8 step practical problem solving

• Lean Philosophy

Eight Steps To Practical Problem Solving

The Toyota Way To Problem Solving

The art of problem solving is constantly trying to evolve and be re-branded by folks in various industries. While the new way might very well be an effective method in certain applications. A tried and true way of identifying and solving problems is the eight steps to practical problem solving developed by Toyota, years ago. The system is structured, but simple and practical enough to handle problems of the smallest nature, to the most complex issues.

Using a fundamental and strategic way to solve problems creates consistency within an organization. When you base your results off facts, experience and common sense, the results form in a rational and sustainable way.

The Eight Step Problem Solving Process

• Clarify the Problem
• Breakdown the Problem
• Set the Target
• Analyze the Root Cause
• Develop Countermeasures
• Implement Countermeasures
• Monitor Results and Process
• Standardize and Share Success

The eight steps to practical problem solving also include the Plan, Do, Check and Act (PDCA) cycle. Steps one through five are the planning process. The doing is found in step six. Step seven is the checking . Step eight involves acting out the results of the new standard.

This practical problem solving can be powerful tool to issues facing your organization. It allows organizations to have a common understanding of what defines a problem and what steps are going to be taken in order to overcome the problem efficiently.

The Eight Steps Broken Down:

Step 1: clarify the problem.

A problem can be defined in one of three ways. The first being, anything that is a deviation from the standard. The second could be the gap between the actual condition and the desired condition. With the third being an unfilled customer need.

In order to best clarify the problem, you have to see the problem with your own eyes. This gives you the details and hands-on experience that will allow you to move forward in the process.

Step 2: Breakdown the Problem

Once you’ve seen the problem first hand, you can begin to breakdown the problem into more detailed and specific problems. Remember, as you breakdown your problem you still need to see the smaller, individual problems with your own eyes. This is also a good time to study and analyze the different inputs and outputs  of the process so that you can effectively prioritize your efforts. It is much more effective to manage and solve a bunch of micro-problems one at a time, rather than try and tackle a big problem with no direction.

Step 3: Set the Target

Step three is all about commitment and focus. Your attention should now turn towards focusing on what is needed to complete the project and how long it will take to finish. You should set targets that are challenging, but within limits and don’t put a strain on the organization that would hinder the improvement process.

Step 4: Analyze the Root Cause

This is a vital step when problem solving, because it will help you identify the actual factors that caused the issue in the first place. More often than not, there are multiple root causes to analyze. Make sure you are considering all potential root causes and addressing them properly. A proper root cause analysis, again involves you actually going to the cause itself instead of simply relying on reports.

Step 5: Develop Countermeasures

Once you’ve established your root causes, you can use that information to develop the countermeasures needed to remove the root causes. Your team should develop as many countermeasures needed to directly address any and all root causes. Once you’ve developed your countermeasures, you can begin to narrow them down to the most practical and effective based off your target.

Step 6: Implement Countermeasures

Now that you have developed your countermeasures and narrowed them down, it is time to see them through in a timely manner. Communication is extremely important in step six. You’ll want to seek ideas from the team and continue to work back through the PDCA cycle to ensure nothing is being missed along the way. Consider implementing one countermeasure at a time to monitor the effectiveness of each.

You will certainly make mistakes in throughout your problem solving processes, but your persistence is key, especially in step six.

Step 7: Monitor Results and Process

As mistakes happen and countermeasures fail, you need a system in place to review and modify them to get the intended result. You can also determine if the intended outcome was the result of the action of the countermeasure, or was it just a fluke? There is always room for improvement in the problem solving process, but you need to be able to recognize it when it comes to your attention.

Step 8: Standardize and Share Success

Now that you’ve encountered success along your problem solving path, it is time to set the new processes as the new standard within the organization and share them throughout the organization. It is also a good time to reflect on what you’ve learned and address any possible unresolved issues or troubles you have along the way. Ignoring unresolved issues will only lead to more problems down the road.

Finally, because you are a true Lean organization who believes continuous improvement never stops, it is time to tackle the next problem. Start the problem solving process over again and continue to work towards perfection.

