way to show what you can do. They tend to be used for important projects and have a good deal of attention paid to them by the decision-makers in the company. Ask your boss for some opportunities to participate in the A3 process.

Tip: Sitting in on a mentor meeting is a good way to gain knowledge about the process a little more quickly.

If you want to be a top performer in a Lean company, make A3 thinking your go-to problem solving methodology for anything that crosses a functional boundary or involves multiple work areas. In addition to helping you develop critical thinking, it hones several other skills that will be invaluable to you.

Many new leaders struggle with talking to senior managers. The A3 report gives them experience in a structured manner. They know what to expect, are working on something positive, and have a chance to be well-prepared for the meeting. It can provide a great opportunity to build a network.

That network building also extends to managers at equal levels. In some companies, leaders are so compartmentalized they seldom get to know their peers as anything more than casual acquaintances. Working together on an A3 report helps build strong relationships.

Communication skills are also refined. Put bluntly, many managers are horrible writers. Grammar aside, it can be a challenge to figure out what a person is saying. Sugar coating abounds. People are reluctant to commit to an idea…

Key Points About A3 Thinking

• A3 thinking is more than just filling out an A3 report. It is a way of training oneself to approach problem solving and leadership in a structured manner.
• A3 thinking is a structured thought process that is based on the PDCA cycle.
• The A3 process is not an individual activity. It requires the effort of the whole team.

Next Steps to Creating an A3 Report

• Determine if your organization has anyone with experience in mentoring others on A3 Thinking. (If you do not have anyone who can help train your organization and need help, contact us at [email protected] .)
• ID a few key people for each A3 mentor to develop.
• Train the team members on the Fundamentals of A3 Thinking .
• Identify basic projects for each individual to lead.
• Complete the projects, meeting periodically to help individuals learn from each other.
• Repeat with increasingly challenging projects.

We offer A3 templates for sale in our online store .

There are a few different sizes available. The templates are created in PowerPoint, so you can modify them to suit your needs.

Remember, though, that there is no set format for the A3 report. Our templates are just intended to be used as a starting point in your problem-solving efforts.

We also offer a free A3 Template, which you can get by clicking the image below.

Get this A3 Template Free by Clicking the Image

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

• Infographics

Problem-Solving Cycle Circle Diagram Template

Take on challenges more effectively with this problem-solving cycle diagram template..

This infographic template is designed to guide you through the problem-solving process. With its well-ordered visual elements and colorful design, it becomes easier to comprehend and apply each step from identifying a problem to finding a solution and implementing it.

Customize it using Visme's versatile editor, matching it to your brand colors and language.

• Change colors, fonts and more to fit your branding
• Access free, built-in design assets or upload your own
• Visualize data with customizable charts and widgets
• Add animation, interactivity, audio, video and links
• Download in PDF, JPG, PNG and HTML5 format
• Create page-turners with Visme’s flipbook effect
• Share online with a link or embed on your website

Start editing this template now or explore more of Visme's range of diagram infographic templates to meet your specific requirements.

Edit this template with our  infographic maker !

Template Specifications

All infographic templates are 800 pixels wide with varying lengths. These dimensions can be easily changed and the length adjusted with a slider.

Customizable

This template can be fully customized. You can edit content, change image(s), apply custom colors, input your own fonts and logo, and more.

Download as a high resolution JPEG, PNG, PDF or HTML5, embed into a blog post or webpage, or generate a shareable link for online use.

Compatibility

Related tags.

• infographics
• infographic

More like this

Company Profile Infographic

Tell a compelling story about your business with this company profile infographic template.

Social Media Comparison Infographic

Create an eye-catching infographic to compare different social media platforms with this professional infographic template.

How to Write SEO Content Infographic

Share helpful tips about writing SEO-friendly content with this striking infographic template.

Website Design Project Timeline Infographic

Guide businesses through the typical timeline of a website design with this elegant infographic template.

Voyager Mission Milestones Timeline Infographic

Create a timeline of the Voyager Mission milestones with this bright timeline template.

Become a Volunteer at a Nonprofit Infographic

Explain why becoming a volunteer is beneficial for an individual using this nonprofit infographic template.

Startup Credential Infographic

Use this startup credential infographic template to summarize processes and steps that are essential for launching a startup. 

Anatomy of a Job Interview - Infographic

Create a step-by-step guide to landing a dream job with this playful infographic template.

Strategic Vision Infographic

Summarize your strategies and illustrate them in a visually comprehensive way using this strategic-vision infographic template

Share strategies for achieving goals with this color-coordinated strategic vision template.

How to Plan Infographic

Create a visually comprehensive version of your how-to blogs using this how-to-plan infographic template.

What is Design Thinking Infographic

Showcase the thought process behind the exceptional design with this attractive infographic.

Interactive Content Statistic Infographic

Showcase helpful marketing tips through this captivating infographic template.

Paper Company History Timeline Roadmap Infographic

Take stock of your company’s history with this dazzling roadmap infographic template.

Design Tools Survey Infographic

Showcase the results of your design tools survey with this attractive infographic template. 

Cancer Disease Awareness Infographic

Raise awareness on cancer diseases with this compelling infographic template.

Free Infographic Templates by Visme

By far, infographics are one of the best ways to connect with your audience on a whole new level, leveraging the best that social media has to offer with a delivery mechanism that cuts right to the core of what people are actually looking for. Visme was built from the ground up to be more than just another infographic creation tool. It's a drag-and-drop infographic solution filled with hundreds upon hundreds of stunning editable infographic templates and thousands of free infographic elements that, together, give you the most solid foundation to use to build something truly remarkable for the people you're trying to reach.

No longer do you need to be a graphic designer with years of experience under your belt to design captivating, compelling infographics in a fraction of the time it used to take. Regardless of what type of data you're trying to visualize or even what type of story you're trying to tell, Visme lets you harness the full power of data visualization to your advantage with a program that is easy to use right from your very own Web browser.

Decide what you want your infographic layout to look like, choose a color scheme and insert your content. Go step-by-step to find the perfect workflow for you and your team.

Whether you're selecting from our extensive library of totally free vector graphics and stock images or are planning to upload your own media, there's a reason why Visme is trusted by over 7 million people in more than 125 countries around the world – it's simple and powerful, both for individuals and for teams, giving you the perfect opportunity to finally create high-quality infographic designs that you and your audience members care about.

