Recorded webinar | Continuous Improvement | Lean Management
A3 thinking gives leaders and teams a structured way to solve problems, align stakeholders, and turn learning into measurable improvement. In this practical webinar, Jess Orr shows how the A3 method — rooted in Lean and the scientific method — can be used to tackle real organizational challenges, strengthen daily problem solving, and build a culture of continuous improvement.
This recorded webinar explains how the Lean A3 problem-solving method helps organizations solve complex problems, align teams, and drive continuous improvement.
You’ll learn how A3 thinking helps teams move beyond quick fixes to address root causes, communicate more effectively across functions, and sustain results over time. Whether you’re leading improvement initiatives, coaching problem solvers, or developing future leaders, this session demonstrates how A3s become a powerful management practice — not just a form to complete.
For organizations looking to scale this discipline across departments, the webinar also highlights how making problem solving visible, collaborative, and trackable is essential to sustaining results — especially as improvement efforts grow.
Scroll down for a more detailed summary, transcript, and more.
A3 thinking strengthens problem solving, alignment, and execution by providing a structured method for understanding problems before jumping to solutions. In this session, Jess Orr shows how organizations can use A3 thinking to clarify challenges, identify root causes, and implement countermeasures that produce lasting results instead of temporary fixes.
The examples demonstrate how a disciplined approach to problem solving improves communication, reduces confusion, and accelerates learning across teams.
A3 thinking is a structured problem-solving method rooted in Lean management and the Toyota Production System. Named for the A3-sized paper traditionally used to document the process, it guides teams through defining the problem, analyzing root causes, developing countermeasures, and tracking results.
Rather than a form to complete, the A3 is a thinking process that encourages reflection, dialogue, and evidence-based decision-making. It creates a shared understanding of the situation and helps organizations avoid the common trap of implementing solutions before fully understanding the problem.
The webinar highlights how A3 thinking can be applied beyond formal projects, including:
These examples show that A3 thinking is both a practical tool and a leadership discipline that builds organizational capability over time.
One of the most powerful aspects of A3 thinking is its ability to create alignment. By capturing the problem, analysis, and proposed actions on a single page, leaders and teams can quickly understand the situation and engage in productive dialogue.
The process encourages asking questions, testing assumptions, and refining ideas collaboratively. This prevents siloed decision-making and ensures that solutions reflect the realities of the work rather than abstract plans.
Organizations that practice A3 thinking consistently develop stronger problem-solving habits and reduce reliance on firefighting. Instead of reacting to symptoms, teams learn to investigate causes, test countermeasures, and adjust based on results.
Over time, this approach builds a culture where improvement is systematic rather than sporadic. It also develops people by teaching them how to think critically and approach challenges methodically.
A3 thinking is not just a problem-solving tool — it is a leadership system.
Many organizations struggle with repeated issues, stalled initiatives, and misalignment because leaders jump to solutions without fully understanding the problem. A3 thinking forces disciplined reflection before action, reducing wasted effort and increasing the likelihood of success.
Leaders who embrace A3 thinking create organizations that:
A3 thinking also reinforces respect for people. By involving those closest to the work in diagnosing problems and designing solutions, leaders demonstrate trust in their expertise and create psychological safety for honest discussion.
In complex organizations, the difference between chaos and clarity is often the quality of thinking behind decisions. A3 provides a practical framework for turning scattered insights into coordinated action.
Ultimately, leaders who adopt A3 thinking move from reactive management to intentional leadership — building systems that learn, adapt, and improve continuously.
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A3 thinking is a structured Lean problem-solving method derived from the Toyota Production System that helps teams understand problems, identify root causes, test countermeasures, and sustain results.
This transcript from a KaiNexus webinar features Jess Orr, a continuous improvement practitioner and founder of Yoko Ten Learning, discussing the practical application of A3 thinking. Hosted by Clint Corley, the session explores how this Toyota-based methodology can solve problems in both professional and personal contexts.