Additional Resources

• 8D for Problem Solving – creativesafetysupply.com
• Training to Use 8D Problem-Solving Tactics – blog.creativesafetysupply.com
• The Great Root Cause Problem Solving Debate – realsafety.org
• Design Thinking: Empathy and Iteration for Innovation and Problem-Solving – creativesafetypublishing.com
• 10 Commandments to Continuous Improvement – lean-news.com
• Lean Manufacturing Implementation – The First 5 Steps – iecieeechallenge.org
• The Transitional Steps Involved In The 5s Principles During Implementation – 5snews.com
• “No Problem” is a Problem – jakegoeslean.com
• The Tools of Kaizen – blog.5stoday.com

Related posts:

• 3P and Lean
• The Vacation Paradox
• Why Single Minute Exchange of Die (SMED)?
• Total Quality Management And Kaizen Principles In Lean Management
• An Engaged Employee is a Productive Employee
• Jim Womack’s Top Misconceptions of the Lean Movement
• Muda, Mura, and Muri: The Three Wastes

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 ! 

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8-Step A3 Practical Problem Solving Methodology (Toyota Business Practices)

This article will unpack A3 Practical Problem-Solving (a.k.a 8-Step, A3 Thinking, Toyota Business Practices).  As you go through it, look out for and explore any of the links in green text  to understand other related resources.

Introduction and  benefits of practical problem solving:.

• Practical problem solving helps establish a common understanding of problems and removes time wasted in debates and discussions , enabling organizations to focus on solving problems.
• Derived from the Plan-Do-Check-Act (PDCA) approach, and through planning, root cause analysis , and mistake-proofing, it ensures problems don't reoccur.  
• Companies like Toyota still mainly use practical problem solving to improve their processes.
• Widely accepted and appreciated by teams, senior management, customers, and suppliers.
• There's a general consensus among OpEx experts that teams can solve more than 90% of their problems using this approach. 

Understanding Problems:

• Companies and teams need to understand what a problem is and that there's different types of problems. 
• You can classify problems into three types: not achieving the standard, achieving the standard but needing a higher one, and inconsistent performance to the standard.

Other Problem-Solving Approaches:

• "Just do it" for small, quick fixes.
• Ford's Eight Disciplines (8D) for tackling engineering/quality problems.
• Kaizen Events that can be used in conjunction with A3 Problem-Solving.
• The Six Sigma DMAIC process for addressing variation and defects.

The 8-Step Practical Problem Solving Process:

• Clarifying the problem and describing the current situation.
• Breaking down a big problem into smaller, more specific problems and studying the process.
• Setting a challenging yet achievable target.
• Analyzing the root cause
• Creating a plan to remove the root cause through multiple countermeasures.
• Implementing the countermeasures quickly as a team.
• Evaluating the results and the process to determine the effectiveness of the countermeasure.
• Standardizing success and setting future targets for improvement.

Benefits of A3 Reports

• Emphasizes visual, one-page reports for various applications, such as problem-solving, project management, and continuous improvement.
• Designed to convey the entire PDCA process clearly and concisely on a single page.
• Clear and concise communication of project status.
• Alignment with company goals and strategy.
• Constantly updated, providing visibility into progress.
• Effective in problem-solving and accountability.
• Useful in gaining support from senior management.
• Enhance a company's reputation during customer audits.
• Improve relationships with suppliers.

Structure of  A3 Reports

• The A3 report is divided into sections, reflecting the PDCA cycle.
• Current Condition
• Root Cause Analysis
• Countermeasures
• Effect Confirmation
• Follow-up Actions
• The A3 structure ensures comprehensive coverage of the problem-solving process.

It's not about a report!

• The report is just a communication tool, a coaching aid between the project leader (team) and solving a particular problem and their coach.  
• It's also a communication tool to bring other people (stakeholders) along the process, and for everyone to learn from it and build consensus on facts, root causes, solutions, and sustainment.
• What you shouldn't do is just create A3 reports to hang on a wall, and nobody sees it.
• What you shouldn't do is populate the A3 report after the problem-solving process takes place.
• The A3 Report (or Board) is to be used concurrently as the tool to carry the team through the process.
• It takes practice and training on additional problem-solving and facilitation techniques that help the leader go through the 8 steps.

Course Forward:

Do you or your colleagues have any of these common Problem-Solving struggles?

# 5 Why Struggles # Fishbone struggles # Countermeasure development struggles # Team-Based Approach struggles # Use of Report/Template Struggles # Problem recurrence struggles # Change/Sustainment struggles

If someone can answer “Yes” to any of those questions… It’s very likely they haven’t developed these skills….

