Anticlue

Six Sigma – Defining the Problem Statement

A key element of a Six Sigma project charter is the problem statement. The problem statement is a clear and concise statement that describes the symptoms of the problem to be addressed.

A good example of a problem statement is, “Ten percent of the Invision system updates that we applied last month had to be backed out. This has caused a 18% increase in service desk issues.”
The problem statement provides three benefits to Six Sigma teams.

• creates a sense of ownership for the team
• focuses the team on an accepted problem
• describes the symptoms in measurable terms

The Six Sigma problem statement is clear, concise and well-written. Please use the following four guidelines in creating a problem statement.

• Define the problem - In the problem statement, team members define the problem in specific terms. They present facts such as the product type and the error made.
• Identify where the problem is appearing - Identifying where the problem is appearing, or manifesting, as specifically as possible helps the team focus its improvement efforts.
• Describe the size of the problem - The size of the problem is described in measurable terms.
• Describe the impact the problem is having on the organization - The description of the problem's impact on the organization should be as specific as possible.

The truth of the matter is that the more specific the statement, the better the chance the Six Sigma team has of fixing the problem.

The team should be wary of and try to avoid four common pitfalls when creating a problem statement;

• The problem statement should not address more than one problem.
• The problem statement should not assign a cause.
• The problem statement should not assign blame.
• The problem statement should not offer a solution.

The Six Sigma problem statement is a valuable tool that focuses the team on an acknowledged problem and describes the symptoms of the problem in measurable terms.