Create Your Infographic Now

• Memberships

A3 Lean: Template, Process and Examples

A3 Lean: this article explains the use of the A3 Lean template in a practical way. It covers its advantage and the process in steps, along with examples. It also contains a downloadable and editable A3 format lean single page template . After reading this article you will understand the basics of this powerful problem solving tool.

What is the A3 Lean template?

Most organizations are perfectly capable of solving problems. However, realizing a structured problem solving approach is often much more difficult.

Car giant Toyota has included the ability to continuously carry out improvements in operational performance in a structured process. This is called the A3 Lean Thinking Process .

Toyota describes problem identifications in a 10 step plan in which cooperation and personal development of employees is promoted. Both the results of the problem identification and the planning are represented in a concise A3 report . The name of the A3 Thinking Process is derived from this paper format.

Advantage of the A3 Lean template

Problems within an organization are often addressed superficially. The deeper, underlying causes of the problem are not always considered, allowing repetition to lie in wait. The same problems will resurface with the result that operational performance does not improve. The A3 Thinking process helps to arrive at a joint and detailed problem resolution. Underlying causes are thus eliminated.

Figure 1 – A3 Lean Thinking Process

A3 Lean template: steps and example

The A3 Lean template can be applied in almost any problem situation provided the ten steps are followed in the process:

Step 0. Identify a problem or need

The problem is recognized, acknowledged and identified by the team members of the A3 Lean template. This is also known as a problem statement.

Example : Structural late deliveries to customers.

Step 1. Understand current position

The problem can only be addressed by understanding the current situation. Toyota indicates that it is important to determine the extent of the problem.

Example : What percentage of the deliveries are late?

Step 2. Target

By drawing up countermeasures a new target will be formulated. The A3 Thinking team will specifically describe the expected improvements.

Example : Because of the new form of communication, the status of the delivery will be clear to the customer and the company.

Step 3. Root Cause Analysis

By finding out the causes of the problems, measures can be taken. The main causes are identified by the so-called ‘ why ’ questions via a Root Cause Analysis .

Example : Why are deliveries late? Why this percentage? Why are customers not informed?

Another good LEAN Manufacturing tool to analyse data is the Pareto Analysis

Step 4. Countermeasures

The underlying causes can be properly addressed by using countermeasures. As a result of this, structural changes are made in the work processes and the work will become more efficient once more. The A3 Thinking process team can work purposefully by pointing out the contents and the details of the countermeasures.

Example: the analysis in Step 2 has appointed ‘ Poor communication to customers ’ as the main cause.

A countermeasure could be that Stock Control maintains contacts with both the suppliers and the customers on a daily basis.

Step 5. Implementation plan

To achieve the goal, a carefully thought-out and workable implementation or action plan will be drawn up. This execution plan consists of an action list, responsible participants and has a time limit. Expenses and resources can also be included.

Example : The number of complaints must be decreased by 70% within three months.

Step 6. Follow-up plan

The follow-up plan checks whether the changes and adjustments will actually yield the best results. The follow up plan enables the correct and proper execution of the implementation plan.

Example : by carrying out spot checks, it will become clear whether the deliveries have improved.

Step 7. Involve affected parties

It is of vital importance to discuss the plans with all the affected parties. Without a consensus, the plan is doomed to fail. By discussing the advantages and disadvantages of the plan with several parties, the plans can still be refined.

Step 8. Approval

The A3 Lean template process team must obtain approval from an authority within the organization. This could also be the team leader.

Step 9. Implementation

Without a final implementation there can be no (radical) change. Through regular meetings, the A3 Lean template team can map out the steps of the execution, tasks, actions and deadlines.

Step 10. Evaluation

Only by means of evaluation it is impossible to determine whether the final results have been achieved. When there are deviating results, it is important to find out what could have caused these deviations. Subsequently, changes and/or adaptations will have to take place in the process, so that the goal will still be achieved.

A3 Lean: the Cycle

Based on the evaluation, another problem can be identified, as a result of which the whole cycle of the A3 Thinking Process begins again. Steps 0 up to 6 will be included in the A3 report. By documenting this part of the A3 Thinking Process, the people involved will have a better understanding of the working method and the problem analysis and problem resolution will have more structure. Thus, repetition is reduced.

A3 Lean template format

Do you want to bring the A3 methodology into practice? Start solving problems with this ready to use A3 paper template.

Download the A3 format Lean template

Now It’s Your Turn

What do you think? Is A3 problem solving / A3 template applicable in today’s modern businesses and organizations? What is your experience using the A3 Thinking process? What are your success criteria for a good A3 Thinking process?

Share your experience and knowledge in the comments box below.

More information

• Liker, J., & Convis, G. L. (2011). The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development . McGraw-Hill .
• Shook, J., & Womack, J. (2008). Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead . Lean Enterprises Inst Inc.
• Sobek II, D. K., & Smalley, A. (2008). Understanding A3 Thinking: A Critical Component of Toyota’s PDCA Management System . Productivity Press.

How to cite this article: Mulder, P. (2012). A3 Lean: Template, Process and Examples . Retrieved [insert date] from Toolshero: https://www.toolshero.com/problem-solving/a3-lean-template/

Published on: 16/10/2012 | Last update: 12/13/2022

Add a link to this page on your website: <a href=”https://www.toolshero.com/problem-solving/a3-lean-template/”>Toolshero: A3 Lean: Template, Process and Examples</a>

Did you find this article interesting?

Your rating is more than welcome or share this article via Social media!

Average rating 4 / 5. Vote count: 12

No votes so far! Be the first to rate this post.

We are sorry that this post was not useful for you!

Let us improve this post!

Tell us how we can improve this post?

Patty Mulder

Patty Mulder is an Dutch expert on Management Skills, Personal Effectiveness and Business Communication. She is also a Content writer, Business Coach and Company Trainer and lives in the Netherlands (Europe). Note: all her articles are written in Dutch and we translated her articles to English!