- Explain to a team how to do a 5 Why Analysis, the keys to success, and the common pitfalls to avoid. - Explain to the team how to use a fishbone diagram, how to brainstorm, how to "afinitize", and how to multi-vote.   - Explain to a team how to come up with potential solutions, how to evaluate them based on impact/effort, how to multi-vote, and how to develop an action plan for the selected solution. - Deal with poor attendance as a meeting facilitator.   What to do and why, focusing on how to prevent it in the first place. - Deal with and prevent poor participation as a meeting facilitator.  What to do and why, focusing on how to prevent it in the first place. - Lead an A3 Problem-Solving Project and Meetings using an A3 Problem-Solving tool/process. - Do a process map (flow chart as a minimum) of a process being analyzed. - Explain to a team...- what Standard Work is- how to create/update it - and how to sustain long-term

Assess your Problem-Solving Skills - Either for yourself, your team, or your colleagues - Receive a Summary Report - FREE and Easy!

Here's the link to try it out:   https://www.beltcourse.com/team-problem-solving-skills-assessment

And please consider sharing it with others!

Sources - Best YouTube Videos on A3 Practical Problem-Solving:

Sources - Best Books on A3 Practical Problem-Solving:

• " Understanding A3 Thinking " by Durwood Sobek and Art Smalley,
• " Managing to Learn " by John Shook.
• "A3 Problem Solving" by Jamie Flinchbaugh.

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Toyota’s 8 Step Practical Problem Solving, Revisited

• It is too early to talk about solutions.
• It is still too early to talk about solutions.
• Did someone mention countermeasures?
• Yes, now we can talk about solutions.

Jon has dedicated his 25+ year career to the field of kaizen, continuous improvement, and lean management. Jon spent the first eighteen years of his life in Japan, then graduated from McGill University with a bachelor’s in linguistics.

Mohamed Abbassi

What the best book & preactice for lean manufacturing

Ron Pereira

Lots of great books out there! The new edition of the Toyota Way by Jeff Liker would be a good place to begin. Here’s a podcast where he talks about the book.

https://blog.gembaacademy.com/2021/02/04/ga-357-revisiting-the-toyota-way-with-jeff-liker/

Completely agree. Very good analogy

DIDIER RABINO

Totally agree! I also learned that “solutions” only exist in maths. There is always a better way.

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The 8-Step Problem-Solving Method

• November 22, 2021

Table Of Contents

What is the 8-step problem-solving method, the 8 steps and the problem-solving process, the culture of problem-solving.

• Plan, Do, Check, Act (PDCA)
• Gain Problem-Solving Support

As a manufacturing professional, you know how important it is to stay organized, keep your goals in mind and strive for success. But with all of the responsibilities and daily tasks piling up, it takes effort to find and stick to a process that can keep you on track.

Luckily, there’s a tried and trusted way to achieve success in the manufacturing industry.

The eight-step problem-solving process is a  structured method  that guides you through the various steps of solving issues. Unlike other problem-solving processes that are often broad, the eight-step method takes you through each individual step, from identifying the problem to taking actionable steps to success.

Instead of changing a few things at a middling level that will probably break down again later, you can unearth the roots of problems and build success from the ground up.

For a fundamental breakdown of how to fix problems and lead your manufacturing team to success, here are the eight steps of the problem-solving process.

1. Identify the Problem

The first step in the process is to identify the problem. Identify why this is a problem, how you discovered it and how it impacts your business. Also note when the problem started and how long it has been going on.

If the problem is small, you can try to contain it and may not need additional steps to fix it. However, if the problem is complex, move forward through the process.

2. Define the Problem

The next step involves breaking down the problem and defining what it is. It’s important to be as clear as you can with this step — a vague problem will hinder the process, whereas a clearly defined issue will allow you to take actionable steps to fix it.

Analyze factors like how high of a priority it is to solve the problem. You can also look to data and other resources to clarify or help you understand the concern.

3. Make a Goal

Create an end goal. Envision what fixing this problem would look like and feel like. What would it accomplish? How would it help you? Map out all the ways fixing this problem would benefit you and use it for motivation to achieve your goal. Set a timeline to figure how long it will take to accomplish that goal.

