Please enable JavaScript.
Coggle requires JavaScript to display documents.
Chapter 6:Approaching the Problem - Coggle Diagram
Chapter 6:Approaching the Problem
Problem Functions: y=f(x)
The Concept: Y represents the problem or outcome, while f(x) represents the function of the causes or inputs.
Mathematical Precision: As the project becomes more granular, this relationship can be graphed to show exactly how changes in an input directly affect the output.
Practical Use: It acts as a general map to state that a specific problem (Y) occurs because a specific group of causes (x) is present
This concept introduces a statistical mindset where every business outcome is viewed as a mathematical relationship
Granular Analysis: As the relationship becomes more detailed, it can be graphed to show how changes in x directly affect Y
The 5 Why's
The 5 Whys is a brainstorming tool used to uncover the actual root cause by asking increasingly granular questions.
Process Requirements: The session should involve Subject Matter Experts (SMEs) who are close to the process.
Methodology: The team starts with a high-level statement of dissatisfaction and asks "Why?" repeatedly—usually five times—to reach the root level of detail.
Root Cause Discovery: Using a series of why questions to move from a general "feeling" of a problem to a specific cause
SME Involvement: Gathering Subject Matter Experts who are closest to the daily process
Process Suitability: Best deployed for processes involving human interactions or people-powered inputs
High-Level Statement: Starting with a general statement of dissatisfaction or defect before drilling down
Primary Benefits: The tool is simple, costs very little time, and facilitates communication when no one has been able to define what is actually wrong.
Strategic Usage: While effective for any process, it is most frequently deployed when processes involve human interactions or people-powered inputs
Creating a Problem Statement
formal Problem Statement serves as a "30-second elevator pitch" to hook leadership and justify the need for an improvement effort.
• The Journalist’s Checklist: To be comprehensive, a statement must answer:
◦ Where and When: The specific location and timeframe of the occurrence. ◦ Process: The specific business activity involved. ◦ Metric: How the problem is being measured. ◦ Magnitude: The "pain" defined in terms of cost, time, or customer satisfaction.
• Characteristics of Strength: A strong statement provides a significant reason for interest (such as a large financial loss) without jumping to solutions or root causes
Objective Statements and Scope
Once the problem is defined, the team must set boundaries and targets to ensure the project remains manageable.
• Objective Statements/Goals: These are derived directly from the problem statement and must be specific, challenging, but attainable.
• Scope Definition: This defines exactly what is included and excluded from the project to keep the team focused.
• Scope Creep: This occurs when teams attempt to make "infinite perfections" or reach for problems outside the original project definition, often leading to unmanageable projects
The Journalist's Checklist:
Creating a Problem Statement
• The 30-Second Elevator Pitch: A concise summary used to hook leadership and justify the project.
Ensuring the statement answers:
◦ Where and When: The specific location and timeframe of the issue. ◦ Process: The exact business activity involved. ◦ Metric: How the problem is being measured. ◦ Magnitude/Cost: The "pain" defined in terms of financial loss, time, or customer satisfaction.
• Avoidance of Bias: A strong statement must not include proposed solutions or assumed root causes.
Objective Statements and Goals
Derived Goals: Project objectives should be pulled directly from the problem statement.
• Goal Attributes: Must be specific, challenging, but attainable.
• Success Metrics: Clearly defining what success looks like to manage leadership expectations.
V. Scope and Scope Creep
• Scope Definition: Identifying what is included and excluded from the project to maintain focus.
• The Team's "Beacon": Using the scope as a guide when the team becomes overwhelmed with information.
• Scope Creep: Identifying and avoiding risks such as:
◦ Infinite Perfections: Trying to make a process "perfect" rather than meeting the project goal. ◦ Unrealistic Goals: Attempting to reach beyond what is attainable. ◦ Out-of-Scope Processes: Reaching for problems that do not impact the current problem statement.