Clint Corley: Hello everyone and welcome to today's webinar, "How to Use A3 Thinking in Everyday Life". My name is Clint Corley, an enterprise account executive at KaiNexus and your moderator. We deal with A3 thinking daily at KaiNexus, and it is something most of our customers use as well.
I am excited to introduce our presenter, Jess Orr. She is currently a continuous improvement practitioner at WestRock and the founder of Yokoten Learning. Jess has over 10 years of industry experience, including time at Toyota where she received the Toyota Business Practices (TBP) certification. This was largely due to her work leading the charge to reduce defects in Camry supply parts. She holds a bachelor's in mechanical engineering from Virginia Tech.
Jess Orr: Thank you, Clint. I am passionate about continuous learning and KaiNexus webinars have helped me on my journey, so I hope to give back today by discussing A3 thinking. I have used dozens of A3s throughout my career with great results. For instance, at Toyota, we reduced a chronic Camry defect by over 75%. Recently, I used an A3 to help save over 200 jobs by engaging our workforce in continuous improvement.
Jess Orr: In full transparency, I learned the most about A3 thinking through a failure. That failure showed me why discipline in the process is critical. A3s are not complicated; they are like exercise. We know it is good for us, but it is hard to get out of bed on a winter morning to do it. As humans, we do not naturally follow a disciplined problem-solving process.
An A3 is much more than a tool; if you just check the boxes, that is not A3 thinking. It is about a mindset around problem-solving. Even having learned this at Toyota where it originated, I still made common mistakes . Today, we will talk about what an A3 is, how it fits with methods like PDCA or DMAIC, and walk through a real-life example of using an A3 to improve communication skills .
Jess Orr: A3 thinking is a disciplined, proven problem-solving methodology that has been around for decades. The term "A3" refers to the size of the sheet of paper used, which serves as a tool for collaboration and communication. Anyone can see where you are in the process at a glance.
The physical size of the paper actually does not matter; if your printer only handles 8.5 x 11, use that. What matters is following the process derived from Toyota Business Practices. Humans tend to jump to conclusions; A3 thinking forces you to slow down. It encourages teamwork—there is no such thing as a "lone ranger" A3. You do not make them at your desk; you form a team. When done correctly and with integrity, A3s lead to effective and sustainable countermeasures.
Jess Orr: You have likely seen the A3 process before because it is based on the scientific method. We start with a question, form a hypothesis, test it, and draw conclusions . Think of problems on a spectrum of complexity.
The tool is far less important than following a structured process; Lean and Six Sigma approaches are complementary.
Jess Orr: An A3 is not a blanket solution for every problem. It is appropriate when the solution is not already known. You also need leadership support and a sense of urgency. The problem should be linked to strategic goals.
You must scope the problem appropriately. Reducing defects by 75% in one month is likely too broad for a single A3, but reducing them by 25% over three months is a better scope. My hypothesis was that if A3s work in my professional life, they should work in my everyday life.
Jess Orr: The template is a tool to guide you, not a form to fill out after the problem is solved. You can modify the template as long as you follow these general steps:
Jess Orr: I applied this to a communication problem I had last year. It was so severe that some people thought I was planning to leave my job when I had no such intention .
Einstein said if he had an hour to solve a problem, he would spend 55 minutes thinking about the problem and five minutes on the solution. At Toyota, we call this Genchi Genbutsu—getting your boots on to go and see the problem.
A bad problem statement includes a solution, such as "we need to buy digital equipment". A better statement focuses only on the issue: "we have a six-month spike in customer complaints and rising expedite fees". For my communication issue, I was jumping to conclusions without understanding the situation.
We need quantifiable metrics. If we cannot measure it, we cannot be certain we improved it. I used a "communication score" from an online test where I scored 69 out of 100. My target was a 25% improvement. I also measured the "percent of miscommunications per opportunity". My initial rate was 22%, and I set an aggressive target of 5%.
