Adopting A3 Problem-solving For Efficiency In Manufacturing

For an investor or entrepreneur in the manufacturing sector, specifically, pharmaceutical industry, adopting A3 Problem-Solving tool is critical for high profitability and cuts off excesses.

To this end, industry expert, Shola Oladipupo Solomon called for the adoption of A3 problem-solving training, a powerful tool that can significantly enhance the efficiency and effectiveness of the pharmaceutical manufacturing industry.

Solomon, in a paper titled ‘Empowering Manufacturing: A3 Problem-Solving Training to Boost Efficiency in Nigeria’s Pharmaceutical Industries,’ said manufacturers are continually seeking ways to enhance efficiency and reduce waste. So the need to optimise production processes, minimise errors, and improve product quality has never been more critical.

He explained that one of the most effective methodologies being adopted globally to achieve this objective is A3 problem-solving.

“By offering a structured approach to identifying and resolving issues, A3 problem-solving has the potential to transform Nigeria’s pharmaceutical manufacturing landscape. This problem-solving approach originated from Toyota’s Lean Manufacturing philosophy and is a systematic way of solving complex issues through collaboration, analysis, and strategic action.”

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Named after the A3 paper size commonly used in documentation, this method follows a structured problem-solving format that encourages clarity, brevity, and focus on core issues.

Solomon, a graduate of mechanical engineering, explained further that the A3 process begins with problem identification, followed by root cause analysis, proposing corrective actions, and finally, implementing and evaluating those actions. “The goal is to empower teams to address root causes, not just symptoms, thereby creating sustainable improvements. In a sector like pharmaceuticals, where precision, quality control, and regulatory compliance are crucial, A3 can make a significant difference in ensuring consistent output and timely delivery.”

Discussing how this boosts efficiency, he said efficiency in manufacturing is measured by how effectively resources such as time, raw materials, and labour are used to produce quality products. A3 problem-solving boosts efficiency by focusing on identifying and eliminating waste (also called “muda” in Lean terminology). Waste can take many forms in pharmaceutical manufacturing: equipment downtime, defective products, overproduction, and unnecessary movement of materials or personnel.

Additionally, by systematically analysing the root causes of inefficiencies through the A3 process, companies can implement targeted solutions that lead to lasting improvements. “For example, pharmaceutical firms in Nigeria may use A3 to resolve issues like recurring equipment breakdowns, bottlenecks in production lines, or inconsistencies in product quality. The result is streamlined production, reduced costs, and increased capacity to meet market demands,” he stressed.

On the other hand, Solomon cautioned that despite its proven benefits, implementing A3 problem-solving in the country’s pharmaceutical sector presents several challenges.

“One common obstacle is resistance to change. Employees accustomed to traditional ways of working may be hesitant to adopt new problem-solving techniques. Overcoming this requires strong leadership, clear communication, and creating a culture that encourages innovation and continuous improvement,” he said.