AKA | Problem Definition |
Classification | Planning/Presenting (PP) |
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.
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.
→ | 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 |
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 |
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
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 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.