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Chapter 6: Approaching The Problem - Coggle Diagram
Chapter 6: Approaching The Problem
Problem Functions: y=f(x)
y - the problem or outcome
f- a function
(x)- the causes or inputs
used as a general map for stating a problem, or to specific processes and outcomes within the problem
The 5 Whys
a brainstorming tool that asks increasingly granular "why" questions about a problem or process, seeking to understand the root cause or actual problem
can be used to define a problem or to begin seeking causes
benefit: small amount of time to use because of its simplicity
usually used when processes involve human interactions or people-powered inputs
used to get a detailed statement
Creating a Problem Statement
should include:
where and when the problem was recorded or occurring
a measurement of magnitude for the problem, preferably with some tie to cost
a brief description of the problem that could be understood by professionals not closely aligned with the process (avoid too many niche words and acronyms if you present info to non-niche professionals)
a brief notation about the metric used to measure or describe the problem
problem statement checklist:
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 (in money, time, customer satisfaction, or another critical metric)?
strong problem statements allow you to create an overall project or goal
scope: the definition of what is included and not included in a process or improvement project
scope creep occurs when teams look to make infinite perfections on a process,, attempt to reach unrealistic goals or begin to reach for processes or problems that are out of original scope