Six Sigma Tool Navigator: The Master Guide for Teams

2017-07-07 02:10:07

AKA

Problem Definition

Classification

Planning/Presenting (PP)

Tool description

The problem specification tool provides team members with a shared understanding of a problem. Moreover it points to an orderly first step of collecting specific, appropriate data for the purpose of writing a problem statement that clearly defines the unacceptable □as is□ situation, any process variance, or its potential causes. The problem specification should also describe the □should be□ state of the situation or process to be improved.

Typical application

To establish a problem-solving goal or improvement target.

To clarify a vague condition perceived as a problem.

To collect data relevant to the problem and possibly indicative of the root causes.

To satisfy the need for more data.

Problem-solving phase

→	Select and define problem or opportunity
→	Identify and analyze causes or potential change
	Develop and plan possible solutions or change
	Implement and evaluate solution or change
	Measure and report solution or change results
	Recognize and reward team efforts

Typically used by

	Research/statistics
	Creativity/innovation
6	Engineering
4	Project management
2	Manufacturing
	Marketing/sales
	Administration/documentation
3	Servicing/support
5	Customer/quality metrics
1	Change management

links to other tools

before

Data Collection Strategy

Interview Technique

Multivariable Chart

Cause and Effect Diagram (CED)

Pareto Chart

after

What-If Analysis

Process Mapping

Work Flow Analysis (WFA)

Process Analysis

Systems Analysis Diagram

Notes and key points

A superior problem specification reflects measurable data: Quantitatively expressed data are numbers, percentages, frequencies, time periods, amounts, rate durations, etc. Qualitatively expressed data are perceptions, demographics, or any nominal data scales.

Step-by-step procedure

STEP 1 The team starts the problem specifiction process by discussing the current situation; this situation is called the as is on the problem specification form. Expand the information to include all recorded data and verbal input. See example Problem Specification—Quality of Service.

STEP 2 Next, the preferred situation, called should be on the form, is discussed. This ideal state reflects a perceived gap in process perfomance from the as is state.

STEP 3 Close the performance gap between the two states by filling in the information as illustrated by numbers 1 and 2 on the example problem specification form.

STEP 4 Using the information compiled in 1 and 2 on the example, complete the form by providing the appropriate information for the two columns: problem occurs 3 and problem is resolved 4.

In the final step, develop a final problem statement that encompasses the critical elements of the problem as developed on the form.

STEP 5 The team finalizes the problem statement shown as 5 on the form; team consensus is reached, and the entire team signs off on it.