A Six Sigma problem statement identifies a discrepancy between what is happening in the real world and what should be happening, and it starts the process of addressing the problem.
It focuses on one of four primary areas: address a problem or area needs, a condition that needs to be improved, resolve a snag, or a troubling topic – theoretical or actual – that requires careful consideration.
The Six sigma problem statement is an essential part of the DMAIC (Define, Measure, Analyse, Improve, Control) process’s “Define” step. Simply put, it identifies the problem to be solved.
What should be in a Six Sigma problem statement?
A Six Sigma problem statement should be brief, precise, and based on facts. General and long-winded comments won’t get to the heart of the matter. Anything not backed up by proof is merely a personal opinion, prone to bias, and capable of leading to investigative misdirection.
A single issue should be the emphasis of a Six Sigma problem statement. Begin by determining the precise location of the problem and the specific procedure involved. How often, how many, and how long and recorded data that helps highlight the issue are examples of supporting facts. Include data that demonstrates the financial impact the problem has on the organisation.
It recognises the difficulties.
Focusing wholly on the issue and not being distracted by side concerns is one of the most challenging. For example, it’s easy to ascribe blame, but this indicates that you are no longer open-minded in searching for the core reason.
After gathering all of the data, you may believe that you have a good enough grasp of the problem to know what has to do and how to fix it. However, it would be best if you resisted the urge to offer a solution at this point because further investigation is likely to reveal more information.
A good Six sigma problem statement identifies the problem and expresses the situation’s urgency. However, it only lays out the facts; the subsequent investigation will determine the root cause, which will lead to a suitable solution.
The Charter for Six Sigma Projects
The first of six elements that make up a Six Sigma Project Charter is a problem statement. The following are the six:
The Six sigma problem statement is a statement that identifies a problem and how it affects the organisation.
The objective statement should be SMART – specific, measurable, achievable, relevant, and time-bound – and aligned with the problem, you’re trying to solve.
The business case is a document that explains why a project is vital to an organisation and reasons to support the project.
The scope statement establishes the project’s boundaries and specifies what to include and exclude in the project.
The project milestones outline the crucial actions and expected completion dates.
A list of team members is to work on the project, which varies depending on the problem to be solved and the project’s scope.
Setting the project statement in this context provides a bigger picture and makes it easier to understand. In addition, it aids in avoiding some of the issues above.
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