Problem Statement

Introduction: Problem Statement in Lean and Six Sigma

A problem statement is the starting point of any Lean or Six Sigma project. Much like GPS coordinates, it pinpoints exactly where the issue lies within a process or organisation. An effective problem statement is concise, factual, specific, and measurable, providing the foundation for improvement initiatives.

Background

Problem statements have long been used in project management and quality improvement to define scope and focus. In Lean and Six Sigma, they are critical for aligning teams and stakeholders on the exact nature of an issue. Without a clear problem statement, projects risk vague objectives, misaligned efforts, and ineffective solutions.

Key Elements/Features

A strong problem statement should be:

• Specific: Clearly define the problem.
• Measurable: Use quantifiable data to describe it.
• Factual: Base the description on evidence, not opinions.
• Concise: Avoid unnecessary detail.

Applications/Examples

• Weak Statement: “Our department is underperforming.”
• Strong Statement: “The lead time for process X currently stands at 15 days, resulting in a customer satisfaction score below 70%.”
  This example provides a measurable and actionable baseline for improvement.

Relevance/Impact

A well-crafted problem statement is vital because it:

• Sets the tone for the project by ensuring shared understanding.
• Helps define clear and realistic goals.
• Establishes a baseline for measuring progress and outcomes.

Steps to Develop a Problem Statement

1. Gather Data: Collect quantitative and qualitative evidence.
2. Analyse the Situation: Explore root causes and context.
3. Define the Problem: Write a clear, factual, and concise statement.
4. Validate with Stakeholders: Confirm accuracy and agreement.

See also

• Project Charter
• DMAIC
• Root Cause Analysis
• A3