statement can be trickier than it sounds. A well done statement provides an effective starting point (“a problem well stated is a problem half solved” said John Dewey), but it should not include the cause of the problem, or the potential solution. Remember, the DMAIC framework will take us there, and at this stage, if you really do already know the cause of the problem and the solution to address it (with data to back you up), then you don’t need DMAIC. You just need to get on and do it!
Here's an example of a problem statement:
Sales of online products have dropped over the last three months, from $272k to $181k, and our forecast is down by 25%.
You’ll notice that some baseline information has been included to help underline the extent of the problem. This makes the problem statement more effective, as it’s far easier to communicate the problem and to start to influence stakeholders with a factual problem statement like this than it is to say something vague like, “I think sales are dropping.”
The 5Ws and 1H tool can help to add structure and detail to problem statements. This tool is brilliantly simple and extremely versatile. “5Ws and 1H” stands for What, Why, When, How, Where and Who — six questions that, when answered with facts, provide all the information needed to define the problem:
WHAT is the problem?
WHY is it beneficial to address this problem now?
WHEN does it happen / when did it start?
HOW does it show itself to be a problem? (For example, rework, customer complaints, feedback from a regulator.)
WHERE does it happen?
WHO is affected by it?
Framing the scope
One of the most important things to have in place when starting a project is a clear scope. Without a clear scope, it can be very difficult to manage the improvement (how will you know when you’ve finished?), and it can also be difficult for project stakeholders to understand what will be affected by the project, the effort involved, the timescales, and the results that can be expected. Managing expectations is vital.
The tool used, which is shown in Figure 2-3, is very simple:
1 Draw a picture frame onto a flipchart, large sheet of paper, or online collaboration tool. Label the area inside the frame as “In.” Label the area outside of the frame as “Out.” Label the frame itself as “Up for discussion.”
2 Brainstorm various issues and write them on sticky notes. These could be related to customers or market segments in or out of scope, products, services, geographical regions, people affected, systems involved, and so on. The 5Ws and 1H mentioned in the preceding section might be useful here.
3 Place the sticky notes in what appears to be the most appropriate position.
4 Review and discuss all of the items with stakeholders.
5 Following the review and decisions made, seek to move all of the “Up for discussion” items either In or Out.
© Martin Brenig-Jones and Jo Dowdall
FIGURE 2-3: Framing the scope of your improvement project.
Throughout your project, developing a storyboard summary of the key decisions and outputs helps you review progress and share what you’ve learned. A storyboard builds up as you work your way through your project by capturing the key outputs and findings from the DMAIC phases. A storyboard would include, for example, your improvement charter and process map (see Chapter 5) as well as other tools you’ll use in your DMAIC journey and the conclusions they help you to reach. The storyboard also helps your communication activities. Developing and reviewing a communication plan is an essential activity. You really need to keep your team and the people affected by your project informed about the progress you’re making. Communication begins on day one of your project.
Measuring how the work is done
After you’ve defined the problem, at least based on your current understanding, you need to clarify how, and how well, the work gets done. To understand the current situation of your process, knowing what it looks like is the best starting point. You need to know what’s currently happening, step by step, and how the process supports the delivery of the customer’s CTQ requirements.
Knowing the current performance of your process is essential because this knowledge becomes your baseline. Measure what’s important to the customer, and remember also to measure from the perspective of the customer. Gathering this information can help focus your improvement efforts in the areas that matter most and prevent you from going off in the wrong direction. Using graphs and charts (which we cover in Chapter 8) can help you make better sense of the data, as they provide a visual picture that demonstrates performance and can show you, among other things, the variation within the process. You can also calculate the Process Sigma using the method described in Chapter 1.
Lean Six Sigma projects can take longer than you might like because the right data isn’t in place in the day-to-day operation. So often, organizations have data coming out of their ears — but not the right data. You need to develop the right measures and start collecting the data you do need.
Analyzing your process
In the Measure phase, you discovered what’s really happening in your process. Now you need to identify why it’s happening, and determine the root cause(s). You need to manage by fact, though, so you must verify and validate your ideas about possible suspects. Jumping to conclusions is all too easy.
Carrying out the Analyze phase properly helps you determine the right solution(s) when you get to the Improve phase. Clearly, the extent of analysis required varies depending on the scope and nature of the problem you’re tackling, and, indeed, what your Measure activities have identified. Essentially, though, you’re analyzing the process and the data that the process produces.
Checking the possible causes of your problem using concrete data to verify your ideas is crucial. You may find the “usual suspects” aren’t guilty at all! Identifying and removing the root causes of a problem prevents it happening