A quotation attributed to Albert Einstein says that, if he had an hour to save the world, he would spend fifty-five minutes defining the problem and only five minutes finding the solution.

This quotation illustrates an important point: before jumping to a solution, we should step back and invest time and effort in understanding the problem.

A problem statement is a clear, concise description of the symptoms of the problem to be addressed. Defining it offers three benefits to the team:

1. Creates a sense of ownership within the team
2. The team focuses on a single problem
3. Describes the symptoms in measurable terms

The following four guidelines help create a clear, concise problem statement:

Define the problem. Team members define the problem in specific terms, presenting facts such as the product type and the error involved.

Identify where the problem occurs. Identifying precisely where the problem appears or manifests itself helps the team focus its improvement efforts.

Describe the size of the problem. Describe the magnitude of the problem in measurable terms.

Describe the impact of the problem on the organization. Be as specific as possible when describing its organizational impact.

The more specific the statement, the more likely the team is to solve the problem. An inadequate statement can lead the team down a dead end. Avoid these four common mistakes:

1. The problem statement should not address more than one problem.
2. The problem statement should not assign a cause.
3. The problem statement should not assign blame.
4. The problem statement should not propose a solution.

A simple, effective way to define a problem is to ask a series of questions.

Who: Who is affected by the problem? Specific groups, organizations, customers or others?

What: What are the problem’s boundaries—for example, organizational workflow, work areas, geographic regions, customers or segments? What is the problem? What impact does it have? What will happen when it is corrected? What would happen if it remained unresolved?

When: When does the problem occur? When must it be fixed?

Where: Where does the problem occur? Only in certain locations, processes or products?

Why: Why is solving it important? How does it affect the business or customer? How does it affect stakeholders such as employees, suppliers, customers and shareholders?

How: How many parties are involved? Which problem-solving methodology or technique will you use?

Each answer helps you focus on the specific issue and define the problem statement. The problem must be solvable: a reasonable amount of time should be enough to formulate, test and deploy a potential solution.

A well-defined problem statement accelerates a robust corrective-action process. It helps identify potential causes and remove bias and noise. Precise statements save time and effort by focusing the team on root causes. The #continuous improvement process advances when causes are found and permanently eliminated. Defining the problem statement is the first step.

Do you define problems clearly?

Recommended Books:

 The Problem Solving Memory Jogger

Related Articles:

• Lean Six Sigma Project Roadmap
• Root Cause Analysis

Want to learn more? Join our forum, or send us your question.