4. Find the Root of the Problem

Often problems are byproducts of deeper, more central problems, so make sure you dig deep enough to find out what is really causing the issue. If the problem is large and complex, break it down into individual parts.

Gather information and use it to identify the deeper issues of the problem and validate what you think the real concern may be. Take time at this step to really focus on the deep problem — executing this step effectively will save you a lot of time down the road.

5. Develop Actionable Steps

Create a list of realistic steps you can take to combat the problem. You can start with a large list and combine or subtract steps, but it’s important you come up with various ways to attack the problem. Use this action plan to draw up a strategy to get at the root of the problem. Each step should be specific and detail-focused — any steps that are vague or tedious will only take up time and cause confusion.

6. Execute Steps

Now that the plan is in place, all you have to do is follow through on your actionable steps. Illustrate the steps you’re taking to your team, explain why you’re taking them and delegate any steps that another employee has to perform to execute your plan.

Communication is key in this step. In most cases, you won’t be executing the plan all by yourself, so make sure you’re expressing the goals and motives of each step with your team so they can see how it connects to the bigger picture.

7. Observe and Evaluate

Monitor your strategy carefully and see how it relates to the original problem. Is it working? Is it only creating more problems? Gather data, talk to your team and be thorough and objective in your evaluation. You might have to readjust your plan as you gain new information, or you may meet your goals and the plan will be successful.

8. Continue the Process

If the plan worked, find ways to continue integrating these steps into your team’s daily routine. If they didn’t work, go back to the goal-setting process or identify some more aspects of the problem — there may be a deeper concern you missed the first time around. Communicate to your team about how the plan went.

In the future, continue using the eight-step process to solve issues and build momentum with your team.

It’s important to build a culture of problem-solving in your manufacturing plant. It can be easy to fall into the trap of “Band-Aid” solutions — quick fixes without digging into the deeper problems.

It’s believed that the eight-step problem-solving process was actually created by the Toyota Motor Corporation to achieve their admired production standards.

From the lore of Toyota, we get some great eight-step problem-solving examples.  Taiichi Ohno , the father of the Toyota Production System, observed his workers fixing only the first level of cause when their machines stopped working. To combat this, he developed a problem-solving method to methodically break down each problem of the machine until he found the root cause. Only then could he truly fix the machine.

It’s one of many eight-step problem-solving examples, and it shows the importance of creating a process to increase productivity.

Plan, Do, Check, Act (PDCA) and the 8-Step Problem-Solving Process Differences

The eight-step problem-solving process is an expanded version of the  Plan, Do, Check, Act cycle . The first five steps of the 8-step process fall under the planning step, while steps six, seven and eight all correspond to the do, check and act steps. The eight-step process is a more detailed, methodical version of PDCA problem-solving, and converts a vague cycle into something a bit more specific and actionable.

Gain the Problem-Solving Support You Need With MANTEC

MANTEC is the best resource center for manufacturing companies in South Central Pennsylvania. We’re a non-profit that solves any problems a manufacturing facility could have, including  sales and marketing ,  process improvement ,  manufacturing technology  and  workforce engagement .

Our expert staff has had vast experience in the manufacturing industry, and we can provide the guidance you need to get your business running at top efficiency. Our services are affordable and extremely valuable.  Contact us  today!

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Guide: 8D Problem Solving

Author: Daniel Croft

8D Problem Solving is regarded as robust methodology that has proven its worth across multiple industries and manufacturing in particular. The methodology was Initially developed within the automotive industry, it has since been widely adopted in manufacturing, logistics and health care to name a few. The 8D approach goes beyond helping team just identify the root cause of problem but also provides a structured approach for implementing and verifying corrective actions.

What is 8D Problem Solving?

8D is also encourages collaborative team based approach to addressing issues in the workplace This methodology was purposefully designed to be a cross-functional effort, ensuring to bring together expertise from different departments or disciplines to comprehensively address an issue by looking at it from all point of view. Here are the key components:

Team Establishment : A cross-functional team is assembled, each member having a specific role and responsibility.

Root Cause Analysis : Various tools and methods are used to identify the real cause of the problem.

Prevent Recurrence : Measures are taken to ensure that the problem does not occur again.

How does 8D Compare to over Problem-Solving Methods?