Related ARTICLES

Eight Dimensions of Quality by David Garvin

Jidoka: Theory and Meaning explained

Poka Yoke explained including an example

Gemba Kaizen explained: meaning and theory

PDCA Cycle by Deming: Meaning and Steps

Gemba Walk: definition, tips and checklist template

Also interesting.

SMART Goals: The Acronym with examples and a Template

Rose of Leary model explained including a Test

Ikigai explained including the meaning

One response to “a3 lean: template, process and examples”.

What is the amazing tool!

Leave a Reply Cancel reply

You must be logged in to post a comment.

BOOST YOUR SKILLS

Toolshero supports people worldwide ( 10+ million visitors from 100+ countries ) to empower themselves through an easily accessible and high-quality learning platform for personal and professional development.

By making access to scientific knowledge simple and affordable, self-development becomes attainable for everyone, including you! Join our learning platform and boost your skills with Toolshero.

POPULAR TOPICS

• Change Management
• Marketing Theories
• Problem Solving Theories
• Psychology Theories

ABOUT TOOLSHERO

• Free Toolshero e-book
• Memberships & Pricing

Available Tools:

• Resource Library Arrow with stem
• Benchmarks on Demand Arrow with stem
• Certification Arrow with stem
• Training - Self Paced and In Person Arrow with stem
• Research Agenda Arrow with stem
• Peer to Peer Arrow with stem
• Blog Arrow with stem

Check out our most frequently asked questions or feel free to contact us online or call us at 1-800-776-9676 or +1-713-681-4020

Sorry! Not all users have access to all of our resources.

Want to unlock access to all of our resources?

Lean Technique: A3 Problem Solving Template

A-3 is a step-by-step template for applying plan-do-check-act, also known as PDCA or the Deming cycle. The name comes from the standard international paper size A-3, which is roughly 11” x 17”—this provides just enough space to condense information onto a single page.

This article includes a version of the template, explains how to use an A3 template, and highlights concepts of waste. This template was provided by Federal Home Loan Bank (FHLBank) of San Francisco.

Related Resources

Exploring process automation, how process programs stack up 2024, ten keys to successful business process management, 2024 process and performance management webinars, 3.0 market and sell products and services definitions and key measures pcf version 7.4, 6.0 manage customer service definitions and key measures pcf version 7.4, 9.0 manage financial resources definitions and key measures pcf version 7.4, 12.0 manage external relationships key definitions pcf version 7.4, 1.0 develop vision and strategy definitions pcf version 7.4, 4.0 manage supply chain for physical products definitions and key measures pcf version 7.4, 7.0 develop and manage human capital definitions and key measures pcf version 7.4, 10.0 acquire, construct, and manage assets definitions and key measures pcf version 7.4.

How to master the seven-step problem-solving process

In this episode of the McKinsey Podcast , Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.

Podcast transcript

Simon London: Hello, and welcome to this episode of the McKinsey Podcast , with me, Simon London. What’s the number-one skill you need to succeed professionally? Salesmanship, perhaps? Or a facility with statistics? Or maybe the ability to communicate crisply and clearly? Many would argue that at the very top of the list comes problem solving: that is, the ability to think through and come up with an optimal course of action to address any complex challenge—in business, in public policy, or indeed in life.

Looked at this way, it’s no surprise that McKinsey takes problem solving very seriously, testing for it during the recruiting process and then honing it, in McKinsey consultants, through immersion in a structured seven-step method. To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].

Charles and Hugo, welcome to the podcast. Thank you for being here.

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?

Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?”

You might think that’s a funny thing to apply problem solving to, but in my mind it’s not fundamentally different from business problem solving, which answers the question “What should my strategy be?” Or problem solving at the policy level: “How do we combat climate change?” “Should I support the local school bond?” I think these are all part and parcel of the same type of question, “What should I do?”

I’m a big fan of structured problem solving. By following steps, we can more clearly understand what problem it is we’re solving, what are the components of the problem that we’re solving, which components are the most important ones for us to pay attention to, which analytic techniques we should apply to those, and how we can synthesize what we’ve learned back into a compelling story. That’s all it is, at its heart.

I think sometimes when people think about seven steps, they assume that there’s a rigidity to this. That’s not it at all. It’s actually to give you the scope for creativity, which often doesn’t exist when your problem solving is muddled.

Simon London: You were just talking about the seven-step process. That’s what’s written down in the book, but it’s a very McKinsey process as well. Without getting too deep into the weeds, let’s go through the steps, one by one. You were just talking about problem definition as being a particularly important thing to get right first. That’s the first step. Hugo, tell us about that.

Hugo Sarrazin: It is surprising how often people jump past this step and make a bunch of assumptions. The most powerful thing is to step back and ask the basic questions—“What are we trying to solve? What are the constraints that exist? What are the dependencies?” Let’s make those explicit and really push the thinking and defining. At McKinsey, we spend an enormous amount of time in writing that little statement, and the statement, if you’re a logic purist, is great. You debate. “Is it an ‘or’? Is it an ‘and’? What’s the action verb?” Because all these specific words help you get to the heart of what matters.

Want to subscribe to The McKinsey Podcast ?

Simon London: So this is a concise problem statement.

Hugo Sarrazin: Yeah. It’s not like “Can we grow in Japan?” That’s interesting, but it is “What, specifically, are we trying to uncover in the growth of a product in Japan? Or a segment in Japan? Or a channel in Japan?” When you spend an enormous amount of time, in the first meeting of the different stakeholders, debating this and having different people put forward what they think the problem definition is, you realize that people have completely different views of why they’re here. That, to me, is the most important step.

Charles Conn: I would agree with that. For me, the problem context is critical. When we understand “What are the forces acting upon your decision maker? How quickly is the answer needed? With what precision is the answer needed? Are there areas that are off limits or areas where we would particularly like to find our solution? Is the decision maker open to exploring other areas?” then you not only become more efficient, and move toward what we call the critical path in problem solving, but you also make it so much more likely that you’re not going to waste your time or your decision maker’s time.

How often do especially bright young people run off with half of the idea about what the problem is and start collecting data and start building models—only to discover that they’ve really gone off half-cocked.

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

Simon London: OK. So step one—and there is a real art and a structure to it—is define the problem. Step two, Charles?

Charles Conn: My favorite step is step two, which is to use logic trees to disaggregate the problem. Every problem we’re solving has some complexity and some uncertainty in it. The only way that we can really get our team working on the problem is to take the problem apart into logical pieces.

