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The Six Sigma Black Belt approaches problems using disciplined problem solving methodologies. One such approach called DMAIC (Define, Measure, Analyze, Improve and Control) focuses on reducing process variation and defects. Regardless of what approach is used, the problem Definition and Measurement phases are most critical to avoid foolish effort in Analysis, Improvement and Control resulting in much pain by fixing the wrong problem.
For those who are not familiar or need a refresher, here is a summary of the DMAIC process steps.
If the problem is not clearly defined and we are not looking at the right metrics, the project will surely go down the path of fixing the wrong things causing much pain to the organization.
“Ever since Bob came in as Vice President of Sales the company has been going down-hill”. Now that’s what I would call a stupid problem definition; not likely to build consensus and chart a course for solving real problems.
At a recent party I got pulled into a discussion on the economy, and of course that always leads to politics. I “stupidly” asserted that unemployment has gone up significantly under the current administration. The immediate response from my opponent was (paraphrasing here) “That’s not true”; followed by “Besides, he inherited all these problems from his predecessor”.
So, let's look at what just happened: I asserted a problem statement that was narrowly focused and extremely biased; there was no consensus on the measures; and the discussion immediately transitioned into root cause analysis.
A smarter approach (aside from not discussing politics at a social gathering) would have been to define a problem in terms of what is important and why it needs to be changed. For example, if I had asserted “According to the Bureau of Labor Statistics the seasonal average annual unemployment rate [1] in the US has varied significantly across administrations, which has contributed to economic uncertainty”, there might have been a more productive discussion (on the other hand it might have caused my host to ask me to leave the party because I was boring everyone to death!).
Of course both of these examples are tongue-in-cheek and intended to make a point about the importance of developing a solid definition of the problem and identifying unequivocal measures to support the problem statement.
SMART is an acronym outlining guidelines for developing goals for organizations and individuals. But I also find these to be extremely useful during each of the DMAIC steps, especially problem definition.
Note that many of these guidelines are overlapping and reinforcing. For example, a non-specific problem statement is almost certain to be un-measurable, un-attainable, irrelevant, and un-bounded in a time. The point is that all goals or problem statements should have all of the SMART characteristics.
Whether you are a Six Sigma Black Belt, Project Leader, Manager, Business owner, or just trying to solve a personal problem, the important thing to remember is to define the problem specifically and quantitatively before you go blindly down a path of fixing the wrong problem, or not fixing anything at all. Using structured methods like DMAIC and simple guidelines like SMART will help you achieve success and avoid painful results.
Links:
[1] http://ceptara.com/node/610
[2] http://www.ceptara.com/taxonomy/term/4
[3] http://www.ceptara.com/taxonomy/term/7
[4] http://www.ceptara.com/taxonomy/term/3