Between quality management systems and lean six sigma there are several problem-solving methodologies such as PDCA (Plan-Do-Check-Act), DMAIC (Define-Measure-Analyze-Improve-Control), and A3 . However the combination of the 8D steps results in a comprehensive frame work that is:

Structured Framework : 8D provides a very detailed, step-by-step guide for solving complex problems, by breaking it down in to logical steps making it easier to manage and track progress.

Broad Applicability : While some methodologies like DMAIC are closely tied to Six Sigma, 8D can be applied in various contexts without being tied to a particular quality management system.

The 8 Disciplines Explained

D0: prepare for the process.

Before you start 8D you should prepare for the 8D process. This phase sets the foundation for the entire methodology, ensuring that the team is able to tackle the problem effectively. Therefore, effective preparation helps in avoiding unnecessary delays and ensures that you’re not solving the wrong problem.

Within the initial preparation step you should also the time to think about what knowledge, expertise and experience you need within the team. Cross-functional teams are important, as they bring alternative perspectives and skills to the table rather than everyone looking at the problem from one point of view. Make sure you consider expertise, availability, and interest when selecting team members.

D1: Establish the Team

In D1 you should establish the team by clearly defining the roles and responsibilities for each team member. This includes assigning a team leader, subject matter experts, and roles for data collection , analysis, and communication this helps to provide the team members clarity on how they will be involved and contribute to the success of the problems solving activity.

Team Composition

Communication, d2: describe the problem.

In D2 it is time to create a well formed problem statement. This step is key as it provides a foundation for understanding the problem which will lead to generally more successful problem-solving. It ensures that everyone clearly understands what needs to be addressed, setting the scope for the entire process. Ensure that the problem is clearly understood by everyone in the team at this stage to prevent confusion later on in the process.

5W1H Method of creating a Problem Definition

Problem Definition – is / is not template

D3: Implement and Verify Interim Actions

In this step you should identify, plan, and execute short-term fixes that can quickly contain the problem. This could include quarantining the product to ensure it is not sent out to the customer or even pausing production lines that continue to product defects. Ensure these actions are documented for future reference.

D4: Root Cause Analysis

D5: choose and verify permanent corrective actions, d6: implement permanent corrective actions.

Once verified, implement the corrective actions across all relevant departments or processes. This can involved documenting the new process and training out to all stakeholders involved to ensure the new process is followed and that the stakeholders understand the reason for the change.

D7: Prevent Recurrence

It is important to conduct regular reviews to continuously monitor the process and ensure procedures are being followed but also to identify further opportunities for process improvement.

D8: Congratulate the Team

Finally it is always important to conduct a lessons-learned session and document the insights gained during the process for future reference. This can be used as a future point of reference for problem solving activities.

Q: What is 8D problem solving?

Q: why is it called "8d" problem solving, q: what are the eight disciplines (8d) in problem solving.

A: The eight disciplines in problem solving, often abbreviated as 8D, are as follows:

Q: What is the purpose of forming a team in the 8D problem-solving process?

A: Forming a team at the beginning of the 8D problem-solving process helps ensure that the right individuals with the necessary expertise are involved in addressing the problem. The team collaboratively works towards understanding the issue, analyzing data, and developing effective solutions.

Q: How is the root cause determined in the 8D problem-solving process?

Q: can the 8d problem-solving methodology be applied to any type of problem, daniel croft.

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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Unlocking the Secrets of Problem-Solving: The 8-Step Path to Success

Problem-solving is an essential skill that enables us to navigate through the challenges that life throws at us. When faced with problems, we often feel overwhelmed and struggle to find effective solutions. But what if there was a step-by-step guide that could help us overcome these obstacles with ease?

Today, we will discuss an 8-step problem-solving process, as illustrated in the image from the Lean Enterprise Academy. This image provides a comprehensive framework for approaching problems systematically and structured, ensuring success in tackling even the most complex issues.

Step 1: Clarify the Problem

The first step in problem-solving is to clarify the problem. It involves identifying the issue, understanding its scope, and defining the problem statement. This step sets the foundation for the entire process, ensuring that everyone involved clearly understands the problem.

Step 2: Break Down the Problem

Once the problem has been clarified, it’s time to break it into smaller, more manageable components. By analyzing the problem and understanding its root causes, you can develop a deeper understanding of the issue and generate insights to guide the next steps.

Step 3: Set a Target

Setting a target involves establishing a clear, achievable goal for solving the problem. This step helps to provide direction, motivate the team, and create a benchmark for measuring progress.