What we find, of course, is that the way to disaggregate the problem often gives you an insight into the answer to the problem quite quickly. I love to do two or three different cuts at it, each one giving a bit of a different insight into what might be going wrong. By doing sensible disaggregations, using logic trees, we can figure out which parts of the problem we should be looking at, and we can assign those different parts to team members.

Simon London: What’s a good example of a logic tree on a sort of ratable problem?

Charles Conn: Maybe the easiest one is the classic profit tree. Almost in every business that I would take a look at, I would start with a profit or return-on-assets tree. In its simplest form, you have the components of revenue, which are price and quantity, and the components of cost, which are cost and quantity. Each of those can be broken out. Cost can be broken into variable cost and fixed cost. The components of price can be broken into what your pricing scheme is. That simple tree often provides insight into what’s going on in a business or what the difference is between that business and the competitors.

If we add the leg, which is “What’s the asset base or investment element?”—so profit divided by assets—then we can ask the question “Is the business using its investments sensibly?” whether that’s in stores or in manufacturing or in transportation assets. I hope we can see just how simple this is, even though we’re describing it in words.

When I went to work with Gordon Moore at the Moore Foundation, the problem that he asked us to look at was “How can we save Pacific salmon?” Now, that sounds like an impossible question, but it was amenable to precisely the same type of disaggregation and allowed us to organize what became a 15-year effort to improve the likelihood of good outcomes for Pacific salmon.

Simon London: Now, is there a danger that your logic tree can be impossibly large? This, I think, brings us onto the third step in the process, which is that you have to prioritize.

Charles Conn: Absolutely. The third step, which we also emphasize, along with good problem definition, is rigorous prioritization—we ask the questions “How important is this lever or this branch of the tree in the overall outcome that we seek to achieve? How much can I move that lever?” Obviously, we try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change. With salmon, ocean conditions turned out to be a big lever, but not one that we could adjust. We focused our attention on fish habitats and fish-harvesting practices, which were big levers that we could affect.

People spend a lot of time arguing about branches that are either not important or that none of us can change. We see it in the public square. When we deal with questions at the policy level—“Should you support the death penalty?” “How do we affect climate change?” “How can we uncover the causes and address homelessness?”—it’s even more important that we’re focusing on levers that are big and movable.

Would you like to learn more about our Strategy & Corporate Finance Practice ?

Simon London: Let’s move swiftly on to step four. You’ve defined your problem, you disaggregate it, you prioritize where you want to analyze—what you want to really look at hard. Then you got to the work plan. Now, what does that mean in practice?

Hugo Sarrazin: Depending on what you’ve prioritized, there are many things you could do. It could be breaking the work among the team members so that people have a clear piece of the work to do. It could be defining the specific analyses that need to get done and executed, and being clear on time lines. There’s always a level-one answer, there’s a level-two answer, there’s a level-three answer. Without being too flippant, I can solve any problem during a good dinner with wine. It won’t have a whole lot of backing.

Simon London: Not going to have a lot of depth to it.

Hugo Sarrazin: No, but it may be useful as a starting point. If the stakes are not that high, that could be OK. If it’s really high stakes, you may need level three and have the whole model validated in three different ways. You need to find a work plan that reflects the level of precision, the time frame you have, and the stakeholders you need to bring along in the exercise.

Charles Conn: I love the way you’ve described that, because, again, some people think of problem solving as a linear thing, but of course what’s critical is that it’s iterative. As you say, you can solve the problem in one day or even one hour.

Charles Conn: We encourage our teams everywhere to do that. We call it the one-day answer or the one-hour answer. In work planning, we’re always iterating. Every time you see a 50-page work plan that stretches out to three months, you know it’s wrong. It will be outmoded very quickly by that learning process that you described. Iterative problem solving is a critical part of this. Sometimes, people think work planning sounds dull, but it isn’t. It’s how we know what’s expected of us and when we need to deliver it and how we’re progressing toward the answer. It’s also the place where we can deal with biases. Bias is a feature of every human decision-making process. If we design our team interactions intelligently, we can avoid the worst sort of biases.

Simon London: Here we’re talking about cognitive biases primarily, right? It’s not that I’m biased against you because of your accent or something. These are the cognitive biases that behavioral sciences have shown we all carry around, things like anchoring, overoptimism—these kinds of things.

Both: Yeah.

Charles Conn: Availability bias is the one that I’m always alert to. You think you’ve seen the problem before, and therefore what’s available is your previous conception of it—and we have to be most careful about that. In any human setting, we also have to be careful about biases that are based on hierarchies, sometimes called sunflower bias. I’m sure, Hugo, with your teams, you make sure that the youngest team members speak first. Not the oldest team members, because it’s easy for people to look at who’s senior and alter their own creative approaches.

Hugo Sarrazin: It’s helpful, at that moment—if someone is asserting a point of view—to ask the question “This was true in what context?” You’re trying to apply something that worked in one context to a different one. That can be deadly if the context has changed, and that’s why organizations struggle to change. You promote all these people because they did something that worked well in the past, and then there’s a disruption in the industry, and they keep doing what got them promoted even though the context has changed.

Simon London: Right. Right.

Hugo Sarrazin: So it’s the same thing in problem solving.

Charles Conn: And it’s why diversity in our teams is so important. It’s one of the best things about the world that we’re in now. We’re likely to have people from different socioeconomic, ethnic, and national backgrounds, each of whom sees problems from a slightly different perspective. It is therefore much more likely that the team will uncover a truly creative and clever approach to problem solving.

Simon London: Let’s move on to step five. You’ve done your work plan. Now you’ve actually got to do the analysis. The thing that strikes me here is that the range of tools that we have at our disposal now, of course, is just huge, particularly with advances in computation, advanced analytics. There’s so many things that you can apply here. Just talk about the analysis stage. How do you pick the right tools?

Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches.

Simon London: Would you agree with that?

