Preparing Teams for A3 and 8D: Facilitators Guide
The A3 and 8D methodologies are powerful, structured frameworks designed to guide teams toward systematic and sustainable solutions for problems in the workplace. Both have theoretical grounding in the PDCA Cycle – Plan, Do, Check, Act – and both aim to identify and address the root cause of a problem.
While the methodologies are popular, their success relies on individuals and teams being able to effectively apply the required skills, such as identifying issues, conducting root cause analysis, designing corrective actions, and tracking results.
By focusing on developing these skills, facilitators can give their participants the tools they need to implement A3 and 8D successfully in the workplace.
In this blog we’ll explore how facilitators can teach these skills experientially to achieve lasting learning. Here’s what we’ll cover:
An intro to A3 and its benefits
The A3 process step-by-step
An intro to 8D and its benefits
The 8D process step-by-step
Skills for A3 and 8D success
What Is A3?
A3 Thinking is a lean problem solving framework developed by Toyota as part of the Toyota Production System (TPS), a manufacturing philosophy and management system designed to emphasise efficiency and quality. The methodology defines and analyses problems with a focus on root causes.
The name A3 Thinking refers to the A3 paper size: the methodology aims to document the problem solving process on one side of A3 as a way to condense complex problems into concise reports, and to make it easier for people to focus on clear details.
A core element of A3 Thinking is the creation of a problem statement, which provides a clear definition of the issue, its impact, and the context where it occurs. This ensures that everyone involved in the process has a shared understanding of the problem and its implications.
Benefits of A3
For facilitators, running workshops based around A3 provides an opportunity to help teams develop valuable problem solving skills that they can carry into the workplace. Understanding the benefits of A3 for organisations can be helpful for putting the skills and their applications into context for participants.
Improved communication: concise, visual problem solving encourages effective communication and builds understanding between individuals and teams.
Data-driven solutions: focussing on root causes and monitoring results leads to sustainable improvement.
Better collaboration: teams work more effectively when a shared understanding of challenges is present.
The A3 Process Step by Step
The exact configuration of the A3 page will vary depending on the complexity of the problem, the requirements of the people solving it, and the organisation. But you can expect to find a description of the current situation, a root cause analysis, proposed countermeasures, and implementation plans.
A popular model is the Seven Stages Model, outlined below with reference to the PDCA framework. We’ve included Learning opportunities at each step to help you understand the breadth of skills relevant to the process.
1. Background (Plan)
The business case for resolving a particular problem is made, with information about the problem’s impact on business operations and performance.
Learning opportunities: problem identification and prioritisation, linking problems to organisational goals, concise communication
2. Problem Statement (Plan)
A detailed, quantitative problem statement is created which defines various aspects of the problem such as where it occurred, the time frame, specific impacts, and so on.
Learning opportunities: creating clear problem statements, building shared understanding within teams, critical thinking to assess a problem’s implications
3. Target or Goal (Plan)
A detailed, quantitative definition of the desired outcome is created to orient the problem solving process: measurable objectives around performance and timelines are set with reference to business goals.
Learning opportunities: using goal setting frameworks, setting realistic goals
4. Root Cause Analysis (Plan)
One of the key features of A3 Thinking is to solve the underlying problem rather than addressing its symptoms, making a root cause analysis a significant part of the process. The issues causing the problem are identified so they can be addressed and resolved.
Learning opportunities: root cause analysis, general problem solving skills, analytical skills to dig beyond surface-level issues
5. Countermeasures (Do)
Solutions are developed to address each of the root causes identified, with their combined effect ideally being the resolution of the overarching problem. Each is tracked to ensure it is carried out correctly.
Learning opportunities: solution design and evaluation, creative thinking for creating solutions, building accountability
6. Confirmation of Effect (Check)
The outcomes of each countermeasure are evaluated against the targets or goals set in step 3. Data is collected and analysed to ensure the desired effects have been achieved, and that there have been no harmful knock-on effects from the implementation.
Learning opportunities: data collection and analysis, reflection on impact of solutions, tying results to objectives
7. Follow-up Actions (Act)
Successful measures can be standardised and adopted as part of regular processes beyond the exercise: this helps to prevent the problem from coming back, and ensures that learnings from the process are not lost at its completion.
Learning opportunities: process standardisation, continuous improvement, documenting learnings
What Is 8D?
The 8D problem solving methodology was developed by Ford to address and eliminate recurring problems in their processes. The methodology shares many similarities with A3, but places emphasis on identification of root causes, implementation of lasting corrective actions, and prevention of issues reoccurring.