Step 4: Analyze the Root Cause

Now that you understand the problem and its components, it’s time to analyze the root cause. By identifying the underlying factors contributing to the problem, you can address them directly and develop a more effective solution.

Step 5: Develop Countermeasures

With the root cause analysis complete, it’s time to develop countermeasures that address the identified issues. These countermeasures should be based on the insights gained during the analysis and tailored to effectively address the problem at hand.

Step 6: See Countermeasures Through

Once the countermeasures have been developed, it’s time to implement them. This step involves implementing the proposed solutions and closely monitoring their progress to ensure they are effectively addressing the problem.

Step 7: Monitor Results and Process

After implementing the countermeasures, monitoring the results and evaluating their effectiveness is crucial. By collecting data and analyzing the impact of your solutions, you can determine whether the problem has been resolved or if further action is needed.

Step 8: Standardize and Share Success

Once the problem has been successfully addressed, it’s essential to standardize the processes and solutions that led to success. This step ensures that the lessons learned are applied to future problem-solving efforts and that successful methods are shared with others who may face similar challenges.

An 8-step problem-solving process is a powerful tool for overcoming daily challenges. By following these steps, you can tackle problems more effectively and build a culture of continuous improvement and learning within your organization. Start applying this process today and unlock the secrets of problem-solving success.

You can get the poster from their website .

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8-step problem solving process, organizational effectiveness.

121 University Services Building, Suite 50 Iowa City , IA 52242-1911 United States

Step 1: Define the Problem

• What is the problem?
• How did you discover the problem?
• When did the problem start and how long has this problem been going on?
• Is there enough data available to contain the problem and prevent it from getting passed to the next process step? If yes, contain the problem.

Step 2: Clarify the Problem

• What data is available or needed to help clarify, or fully understand the problem?
• Is it a top priority to resolve the problem at this point in time?
• Are additional resources required to clarify the problem? If yes, elevate the problem to your leader to help locate the right resources and form a team. 
•  Consider a Lean Event (Do-it, Burst, RPI, Project).
• ∙Ensure the problem is contained and does not get passed to the next process step.

Step 3: Define the Goals

• What is your end goal or desired future state?
• What will you accomplish if you fix this problem?
• What is the desired timeline for solving this problem?

Step 4: Identify Root Cause of the Problem

• Identify possible causes of the problem.
• Prioritize possible root causes of the problem.
• What information or data is there to validate the root cause?

Step 5: Develop Action Plan

• Generate a list of actions required to address the root cause and prevent problem from getting to others.
• Assign an owner and timeline to each action.
• Status actions to ensure completion.

Step 6: Execute Action Plan

• Implement action plan to address the root cause.
• Verify actions are completed.

Step 7: Evaluate the Results

• Monitor and Collect Data.
• Did you meet your goals defined in step 3? If not, repeat the 8-Step Process. 
• Were there any unforeseen consequences?
• If problem is resolved, remove activities that were added previously to contain the problem.

Step 8: Continuously Improve

• Look for additional opportunities to implement solution.
• Ensure problem will not come back and communicate lessons learned.
• If needed, repeat the 8-Step Problem Solving Process to drive further improvements.

Eight-Step Problem Solving

Systematic problem-solving is a core element of a True Lean™ organization. This course teaches the 8-Step problem-solving method used within Toyota at all levels and functions to practice effective continuous learning and improvement. We use a learn-by-doing format as teams will work through real problems selected within their organization and be coached through the process to achieve tangible results while developing their problem solving and critical thinking skills. Properly implemented, this systematic problem-solving approach delete: also becomes integral to the organization’s behavior habits at all levels that support the True Lean™ culture.

Designed for

Organizational Professionals at all levels and Departments

The knowledge you will gain

• Guiding Principles behind the Eight-Step methodology
• Understanding the universal application for all functions and all levels in your organization.
• The role and use of “A3 documents” separate from the problem-solving itself.
• Utilizing Eight-Step to return to a proven performance level OR advance the performance level. Both deliver tangible results. 
• Application of temporary measures and long-term countermeasures to prevent recurrence and achieve sustainable improvements.
• How it engages all to “own their workplace” and drive positive moral and personal development. 