Hugo Sarrazin: I agree. I think there are so many wonderful heuristics. You need to start there before you go deep into the modeling exercise. There’s an interesting dynamic that’s happening, though. In some cases, for some types of problems, it is even better to set yourself up to maximize your learning. Your problem-solving methodology is test and learn, test and learn, test and learn, and iterate. That is a heuristic in itself, the A/B testing that is used in many parts of the world. So that’s a problem-solving methodology. It’s nothing different. It just uses technology and feedback loops in a fast way. The other one is exploratory data analysis. When you’re dealing with a large-scale problem, and there’s so much data, I can get to the heuristics that Charles was talking about through very clever visualization of data.

You test with your data. You need to set up an environment to do so, but don’t get caught up in neural-network modeling immediately. You’re testing, you’re checking—“Is the data right? Is it sound? Does it make sense?”—before you launch too far.

Simon London: You do hear these ideas—that if you have a big enough data set and enough algorithms, they’re going to find things that you just wouldn’t have spotted, find solutions that maybe you wouldn’t have thought of. Does machine learning sort of revolutionize the problem-solving process? Or are these actually just other tools in the toolbox for structured problem solving?

Charles Conn: It can be revolutionary. There are some areas in which the pattern recognition of large data sets and good algorithms can help us see things that we otherwise couldn’t see. But I do think it’s terribly important we don’t think that this particular technique is a substitute for superb problem solving, starting with good problem definition. Many people use machine learning without understanding algorithms that themselves can have biases built into them. Just as 20 years ago, when we were doing statistical analysis, we knew that we needed good model definition, we still need a good understanding of our algorithms and really good problem definition before we launch off into big data sets and unknown algorithms.

Simon London: Step six. You’ve done your analysis.

Charles Conn: I take six and seven together, and this is the place where young problem solvers often make a mistake. They’ve got their analysis, and they assume that’s the answer, and of course it isn’t the answer. The ability to synthesize the pieces that came out of the analysis and begin to weave those into a story that helps people answer the question “What should I do?” This is back to where we started. If we can’t synthesize, and we can’t tell a story, then our decision maker can’t find the answer to “What should I do?”

Simon London: But, again, these final steps are about motivating people to action, right?

Charles Conn: Yeah.

Simon London: I am slightly torn about the nomenclature of problem solving because it’s on paper, right? Until you motivate people to action, you actually haven’t solved anything.

Charles Conn: I love this question because I think decision-making theory, without a bias to action, is a waste of time. Everything in how I approach this is to help people take action that makes the world better.

Simon London: Hence, these are absolutely critical steps. If you don’t do this well, you’ve just got a bunch of analysis.

Charles Conn: We end up in exactly the same place where we started, which is people speaking across each other, past each other in the public square, rather than actually working together, shoulder to shoulder, to crack these important problems.

Simon London: In the real world, we have a lot of uncertainty—arguably, increasing uncertainty. How do good problem solvers deal with that?

Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree.

You need to think carefully about the branches of the tree that are more certain and less certain as you define them. They don’t have equal weight just because they’ve got equal space on the page. Then, when you’re prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully, have a reasonable impact. You can introduce that along the way. When you come back to the synthesis, you just need to be nuanced about what you’re understanding, the likelihood.

Often, people lack humility in the way they make their recommendations: “This is the answer.” They’re very precise, and I think we would all be well-served to say, “This is a likely answer under the following sets of conditions” and then make the level of uncertainty clearer, if that is appropriate. It doesn’t mean you’re always in the gray zone; it doesn’t mean you don’t have a point of view. It just means that you can be explicit about the certainty of your answer when you make that recommendation.

Simon London: So it sounds like there is an underlying principle: “Acknowledge and embrace the uncertainty. Don’t pretend that it isn’t there. Be very clear about what the uncertainties are up front, and then build that into every step of the process.”

Hugo Sarrazin: Every step of the process.

Simon London: Yeah. We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick summary. Design thinking—what is it, and how does it relate?

Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.

Simon London: Problem definition, but out in the world.

Hugo Sarrazin: With an enormous amount of empathy. There’s a huge emphasis on empathy. Traditional, more classic problem solving is you define the problem based on an understanding of the situation. This one almost presupposes that we don’t know the problem until we go see it. The second thing is you need to come up with multiple scenarios or answers or ideas or concepts, and there’s a lot of divergent thinking initially. That’s slightly different, versus the prioritization, but not for long. Eventually, you need to kind of say, “OK, I’m going to converge again.” Then you go and you bring things back to the customer and get feedback and iterate. Then you rinse and repeat, rinse and repeat. There’s a lot of tactile building, along the way, of prototypes and things like that. It’s very iterative.

Simon London: So, Charles, are these complements or are these alternatives?

Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative.

Simon London: I think, in a world of cross-functional teams, an interesting question is do people with design-thinking backgrounds really work well together with classical problem solvers? How do you make that chemistry happen?

Hugo Sarrazin: Yeah, it is not easy when people have spent an enormous amount of time seeped in design thinking or user-centric design, whichever word you want to use. If the person who’s applying classic problem-solving methodology is very rigid and mechanical in the way they’re doing it, there could be an enormous amount of tension. If there’s not clarity in the role and not clarity in the process, I think having the two together can be, sometimes, problematic.

The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence, they’ll bring an example, a thing, and that feels different. Then you spend your time differently to achieve those two end products, so that’s another source of friction.

Now, I still think it can be an incredibly powerful thing to have the two—if there are the right people with the right mind-set, if there is a team that is explicit about the roles, if we’re clear about the kind of outcomes we are attempting to bring forward. There’s an enormous amount of collaborativeness and respect.

Simon London: But they have to respect each other’s methodology and be prepared to flex, maybe, a little bit, in how this process is going to work.

Hugo Sarrazin: Absolutely.

Simon London: The other area where, it strikes me, there could be a little bit of a different sort of friction is this whole concept of the day-one answer, which is what we were just talking about in classical problem solving. Now, you know that this is probably not going to be your final answer, but that’s how you begin to structure the problem. Whereas I would imagine your design thinkers—no, they’re going off to do their ethnographic research and get out into the field, potentially for a long time, before they come back with at least an initial hypothesis.

