How do you define the problem statement in A3 problem solving?

Uma boa declara??o de problema come?a com um tema que deixe claro qual problema estamos tentanto resolver, este bem feito nos levará a reflex?es em todos os passos do A3. A declara??o do problema deve come?ar pelo contexto em que se encontra, inserindo perce??es que defendem o título, resultados performados, declarar os gaps macros e como o cliente tem percebido esse resultado. Entender o estado atual também ajuda na declara??o do problema, neste momento o importante ir ao gemba estudas fatos e dados para enriquecer a declaracao do problema e o estudo do estado atual.

Discover everything or everyone that is impacted by the problem and develop a statement that is relevant to everyone/thing to help discover a root problem.

Esteja atento na primeira fase deste processo. Entender adequadamente sem preconceitos anteriores. Muitos grupos tem pressa em passar pelo estado atual. Este erro pode trazer um efeito negativo nas demais fases do A3. Leve o tempo necessário e traga a informa??o verdadeira.

With no problem statement, you will have a problem finding the path to success. It is a starting point for improvement efforts. If you know what the problem is or specific issue you can use it a path forward. With lean thinking, a good problem statement defines the specific gap between the current condition and the target condition. What is the current state? (make it measurable) What is the ideal or future state or the standard? (make it measurable) You should try and answer the 4W's and H. This can help you be more specific in your scope of your problem and make sure you are trying to solve a problem and not many. You may identify many, however you want a prioritized the problem. You will identify others. One problem at a time.

A problem is defined as the gap between a set target and and actual current performance. But, this gap does not automatically lead to development of a problem statement. For, example an organisation has set scrap target of 1.5%. But current actual scrap rate is 2%. There is a problem. The gap of 0.5% is a symptom. Collection of data and analysis of data will lead to further specif details where is the problem surfacing. For example 1.5% of the scrap is coming from machine B1. Further data analysis will lead to more detail on which particular process in machine B1 is causing high percentage of scrap. Once this has been identified, problem solvers shall develop a specific problem statement.

To write an effective problem statement I would recommend you start by gathering the information (data). Use tools like Pareto diagrams, histograms, and run charts. Gather insights through surveys and process analysis from those affected. When it comes problem-solving using visualization can help you analyze the data and identify patterns and trends or outliers. I would encourage you to then utilize a fishbone diagram to help you identify the root cause. You can also use a 5 why approach In combination. Summarize your information and insights into a clear and concise statement that clearly defines the problem, its impact, and improvement needed. Make sure you highlight the benefits as well as use a SMART Goal.

When describing the problem, I recommend writing it down as if you were telling it to friends in a pub. In the second step, make sure that it contains the 6W: Who, What, When, Where, How and Why In the third step, collect figures, data and facts to make the description as objective and factually as possible.

To answer this go to my response to the first question. In the 1st question we have identified 1.5% of scrap is generated at machine B1. The data also shows that the scrap is generated during changeover of materials. What? High percentage of scrap (1.5% or 75% of scrap rate monthly) . Where? Machine B1. When? During new material change over. Who? Machine Operator. Proposed problem statement: Machine B1 generates 75% (1.5%)of total scrap monthly during New material change over. This problem statement guides the team to focus on Machine B1, especially during material changeover by the machine operators. This also enable the problem solving team to set target of improvement.

A well-defined problem statement is the cornerstone of any improvement project. It's crucial to not only gather and analyze data but also to understand the human element involved in the problem. This means empathizing with those affected by the issue and incorporating their insights into your problem statement. Continuous improvement is as much about people as it is about processes.

Uma armadilha comum que tenho visto nas empresas é declarar o problema e suas nuances com base o que pensa ser a realidade sem checar os fatos e testar as hipoteses colocadas.

To write an effective problem statement, be specific and clear about the problem, and its impact. Avoid assumptions or suggesting solutions prematurely. Focus on one main issue, use neutral language, and include all relevant stakeholders perspectives. Prioritize the problem clearly to guide resources and efforts efficiently. This approach will help you create a focused and actionable problem statement. Lastly, the way you start sets the tone for the finish.

With sufficient data available it will.be easy to make sure the problem statement is not vague or broad. It is important to know where in a process is a large contributor of the gap in performance.

A good quality problem statement is essential to measure the success of an improvement project. It's crucial to remember that a well-defined problem is half solved. Problem statements should be clear, concise, and measurable. They should provide a description of the problem and no solutions. Avoid junk words such as "a lot" or "frequently". It's a data-driven approach that aligns with the principles of Lean Thinking.

To check the quality of the problem statement, be sure it’s clear and detailed enough to use as a guide for the problem solving process effectively. The statement should be specific enough to define the problem, identify who’s affected, and describe where and when it occurs. You want to do your best to clarify the importance of resolving the issue and propose a way to measure the problems impact. By evaluating your problem statement through this approach you can check if the problem statement is well understood, relevant, and positioned for actionable steps. Test your problem statement against criteria like: SMART goal or 5W2H.

If you need to revisit and refine your problem statement, first reassess the supporting data to confirm accuracy and relevance. Engage stakeholders and team members to gather diverse insights and suggestions. Use this feedback to enhance the clarity and specificity of the statement. Check that the problem statement aligns seamlessly with other sections of the A3 or your business problem solving documentation.

Revising a problem statement is crucial for ensuring that the improvement efforts are focused on the right issues. By engaging stakeholders and team members in the revision process, you not only gain diverse perspectives but also foster a culture of collaboration and ownership. It's important to remember that a problem statement is not static; it should evolve as new data and insights emerge, ensuring that the improvement process remains aligned with the current reality and organizational goals.

A problem statement should be understood by all the team working on the problem-solving, and also by the stake holders. If someone does not understand clearly the issue, it is because it is not well written, or too vague. If people jump to conclusions after reading the problem statement, it is too focused that embed a solution into the description. And, remember, it is not written in stone. After further analysis or other contributions/findings, you can also change the statement.