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Chapter 6: Approaching the Problem - Coggle Diagram
Chapter 6: Approaching the Problem
Using the formula y = f(x), Six Sigma sees issues as functions in which X (input factors or causes) produces Y (the problem).
Granularity improves mathematical accuracy because deeper analysis makes the links between Y and X clearer and graphable.
Determined the problem's underlying causes:
Talking too much might lead to delays.
Insufficient training that results in inefficiency.
The 5 Whys
Definition and Goals:
The Five Whys are a brainstorming technique that involves asking "Why?" repeatedly in order to determine the underlying reasons of an issue.
Assists in defining an issue and determining its true source.
Outcome:
Lack of training was the primary problem, and establishing a regular training strategy was the fix.
Effectively Applying the Five Whys:
Sessions are brief, lasting less than an hour.
Can be used to quality problems, operational inefficiencies, and feedback from clients.
Steps to Conduct a 5 Whys Session:
Assemble subject-matter experts, or those who are familiar with the procedure.
A generic statement that defines the issue.
First, ask why. Then record the response in writing.
For every response, repeat the "Why?" question until you arrive to the underlying cause.
Determine an approach based on the underlying reason.
What a Problem Statement Is For
For Six Sigma improvement programs, a formal project statement is necessary.
Draws attention to the need for improvement, and therefore helps in obtaining funding.
Essential Components of an Effective Problem Statement
Where and when the issue happened.
Severity of the problem, ideally along with an estimated cost.
Metric for assessing the issue.
A Problem Statement Writing Checklist
Where did the issue develop?
When did the issue develop?
What steps are involved?
How is the issue determined?
How much does it cost?
Scope & Scope Creep
The project's scope establishes what is and is not included in it.
Scope creep is the result of teams growing beyond their initial objectives.
Instead of extending the present project, teams should record irrelevant difficulties for future ones.