Want better strategies? Become a bulletproof problem solver

Hugo Sarrazin: That is a great callout, and that’s another difference. Designers typically will like to soak into the situation and avoid converging too quickly. There’s optionality and exploring different options. There’s a strong belief that keeps the solution space wide enough that you can come up with more radical ideas. If there’s a large design team or many designers on the team, and you come on Friday and say, “What’s our week-one answer?” they’re going to struggle. They’re not going to be comfortable, naturally, to give that answer. It doesn’t mean they don’t have an answer; it’s just not where they are in their thinking process.

Simon London: I think we are, sadly, out of time for today. But Charles and Hugo, thank you so much.

Charles Conn: It was a pleasure to be here, Simon.

Hugo Sarrazin: It was a pleasure. Thank you.

Simon London: And thanks, as always, to you, our listeners, for tuning into this episode of the McKinsey Podcast . If you want to learn more about problem solving, you can find the book, Bulletproof Problem Solving: The One Skill That Changes Everything , online or order it through your local bookstore. To learn more about McKinsey, you can of course find us at McKinsey.com.

Charles Conn is CEO of Oxford Sciences Innovation and an alumnus of McKinsey’s Sydney office. Hugo Sarrazin is a senior partner in the Silicon Valley office, where Simon London, a member of McKinsey Publishing, is also based.

Explore a career with us

Related articles.

Strategy to beat the odds

Five routes to more innovative problem solving

7 Step Problem Solving Process Diagram for PowerPoint

The 7 Step Problem Solving Process Diagram for PowerPoint is a semi-circular template design. It illustrates an iterative process cycle including chevron arrows. Each of these arrow shapes outlines a sequence of the problem-solving method in seven stages. The stages include problem definition, disaggregation, prioritizing, work plan, analysis, synthesis, and communication. These stages are also known as the 7 steps to bullet-proof problem-solving model. This process flow encapsulates all essential steps required to address an issue up to its resolution.

Finding and implementing a solution to any problem is a crucial skill required in all parts of life. It is considered one of the important job capabilities. The 7 steps process of problem-solving provides a foundation that is applicable for business as well as personal challenges. This process functions effectively with nearly all types of problem-solving tools and techniques.

The 7 Step Problem Solving Process Diagram for PowerPoint presents a semi-circle shape of connected chevron arrows. These arrows define the direction of the process sequence. The problem-solving diagram template can be used in educational/staff training and organizational problem-solving presentations. There are additional seven slides of the PowerPoint diagram template to carry detailed discussions about each stage. The users can customize colors and change the textual content of pre-design templates. The SlideModel diagram templates offer a 5 step version of problem solving process template. The users can choose from these templates based on the complexity of the problem and decision making strategies. Alternatively, check our collection of 7 steps PowerPoint templates .

You must be logged in to download this file.

Favorite Add to Collection

Subscribe today and get immediate access to download our PowerPoint templates.

Related PowerPoint Templates

Corporate Presentation Slide Deck Template

Kepner Tregoe PowerPoint Template

3-Item Conveyor Belt PowerPoint Template

New Initiatives PowerPoint Template

JavaScript seems to be disabled in your browser. For the best experience on our site, be sure to turn on Javascript in your browser.

Exclusive access to over 200,000 completely editable slides.

• Diagram Finder
• Free Templates

• Human Resources
• Project Management
• Timelines & Planning
• Health & Wellness
• Environment
• Cause & Effect
• Executive Summary
• Customer Journey
• 30 60 90 Day Plan
• Social Media
• Escalation Matrix
• Communication
• Go to Market Plan/Strategy
• Recruitment
• Pros and Cons
• Business Plan
• Risk Management
• Roles and Responsibilities
• Mental Health
• ISO Standards
• Process Diagrams
• Puzzle Diagrams
• Organizational Charts
• Arrow Diagrams
• Infographics
• Tree Diagrams
• Matrix Charts
• Stage Diagrams
• Text Boxes & Tables
• Data Driven Charts
• Flow Charts
• Square Puzzle
• Circle Puzzle
• Circular Arrows
• Circle Segments
• Matrix Table
• Pillar Diagrams
• Triangle Puzzle
• Compare Diagrams
• Ladder Diagrams
• Google Slides
• North America Maps
• United States (US) Maps
• Europe Maps
• South America Maps
• Apple Keynote
• People & Objects
• Trending Products
• Diagrams & Charts

Problem Solving Cycle PowerPoint and Google Slides Template

(7 Editable Slides)

Download Now

This template is part of our Pro Plan.

Gain access to over 200,000 slides with pro plan..

Upgrade Now

Already a Pro customer? Login

Related Products

Problem Solving PowerPoint and Google Slides Template

(11 Editable Slides)

8D Problem Solving PowerPoint and Google Slides Template

(8 Editable Slides)

Systematic Problem Solving PowerPoint and Google Slides Template

(14 Editable Slides)

Six Step Problem Solving Model PowerPoint and Google Slides Template

(2 Editable Slides)

Creative Problem Solving PowerPoint and Google Slides Template

Practical Problem-Solving Model

(1 Editable Slide)

Problem Solving Checklist PowerPoint and Google Slides Template

Problem Solving Matrix PowerPoint and Google Slides Template

Use this Problem Solving Cycle PowerPoint template to share your views or explain your employees to solve the problems of your organization. 

A Structured Cycle for Solving Problems

When you are in an organization handling a group of team members, it is really important for you to get out of any problem if you are stuck. So here presenting Problem Solving Cycle, which is an approach that evolves around discovering and analyzing a particular issue, and then finding out the best solution to resolve the problem. 

Are you struggling to display all these in a presentation? If yes! Then you are in the right place. This is not all that we have in our Problem Solving Cycle PPT template; you will also find the reference content, elements and use of infographics in it that would help you brief your audience about the tricks and complete process in a systematic way. So amaze your audience by our simplified PPT. 

This Template Set Includes:

• Infographics elements
• HD vector-based slides
• 100% customizable graphics
• Easy to understand content
• Designed by professional designers
• Different colored layouts: Blue & Multi-color
• Compatible with MS PowerPoint, Google Slides and Apple Keynote
• Created for two aspect ratios: 4:3 and 16:9

Present Your Ideas in One Set

The PPT summarizes the most important techniques in solving a problem. It is imperative to solve the problem at the right level. It also provides alternate ideas that could probably shortcut or even a perfect resolution that would always keep the problem away.

