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What Key Elements Separate a Good Six Sigma Problem Statement from a Bad One?
Master the art of crafting a powerful problem statement for your Lean Six Sigma Green Belt certification. Learn why a concise, specific statement that defines the performance gap is crucial for project success and how to avoid common mistakes like suggesting causes or solutions upfront.
Question
What makes a good problem statement?
A. It lists all possible causes in detail
B. It is concise, specific, and describes the current performance gap
C. It includes every technical detail of the process
D. It suggests a solution upfront
Answer
B. It is concise, specific, and describes the current performance gap
Explanation
Problem statements define the gap clearly. A good problem statement is concise, specific, and clearly describes the current performance gap without making assumptions about causes or solutions.
Characteristics of an Effective Problem Statement
An effective problem statement is the foundation of a successful Six Sigma project. It serves to clearly and quantifiably define the issue that the project aims to solve.
- Concise and Specific: The statement must be clear and to the point. Instead of a vague declaration like “customer service is slow,” a specific statement would be, “Over the past quarter, the average customer service call-back time was 26 hours, missing the 8-hour target.” This precision ensures everyone on the team has the same understanding of the problem.
- Describes the Performance Gap: A problem statement’s primary role is to articulate the gap between the current state (how the process is actually performing) and the desired state (how it should be performing). It should be measurable, fact-based, and quantify the extent of the problem. This often includes data on when and where the problem occurs and its impact, frequently expressed in financial terms.
- Focuses on the “What,” Not the “Why” or “How”: It is critical that the problem statement focuses only on describing the problem itself. It must not speculate on the reasons for the problem or propose any solutions.
Explanation of Incorrect Options
The other options represent common pitfalls that derail improvement projects:
A. It lists all possible causes in detail: This is incorrect because identifying root causes is the objective of the Analyze phase. Including potential causes in the problem statement introduces bias and can lead the team to jump to conclusions without proper investigation.
C. It includes every technical detail of the process: A problem statement should be easily understood by all stakeholders, including those who are not technical experts. Overloading it with jargon and excessive detail can obscure the core issue. It needs to be precise, but not exhaustive.
D. It suggests a solution upfront: Proposing a solution in the problem statement is a critical error. It undermines the entire data-driven DMAIC methodology by skipping the Measure and Analyze phases, which are designed to ensure the true root cause is found before a solution is developed and implemented in the Improve phase.
Lean Six Sigma Green Belt: Apply & Master Skills certification exam assessment practice question and answer (Q&A) dump including multiple choice questions (MCQ) and objective type questions, with detail explanation and reference available free, helpful to pass the Lean Six Sigma Green Belt: Apply & Master Skills exam and earn Lean Six Sigma Green Belt: Apply & Master Skills certificate.