The name 8D refers to the eight disciplines (or steps) that guide teams through the problem solving process. Originally focused on automotive applications, the method has since been adapted for use across a range of industries. 8D emphasises collaboration, detailed analysis, and data-driven solutions. Teams work together to define the problem, contain its immediate effects, and develop actions to directly target the root cause(s).
Benefits of 8D
For facilitators, introducing participants to 8D is an opportunity to demonstrate how systematic problem solving can drive real results in organisations. As with A3, understanding the organisational benefits of 8D can help participants to orient and contextualise their learning. Here are some top-level benefits the model can deliver:
Thorough resolution: the structured process ensures teams address the root causes of problems, delivering sustainable solutions rather than temporary fixes.
Deep collaboration: the team based structure encourages communication and sharing of expertise between departments.
Sustainable improvement: by updating processes to prevent recurrence, 8D fosters long-term efficiency and improved process quality.
8D Process Step by Step
You’ll note that there are 9 steps: the methodology originally contained 8, but a ninth was added in later iterations. This is the first step, D0.
D0: Preparation
The groundwork for the process is laid with a definition of its scope and identification of prerequisites, ensuring that the following steps have a clear focus.
Learning opportunities: scoping problems, discussing objectives
D1: Forming a Team
A team is assembled whose members have knowledge of the product or service at the root of the problem. The ideal team features a range of perspectives and skill sets to generate varied insight.
Learning opportunities: building trust, leveraging diverse perspectives, effective communication
D2: Define the Problem
A clear, quantifiable problem statement is created to ensure that all people involved have a shared understanding of the full problem. The 5W2H model is recommended to achieve sufficient levels of accuracy and quantifiability: who, what, where, when, why, how, and how many.
Learning opportunities: creating problem statements, building shared understanding
D3: Develop a Containment Plan
Temporary measures are implemented to prevent the problem from getting worse or affecting customers while a permanent solution is developed.
Learning opportunities: risk assessment and mitigation, prioritising actions
D4: Identify Root Causes
Root cause analysis is carried out to identify the contributing factors to the problem. Analysis into why the problem was not identified earlier is also carried out, to refine understanding.
Learning opportunities: root cause analysis, comparing approaches
D5: Develop Permanent Corrective Actions
Corrective actions are designed to address and resolve each root cause. Each proposed action is evaluated for its feasibility, impact, and ability to resolve the issue.
Learning opportunities: evaluation of actions, creative thinking for solutions
D6: Implement and Validate Corrective Actions
Corrective actions from the previous step are put into effect and their impact monitored closely. Data is collected to confirm the problem has been resolved and that no new issues have arisen as a result.
Learning opportunities: data collection and monitoring, presenting findings
D7: Prevent Recurrence
Processes and systems are modified to minimise the risk of the problem happening again. This step can include training, updating documentation, and standardising processes based on analysis of the data collected in step 6.
Learning opportunities: process standardisation, documenting learnings
D8: Recognise and Celebrate Success
The efforts of the team are acknowledged, fostering a sense of accomplishment and collaboration in the organisation. Lessons learned are also documented to improve future problem solving processes.
Learning opportunities: reflection, documenting and sharing success
Experiential learning for A3 and 8D Success
As a facilitator your role is to help participants develop the skills required to use A3 and 8D effectively, and experiential learning methods are well suited to this task. Here are some suggestions for activities and tools that may help:
Roleplay: allow teams to discuss example problem statements and identify ways they could be improved.
Hypothetical scenarios: use tools like the 5W2H framework to develop problem statements for imagined situations.
Fishbone Diagram: ask participants to carry out a root cause analysis for a predefined problem, to familiarise them with the tool.
Case studies: use real-world case studies to get participants thinking about how they could approach problems in their workplace.
Brainstorming: follow root cause analysis with brainstorming sessions to identify and evaluate potential solutions.
Reflection: use group reflection time after problem solving activities to let participants discuss what worked well and what didn’t.
Or get in touch to discuss how we can help you to facilitate powerful A3 or 8D workshops in your organisation.
In conclusion
Both A3 and 8D can deliver real value to organisations when used correctly, providing enduring solutions to problems that address causes as well as symptoms. The methodologies are also useful for facilitators looking to explore problem solving and related skills, as a way to orient workshops and contextualise learning.
By focusing on experiential methods, facilitators can bring the A3 and 8D frameworks to life while helping participants to practice and refine skills that will be invaluable in the workplace. Whether your aim is to improve problem solving, drive sustainable solutions, or something else, training sessions built around A3 and 8D can deliver a lasting impact.
To discuss experiential problem solving get in touch with our team today, or browse our professionally designed experiential learning kits.