We use tools like the "5 Whys" or fishbone diagrams. For the 5 Whys, you ask "why" until you reach the root cause.
One root cause for me was jumping to conclusions. Why? I was not prioritizing feedback. Why? Because new information is difficult as it requires me to adjust my elaborate mental models . Another cause was poor communication under stress. Why? My fight-or-flight thinking overruled my rational brain. Why? I was not always aware of when I was stressed.
Jess Orr: Once you understand the root cause, solutions often reveal themselves. Be careful not to change too much at once, or you will not know which change had the impact.
My countermeasures included:
Jess Orr: Measure results using the same system as your initial state. I saw a 19% improvement in my communication score. While I did not reach my 25% target, a 20% gain is not a failure. My miscommunications dropped from 22% to 7%. I still have work to do, but I call that a win.
Jess Orr: Continue monitoring data. Look for triggers that indicate you need to re-evaluate your countermeasures. I set a weekly check-in for feedback and a monthly communication test. If I score less than 80, that triggers a review of my discipline in using the Socratic method. An A3 is a living document.
Jess Orr: At Toyota, we use Hansei (reflection) and Yokoten (spreading best practices). If we improve a process for the Camry, we ask if it can be applied to the Avalon .
My reflection showed that getting 360-degree feedback was critical. My boss helped me see my resistance to changing mental models. To improve next time, I would incorporate more external feedback into my score and dig deeper into how to manage stress before it causes a reaction .
Jess Orr: Keep these takeaways in mind:
A3 thinking can be applied to chronic life issues like weight management or career planning. It is okay to fail; I have done about 25 A3s and they are never perfect . Focus on progress over perfection.
Jess Orr: For those interested in learning more, I recommend:
You can reach me at my website, yokotenlearning.com, or on LinkedIn.
Clint Corley: How much education does a team need before starting an A3?
Jess Orr: Do not show them the template right away; it overwhelms people. Guide them through the process step-by-step. Focus on the process within each step rather than the tool itself.
Clint Corley: What do you do if you need more PDCA cycles but have no more space on the A3?
Jess Orr: Start a "child" A3. If you have made a gain but want more, start a new A3 to define the remaining gap. I recommend this over layering more information on the original, because the process may have changed since you started.
Clint Corley: When do you know when to stop asking "why" in the 5 Whys?
Jess Orr: It is usually evident when continuing becomes absurd. I use a "sanity check" by going backward up the chain with "therefore" . For example: "I have difficulty updating mental models, therefore I am not asking for feedback". If it logically flows backward, you have followed the process correctly.
Clint Corley: How do you set SMART goals without being too lofty or too low ?
Jess Orr: I ask the team what they think is reasonable for three months and then usually add 5% to challenge them. You can also look at historical gains from previous A3s. Often, it is a negotiation with leadership—they might want a 50% reduction, and we might settle on 40%. For safety, however, the only acceptable goal is zero incidents.
A3 thinking is a structured problem-solving approach rooted in Lean management that guides teams through understanding a problem, analyzing root causes, testing countermeasures, and tracking results. It emphasizes disciplined thinking and collaboration rather than simply filling out a template.
An A3 is not just documentation — it is a communication and alignment tool. Unlike traditional reports that describe what happened after the fact, an A3 captures the reasoning process as it unfolds, helping leaders and teams reach shared understanding before decisions are made.
A3 thinking is most useful for recurring problems, cross-functional challenges, strategic initiatives, and situations where the root cause is unclear. It helps prevent premature solutions and ensures improvement efforts address underlying issues.
A3 thinking helps leaders make better decisions by grounding discussions in facts and structured analysis. It also develops employees’ problem-solving capability, creating a culture where improvement is systematic rather than dependent on a few experts.
Yes. While it originated in manufacturing, A3 thinking is widely used in healthcare, software, government, and service industries. The method applies to any environment where complex problems require alignment, learning, and disciplined execution.
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