Problem Statement
Summarizing the Who, What, When/Where, and Why of the Problem
The problem statement is a concise description of the issue that needs to be addressed. In process improvement, defining the problem is a critical step in solving the problem. As the saying goes, “a well-defined problem, is a half-solved problem”.
A good problem statement can serve as the main touchstone for a project team as they undertake any improvement effort. The problem statement helps to create a shared need by clearly explaining what the problem is, where the problem is occurring, who is impacted by the problem, and why the problem needs to be addressed.
Regarding process improvement, defining the problem from the business’s and the customer’s perspective is often one of the first steps in the project. The problem statement helps to establish the project’s key focus and set the parameters for the project scope. This perspective can support the selection of the right project team expertise, while giving clear direction to that team on where to target their improvement efforts.
As the team gets started in their improvement efforts, it is important to note that the problem statement is meant to guide the team, not confine it. As the team conducts further exploration of the problem, and as a result, gains new learning, it is important that the team revisits the problem statement and updates it accordingly. It is through this iterative process that the team verifies that they are working on the right problem across the entirety of the project.
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Want to Learn More about Using Problem Statements?
The primary role of the Lean Six Sigma Yellow Belt is to act as the organization’s eyes and ears, helping to detect when an opportunity might exist for the organization to improve. If you would like to advance your skills in helping project teams to not only articulate the problem, but to gain traction on actually solving the problem, please consider participating in our Lean Six Sigma Yellow Belt Certification Course.
The Yellow Belt leads local-level improvement efforts that are considered “low hanging fruit” projects – meaning the project complexity is low and that the project can be completed with minimal data and on a short timeline of 60-90 days. The Yellow Belt’s primary focus is to reduce process waste, making processes easier to perform and more efficient.
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