A3 Report Format

Use the A3 Report Format to present problem-solving efforts by evaluating current conditions, promoting clear communication, and effective decision-making.

A3 Report Format



Owner / Team Lead

1. Is there a single point of accountability for solving the problem?


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Theme

1. Does the theme reflect the problem?


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2. Is the topic highly relevant to the organization’s objectives?


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Background

1. Is there a clear and concise problem statement?


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2. How do we know this is a problem?


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3. Does the problem owner/team avoid offering solutions?


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4. Is the business context for the problem made clear?


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5. Does the report include data that illustrates the extent of the problem?


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6. Is the background visually depicted?


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Current Condition

1. Has the problem owner/team gone to the Gemba?


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2. Have all the relevant parties been engaged?


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3. What does the owner actually know and how does he/she know it?


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4. Is the current condition clear and logically depicted in a visual manner?


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5. Is the problem quantified in some manner or is it qualitatively stated?


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6. Has the current condition been measured?


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7. How does current performance impact goals and objectives?


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8. How could the current condition be made clearer for the audience?


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9. Is the problem abundantly clear?


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10. Does the owner avoid stating opinions, making judgments, or suggesting solutions?


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Target Condition / Measurable Objectives

1. What exactly is going to improve? (enter text field)


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2. To what degree will the improved state differ from the current state?


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3. Have measurable objectives been defined (as opposed to general goals)?


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4. How will improvement be measured? When? By whom?


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5. Who will notice the improvement?


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6. Is the target condition visually depicted?


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Root Cause & Gap Analysis

1. Were the appropriate root cause analysis tools used?


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2. Were the five whys attempted?


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3. Has the owner clearly demonstrated that the true root cause has been revealed?


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4. Is the analysis detailed enough? Does it clearly explain the gap between current and target conditions?


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5. Has cause and effect been demonstrated? Were all the relevant fishbone factors considered?


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6. Have various causes been “paretod” to determine the relevant few? (if relevant)


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7. Were relevant parties involved in the root cause analysis? Do all parties agree with the owner’s conclusions?


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8. Are the root cause analysis findings visually depicted?


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Countermeasures / Plan

1. Were multiple countermeasures considered to address each of the critical root causes?


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2. Who agrees and disagrees with each of the countermeasures and why?


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3. Will the countermeasures prevent the recurrence of the problem?


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4. How will the set of countermeasures be evaluated?


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5. What risks are associated with each countermeasure? Were those considered?


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6. Does the plan align with the goal statement and the organizational objectives (timeline, resource availability, etc.)?


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7. Are the necessary tools and training being put in place so workers can successfully do their jobs?


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8. Who is responsible for doing what and by when (is 5W1H clear)?


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9. Did the involved parties participate in the design of the plan?


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10. What is necessary to prevent the recurrence of the problem?


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11. What other parts of the organization need to be informed of the changes?


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12. How will this be standardized and communicated?


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13. Is the implementation order clear and reasonable?


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Effect Confirmation

1. How will the effectiveness of the countermeasures be measured?


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2. Who will do it and when?


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3. Who’s responsible for ongoing monitoring?


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4. Does it tie directly to the objectives?


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5. Has the effect been translated into financial terms?


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Followup Actions

1. Has actual performance moved in line with the goal statement?


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2. If performance has not improved, why not? What was missed?


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3. What new problems have surfaced?


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4. Are additional countermeasures necessary?


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5. What additional action items must be completed?


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6. What other parts of the organization need to be informed of this result?


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7. Where can organizational learning be leveraged?


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8. How will this be standardized and communicated?


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Checklist by GoAudits.com – Please note that this checklist is intended as an example. We do not guarantee compliance with the laws applicable to your territory or industry. You should seek professional advice to determine how this checklist should be adapted to your workplace or jurisdiction.

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