Now inspire your employees that solving a problem was never easy before. Yes! If you are a manager, CEO, educator, or professor, and if you are stuck in your busy schedule and you are asked to guide your employees about this cycle, you are at the right place. You can directly download this set and modify it as per your requirement. Once that’s done, you are ready with your wonderful slideshow in no time. So hurry up! Download our Problem Solving Cycle PowerPoint template right away.

With This Template Set, You Can:

• Make your audience grasp the concept in a better and simpler way
• Save time and unnecessary effort
• Modify completely without any designing skills
• Easily replace the content with your own
• Easily pick any slide that suits your content and add up to your existing presentation
• Infographic elements from slides can also be picked separately.
• Recolor, resize, modify, or remove the content without worrying about the quality of its output.

Create compelling presentations in less time

Structured Problem Solving

The application of a structured, methodical approach to solving a complex problem. Drawing on scientific thinking, this process leads to reaching the root cause and applying countermeasures to ensure the problem does not occur again.

Once a large problem is identified and the target outcome is set, it is broken down to a clearly defined and manageable piece. This is the prioritized problem at the point of occurrence. A root cause analysis is applied, countermeasures identified and implemented to effectively solve that part of the problem. Standard work is then put in place to help sustain the improvement.

A visual that demonstrates and tells the story of the process followed to identify and solve a complex problem.

• Miro Experts
• Strategy & Planning

Submit your template →

Do you have a great board to share with the world? We' ll help you turn it into a template to share with the community.

Similar templates

Problem Prioritization

Flow Improvement Process

SCAMPER Creative problem solving

• Activity Diagram (UML)
• Amazon Web Services
• Android Mockups
• Block Diagram
• Business Process Management
• Chemical Chart
• Cisco Network Diagram
• Class Diagram (UML)
• Collaboration Diagram (UML)
• Compare & Contrast Diagram
• Component Diagram (UML)
• Concept Diagram
• Cycle Diagram
• Data Flow Diagram
• Data Flow Diagrams (YC)
• Database Diagram
• Deployment Diagram (UML)
• Entity Relationship Diagram
• Family Tree
• Fishbone / Ishikawa Diagram
• Gantt Chart
• Infographics
• iOS Mockups
• Network Diagram
• Object Diagram (UML)
• Object Process Model
• Organizational Chart
• Sequence Diagram (UML)
• Spider Diagram
• State Chart Diagram (UML)
• Story Board
• SWOT Diagram
• TQM - Total Quality Management
• Use Case Diagram (UML)
• Value Stream Mapping
• Venn Diagram
• Web Mockups
• Work Breakdown Structure

A3 Problem Solving Template

A3 Problem Solving Template allows to focus on the real issues while helping the team collaborate to gain deeper insight into problems. Template provides a simple and consistent approach to problem solving using the logical thinking process.

You can easily edit this template using Creately's block diagram maker . You can export it in multiple formats like JPEG, PNG and SVG and easily add it to Word documents, Powerpoint (PPT) presentations, Excel or any other documents. You can export it as a PDF for high-quality printouts.

• Flowchart Templates
• Org Chart Templates
• Concept Map Templates
• Mind Mapping Templates
• WBS Templates
• Family Tree Templates
• VSM Templates
• Data Flow Diagram Templates
• Network Diagram Templates
• SWOT Analysis Templates
• Genogram Templates
• Activity Diagram Templates
• Amazon Web Services Templates
• Android Mockups Templates
• Block Diagram Templates
• Business Process Management Templates
• Chemical Chart Templates
• Cisco Network Diagram Templates
• Class Diagram Templates
• Collaboration Diagram Templates
• Compare & Contrast Diagram Templates
• Component Diagram Templates
• Concept Diagram Templates
• Cycle Diagram Templates
• Data Flow Diagrams(YC) Templates
• Database Diagram Templates
• Deployment Diagram Templates
• Entity Relationship Diagram Templates
• Fishbone Diagram Templates
• Gantt Chart Templates
• Infographic Templates
• iOS Mockup Templates
• KWL Chart Templates
• Logic Gate Templates
• Mind Map Templates
• Object Diagram Templates
• Object Process Model Templates
• Organizational Chart Templates
• Other Templates
• PERT Chart Templates
• Sequence Diagram Templates
• Site Map Templates
• Spider Diagram Templates
• State Chart Diagram Templates
• Story Board Templates
• SWOT Diagram Templates
• T Chart Templates
• TQM - Total Quality Management Templates
• UI Mockup Templates
• Use Case Diagram Templates
• Value Stream Mapping Templates
• Venn Diagram Templates
• Web Mockup Templates
• Y Chart Templates

Related Templates

Achieve Innovative Process Improvement＋Standardization by IT System with MS 365.

• Popular Articles
• Free Downloads
• About Author
• Template Explanation
• 6. Templates Other Usage

8D Problem Solving: Great for Process Improvement【Excel Template】

The 8D Problem-Solving is utilized in process and product improvement. I made a template for the 8D Problem-Solving. This post shows you the comparison between the 8D Method and DMAIC and explain each step of 8D on the template.

(Duration: 7:30)

DOWNLOAD   ← Click this to download the “8D Problem Solving” template file.

＜＜ Related Posts ＞＞

• A3 Report that Toyota Created, Template and How to Use it【Excel Template Practice】
• 【What is DMAIC?】 The Kaizen Projects’ Winning Pattern (Lean Six Sigma)
• 1. What’s the 8D Problem-Solving?
• 2.1. “D0: Prepare and Plan for the 8D.”
• 2.2. “D1: Form a Team.”
• 2.3. “D2: Describe the Problem.”
• 2.4. 5W2H questions that clarify a problem
• 2.5. “D3: Conduct Interim Containment Actions.”
• 2.6. “D4: Identify the Root Cause.”
• 2.7. “D5: Develop Permanent Corrective Actions.”
• 2.8. “D6: Implement and Validate the Permanent Corrective Actions.”
• 2.9. “D7: Take Preventive Measures.”
• 2.10. “D8: Close and Congratulate the Team.”

What’s the 8D Problem-Solving?

Hi, this is Mike Negami, Lean Sigma, Black Belt.

This topic is a request from one of my viewers:

“Please make videos on 8D Problem-Solving procedure and root cause analysis 5w1h.”  Thank you, sekhar for your request.