Interactive with Gap Analysis “Takeaway”

• This interactive session includes dynamic learning with open discussions 
• Participants will learn the 8-step process and how to write an A3 summary using real problems from their workplace. 
• Participants will be able to describe the philosophy, principles, and practice of the methodology and determine their needs-based next steps 

Coaching Available

• Executive and Operational Coaching for Individuals based on the organizational level
• Ongoing needs-based Coaching on Eight-Step Problem Solving     

Registration Information

Location: Virtual Fee: $2500 per participant

Register Today

For information on fees for a dedicated session, contact [email protected] .

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Home > A3 Practical Problem Solving – Step 8 Standardise & Share

A3 Practical Problem Solving – Step 8 Standardise & Share

1st September 2021 - Peter Watkins

This video blog will give you an inital overview to A3 Practical Problem Solving – Step 8 Standardise & Share. This is the last of an 8 part mini series on the A3 8 Step Practical Problem Solving method. We have already covered:-

Step 1 – Problem Clarification

Step 2 – Containment

Step 3 – Problem Analysis & Breakdown

Step 4 – Target Setting

Step 5 – Root Cause

Step 6 – Countermeasures & Plan

Step 7 – Check Results

A3 Practical Problem Solving – Step 8 Standardise & Share

The video is presented by Peter Watkins a Senior Coach at LEA , who explains the key points using a Visual Teach Poster.

The top half of our Teach Poster focuses on the Purpose, Process & People of Practical Problem Solving. This is covered in our FREE Skill Level 1 course on A3 Practical Problem Solving – ACCESS HERE

This blog series concentrates on the lower half of the Visual Teach Poster , which covers the 8 step method based on Toyota Business Practice.

Play the Video Overview for A3 Practical Problem Solving – Step 8 Standardise & Share

Video played best when watching in Full Screen Mode

Key Learning Points from the Video

How do you standardise & share .

Example of Step 8- Standardise & Share

Make Standards Visible

Create Standard Work so it can be used to establish the new base line from which you can build

Periodic process checks should be used to help maintain and review for problems

When developing a new standard or updating a current one we need to answer YES to 4 basic questions;

Is there a documented standard ?

Is the standard clear ?

Has the standard been trained ?

Is the standard being followed ?

We all should take Personal Responsibility to Share out Learnings from Problem Solving

A lot of hard work and effort has gone into solving a problem

If we don’t share with others it disrespect’s those who could benefit from the learnings.

If we don’t put effort into sharing we miss the opportunity to develop other peoples thinking way.

Where else can you share this learning which could benefit the organisation both internally & externally

Develop the organisation by accelerating the benefits from problem solving

How can we use the learning to develop people’s knowledge within the organisation

Need to think and plan carefully the why, what, who, where, when and how of sharing the Learnings (5W’s & 2H’s)

By solving problems we develop as an organisation becoming wiser & better at what it does

By developing people on real problems you will create a learning culture through teaching & coaching

When completing any round of Problem Solving we should all ways ask ourselves :-

What did we Learn ?

Critical Self Reflection and or / Feedback is needed to improve your skills for next time

Your work is a repeating cycle of Problem Solving. Start the next step towards your Ideal State or Ultimate Goal when you have solved one problem

Helpful hints on this step:-

After positive countermeasure implementation you need to ensure the changes made don’t revert back or cause other problems

Make sure responsibilities for creating / updating process standards are clear and done with the people doing the work

Make Work Standards Visible

Ensure management routines verify and check that standard are maintained and improved

Ensure YOU take personal responsibility to share out the learning from Problem Solving

It is key to developing others peoples thinking and problem solving capability

Put time and real effort into sharing the learnings – develop a robust plan using 5ws & 2 h to ensure good thinking

Grow the organisations knowledge through sharing problems

Effective knowledge sharing using A3 ‘s will accelerate an organisations improvement culture

Make sure you have robustly defined methods & process for sharing

Do some “Critical Self Reflection” and get feedback to improve your skills for next time

Think About :- What mistakes did you make ? How good were you at following the 8 Steps thinking way? How well did you work with other to solve problem?

It takes a lot of practice to understand and improve your skill of applying 8 step thinking way.

Remember this is about learning the 8 step scientific “thinking way” to solve a problem – don’t get caught in a A3 form “box filling” trap !

Related Courses and Recommended Reading

We have gathered together some links below for selected courses, books and articles if you want to learn more about A3 Problem Solving.

