Chapter 6 - Approaching the Problem - Coggle Diagram
Chapter 6 - Approaching the Problem
identify the problem and define it with a statement (critical for foundational success of L6S)
L6S = statistical mindset/ all problems are considered a function
Y = the problem/outcome
F = function
(X) = the cause/input
Y= f (X)
The 5 Whys leads team to validate assumption with 5 Whys - complex problems could lead to dozens of whys
Costs team small amount of time
can be used for almost any problem
facilitates communication and thought
a tool to get to a detailed problem statement
30 second elevator pitch
provides enough info that a busy executive can understand the issue and need for improvement effort.
Where/ when problem was recorded/occurred
measurement of magnitude for the problem (tied to cost)
brief description pf problem - easily understood by professionals not closely aligned w/ process
notation of metric used to measure/describe problem
Writing problem statement
Where did the problem occur?
When did the problem occur?
What process did the problem involve?
How is the problem measured?
How much is the problem costing? (time, money, customer satisfaction, another critical metric)
Lead to objective statements/goals
solid foundation for project
prevents scope creep and misunderstanding