8D’s D stands for ‘discipline’, and this method has become widely used in process and product improvement, especially in the manufacturing industry after Ford began using it companywide.

These above are the steps of the 8D Problem-Solving method. It’s similar to Lean Sigma’s DMAIC, but it’s simply and clearly described so it’s easier to use. It’s suitable when you want to start a problem-solving project immediately.

Compared to DMAIC, up to D2 is the Define Phase. In 8D, there is no content of the Measure Phase. It’s good for improvement projects of service operations which don’t use the Measure Phase much. D3 is “Conduct Interim Containment Actions.”. This content is not included in DMAIC.  D4 has the same purpose as the Analysis Phase. Up to D6 is the Improve Phase and the rest are the Control Phase.

Explanation of each step of 8D Problem-Solving Method

Some of you may have noticed that since there are D0 to D8, that is 9 steps, so it should be 9D. This is because “D0: Prepare and Plan for the 8D” was added later. Preparation and planning are always important.

I made a template for this 8D Problem-Solving method. Let’s see each item of 8D on the template.

“D0: Prepare and Plan for the 8D.”

The first step is “D0: Prepare and Plan for the 8D.” Answer “Why did this project need to start?” If you write this answer down, you can start again from that point when you get stuck somewhere in the project.

Also, please write drafts for steps D1 and D2 here. In addition, write a rough plan on how to carry out this project and conduct necessary preparations.

“D1: Form a Team.”

Next is “D1: Form a Team.” Write the team leader’s and team members’ names here. They are responsible to attend when there is a meeting. SME, Subject Matter Experts are those who have knowledge and experience necessary to solve the problem so they will become advisers. Then, gather the project team members who were selected.

“D2: Describe the Problem.”

Next is “D2: Describe the Problem.” Please don’t write people’s opinions here, just write the facts and information based on data if possible.

5W2H questions that clarify a problem

At this time, 5W2H questions are useful, such as: Who is affected by the problem? What is the problem? When did the problem start, and any other time-related information? Where did it happen, and any other location-related information? Why does this happen?

How, and in what situations does the problem occur? How many, or what is the scale and other quantitative information? Please write these answers here. The problems will become quite clear.

“D3: Conduct Interim Containment Actions.”

“D3: Conduct Interim Containment Actions.” In this stage, we’ll look into the issues to see if any important stakeholders, especially our customers, are getting negatively impacted by the problem. If so, we have to deal with that quickly to eliminate it or minimize it. Please write what you’ll do here and execute it.

However, this is a temporary solution, so discontinue this solution later when the permanent solution is implemented.

“D4: Identify the Root Cause.”

“D4: Identify the Root Cause.” With surface solutions, the problem will reoccur over time. Be sure to find the root cause and always deal with it.

There are a few useful tools for this stage. It’s effective to make a Value Stream Map and conduct the 7-Waste analysis. Using the Ishikawa Diagram and 5-Why Analysis is very common practice for this purpose. There are articles and templates about these tools. Please utilize them.

“D5: Develop Permanent Corrective Actions.”

“D5: Develop Permanent Corrective Actions.” Since you’ve found the root cause, solutions will come up naturally. Write them here.

Effective tools in this step are Brainstorming, the 5-How Analysis, FMEA (Failure Mode Effects Analysis), and so on. In the near future, I’ll make a video about the FMEA and the Control Plan tool.

“D6: Implement and Validate the Permanent Corrective Actions.”

“D6: Implement and Validate the Permanent Corrective Actions.” In order to transform the current situation to a permanently solved situation, we’ll make and execute a transition plan with the Control Plan tool.

In this stage, having good communication with stakeholders is the key to success, and validate that this solution solved the target problem. Usually, you’ll repeat from D4 to D6 until the problem is solved.

“D7: Take Preventive Measures.”

Next is “D7: Take Preventive Measures.” Consider why this problem could not be prevented beforehand in the current system, and make a preventive action plan and execute it.  Also review the upstream or downstream processes and create a situation where similar problems can not physically occur in the future.

“D8: Close and Congratulate the Team.”

The last step is “D8: Close and Congratulate the Team.”  Summarize all project materials and lessons learned, in order for other project teams in the company to refer to or reuse them.

Lastly, publicly recognize the project team for their efforts and success. This will not only motivate them, but also motivate other employees and the entire company.

Once you complete this 8D template, it gives a big picture of the project. You can give this to your stakeholders and use it as the final report.

This is the end of the explanation. Please utilize this template to start problem solving or a process improvement project.

Problem Solving Template

Download Template:

Get EdrawMax Now!

Share Template:

• Process Flowchart
• Cross-Functional Flowchart
• Data Flow Diagram
• IDEF Diagram
• Basic Org Chart
• Photo Org Chart
• Creative Org Chart
• Family Tree
• Rack Diagram
• Network Topology
• CCTV Network
• AWS Diagram
• Azure Diagram
• GCP Diagram
• Cisco Network
• Active Directory
• Neural Network
• Column Chart
• Doughnut Chart
• Spider Chart
• Scatter Plot
• Bubble Chart
• Gauges Chart
• Comparison Chart
• Seating Plan
• Office Layout
• Garden Design
• Wiring Plan
• Security and Access Plan
• Fire Escape Plan
• Reflected Ceiling Plan
• Plumbing and Piping Plan
• Arrow Diagram
• List Diagram
• Pyramid Chart
• Venn Diagram
• Circular Diagram
• 2D Block Diagram
• 3D Block Diagram
• SWOT Matrix
• Brainstorming
• Marketing Diagram
• Fishbone Diagram
• Value Stream Map
• Enterprise Architecture
• Concept Map
• Bubble Diagram
• Strategy and Analysis
• Main Idea and Details
• Sequence Chart
• Compare and Contrast
• Vocabulary Study
• Grid and Matrix
• Fact and Opinion
• K-12 Education
• Process Flow Diagram
• Electrical Diagram
• Circuit and Logic
• Schematic Diagram
• Laboratory Equipment
• Human Anatomy
• Mathematics
• Gantt Chart
• Project Timeline
• Quotation Form
• Report Form
• UML Diagram
• Database Diagram
• Directional Map
• More Templates