• Construction
• Manufacturing
• Public Sector
• Retail & Hospitality
• Supply Chain
• Capability Development
• Lean Leadership
• Lean Principles
• Management System
• Process Improvement
• Product Development
• Tools & Techniques
• Transformation
• Demand Analysis
• Flow Costing
• Lean & Green
• lean certification
• Lean Digital
• lean learning
• Lean Summit
• Lean Thinking
• Lean Transformation Framework
• Managment Routines
• People Capability
• Problem Solving
• product development
• Purpose Process People
• Rapid Problem Solving
• Standardised Work
• Supply Chain Management
• Teach Poster
• Training Within Industry (TWI)
• UK Lean Summit
• Value Stream Analysis
• Value Stream Mapping (VSM)
• Value Streams
• Visual Management

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• PPS Overview

An overview of the 8 steps to Prac­ti­cal Prob­lem Solving.

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How to Write a Problem Statement

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Fishbone diagram explained.

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Five Why Explained

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Treetop Gets to the Root Causes

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Creating Scatter Plots with Sigma XL

Step 5: develop countermeasures.

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Step 6: See Countermeasures Through

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Haslam College of Business Practical Problem Solving Method: 8-Step Workshop

Practical problem solving method: 8-step workshop, aerospace & defense, looking for custom solutions.

Courses can be conducted onsite at your organization or modified to suit your organization’s needs. We offer custom solutions in aerospace and defense, global supply chain management, healthcare and strategic leadership. Contact our industry representatives for more information.

Course Offerings

• A&D Fundamentals of Supply Chain Management
• Analytics & Visualization for Shop Floor Operations
• C-Suite Insights
• CMO Accelerator
• Communicating for Results: Having Effective Performance Management Discussions
• Deep Learning
• Design Thinking
• Disciplines of Speed
• Diversity & Inclusion
• Finance for Healthcare Professionals
• Haslam Emerging Leaders Program
• Healthcare Leadership Academy
• Integrating Lean and TOC
• Intro to Project and Configuration Management
• Introduction to Lean Maintenance, Repair and Overhaul
• Leadership & Diversity
• Leadership Coaching
• Leading the Three PROs: PROjects, PROgrams and PROfessionals
• Lean Applied to Acquisition Business Processes
• Lean Applied to Business Processes
• Lean Applied to Business Processes – A&D
• Lean for Healthcare
• Lean for Healthcare: Operating Room
• Lean Maintenance, Repair and Overhaul – A&D
• Lean Maintenance, Repair, and Overhaul
• Lean MRO and the Visual Workplace
• Lean Six Sigma Black Belt Certification – Healthcare
• Lean TOC Enterprise
• Mentoring Matters
• Nursing Leadership Academy
• PBL: A Proven Product Support Strategy
• Physician Leadership Academy
• Production Control
• SCM Finance Academy
• SCM Leadership Academy
• Sourcing: Certified Deal Architect
• Sourcing: Collaborative Contracting
• Sourcing: Vested Outsourcing
• Strategic Planning for Organizational Success
• Strategies for Effective Leadership
• Strategy Alignment and Deployment
• The Foresight Academy: Strategic Foresight Certificate Program
• The Road to Success: Setting Goals That Work
• TOC Tools: The Drum-Buffer Rope
• TOC Tools: Thinking Processes and Critical Chain Project Management

Course Description

This course is valuable to personnel at any level within your organization. The workshop consists of a combination of lecture material, discussion, and breakout sessions to replicate actual problem solving. Classroom content utilizes a customized case that is woven throughout the course lectures. Class participants will present their findings from their problem solving breakout session efforts, derived from the progressive case-study format.

Key Benefits

• Learn how to utilize the Practical Problem Solving Method: 8-Step Problem Solving in conjunction with strategic planning tools to solve problems
• Utilize a structured critical thinking model to address problems
• Attain lasting results by using sustainment tools
• Gain in-depth knowledge to identify and resolve root causes instead of simply attacking symptoms of the larger problem
• Focus resources on the most critical areas
• Discover how to create a culture of logical problem solving within the organization

Duration & Dates

James r cody.

James Cody is a retired Air Force Colonel with 25 years of military experience. He currently serves as the Director of the Aerospace and Defense Executive Program for Graduate and... Full Bio