In the world of process improvement and quality management, crafting an effective problem statement is the foundation of any successful Lean Six Sigma project. A well-defined problem statement can mean the difference between a project that delivers tangible results and one that wastes valuable resources without achieving meaningful improvements. This comprehensive guide examines ten examples that illustrate the stark contrast between good and bad Six Sigma problem statements, helping you understand what makes a problem statement truly effective.
Understanding the Importance of Problem Statements in Lean Six Sigma
Before diving into specific examples, it is essential to understand why problem statements matter so significantly in Lean Six Sigma methodology. A problem statement serves as the compass for your entire improvement initiative, guiding team members, stakeholders, and decision-makers toward a common goal. During the recognize phase of a Six Sigma project, teams must accurately identify and articulate the problem they intend to solve. This recognition phase sets the stage for all subsequent activities, making the quality of your problem statement absolutely critical. You might also enjoy reading about From VOC to CTQ: How to Translate Customer Feedback into Measurable Metrics.
A good problem statement should be specific, measurable, and focused on the gap between current performance and desired outcomes. It should avoid jumping to solutions, remain neutral in tone, and provide enough context for anyone reading it to understand the issue at hand. Conversely, a bad problem statement tends to be vague, solution-oriented, or lacking in measurable metrics that can track progress. You might also enjoy reading about Define Phase vs. Traditional Project Kickoff: Why DMAIC Wins Every Time.
The Anatomy of an Effective Six Sigma Problem Statement
Before examining specific examples, let us establish the key components that every strong problem statement should include: You might also enjoy reading about Lean Six Sigma Define Phase: The Complete Guide for 2025.
- A clear description of the problem or defect
- The location or process where the problem occurs
- The timeframe during which the problem has been observed
- The magnitude or impact of the problem using quantifiable metrics
- The effect or consequence of the problem on customers, operations, or business performance
10 Examples of Good vs. Bad Six Sigma Problem Statements
Example 1: Customer Service Response Time
Bad Problem Statement: Our customer service department needs to improve response times because customers are unhappy.
Good Problem Statement: Over the past six months, the customer service department has maintained an average response time of 48 hours to customer inquiries, which exceeds our target of 24 hours by 100 percent. This delay has resulted in a 15 percent increase in customer complaints and a customer satisfaction score decline from 85 percent to 72 percent.
The good statement provides specific metrics, timeframes, and measurable impact, while the bad statement remains vague and subjective.
Example 2: Manufacturing Defect Rate
Bad Problem Statement: We need to implement a new quality control system to reduce defects in our production line.
Good Problem Statement: The manufacturing line for Product X has experienced a defect rate of 8.5 percent during the last quarter, compared to the industry standard of 3 percent and our internal target of 2.5 percent. This elevated defect rate has resulted in $250,000 in rework costs and delayed shipments to 12 key customers.
The bad statement jumps directly to a solution, while the good statement focuses on defining the problem with concrete data and business impact.
Example 3: Order Processing Accuracy
Bad Problem Statement: Our order processing system has problems that frustrate employees and customers.
Good Problem Statement: The order processing department has recorded an error rate of 12 percent in order entries over the past three months, resulting in 340 incorrect shipments out of 2,833 total orders. These errors have generated an additional $75,000 in shipping costs and 280 customer service calls related to order corrections.
The specificity and measurability in the good statement provide a clear baseline for improvement, which the bad statement lacks entirely.
Example 4: Employee Training Completion
Bad Problem Statement: Not enough employees are completing their required training on time.
Good Problem Statement: During the first half of this fiscal year, only 64 percent of employees completed mandatory compliance training within the required 30-day timeframe, falling short of our 95 percent completion target. This gap has resulted in compliance audit findings and potential regulatory penalties estimated at $150,000.
The good statement quantifies both the performance gap and the consequences, while the bad statement offers no actionable metrics.
Example 5: Inventory Management
Bad Problem Statement: We have too much inventory sitting in our warehouse taking up space.
Good Problem Statement: As of the end of last quarter, our warehouse inventory carrying costs reached $1.2 million annually, representing 25 percent of total inventory value and exceeding industry benchmarks of 15 percent by 67 percent. This excess inventory ties up working capital and occupies 40 percent of available warehouse space that could be utilized for faster-moving products.
The comprehensive nature of the good statement provides multiple angles for analysis during the recognize phase, while the bad statement oversimplifies a complex issue.
Example 6: Website Performance
Bad Problem Statement: Our website is slow and needs to be faster to keep visitors engaged.
Good Problem Statement: Analytics data from the past 90 days shows that our website average page load time is 7.2 seconds, which is 140 percent slower than the industry standard of 3 seconds. This performance issue correlates with a bounce rate of 58 percent on our homepage and an estimated loss of 2,300 potential customers per month.
The data-driven approach in the good statement enables proper scoping of a Lean Six Sigma project, while the bad statement relies on subjective observations.
Example 7: Invoice Processing Cycle
Bad Problem Statement: The accounts payable team takes too long to process invoices.
Good Problem Statement: The accounts payable department currently processes invoices with an average cycle time of 18 days from receipt to payment, exceeding our target of 10 days by 80 percent. This delay has resulted in 45 late payment penalties totaling $23,000 in the last quarter and strained relationships with three strategic suppliers.
The good statement connects process performance to business outcomes, demonstrating why the problem deserves attention and resources.
Example 8: Product Development Timeline
Bad Problem Statement: New product development projects consistently miss deadlines and go over budget.
Good Problem Statement: Over the past 18 months, new product development projects have exceeded planned timelines by an average of 45 percent (6.5 months versus the 4.5-month target) and have surpassed budgets by an average of 32 percent. These overruns have delayed market entry for four products, resulting in an estimated $800,000 in lost revenue opportunities.
The specificity in the good statement allows for proper project scoping and resource allocation in any Lean Six Sigma initiative.
Example 9: Call Center Performance
Bad Problem Statement: Call center agents need better training to handle customer issues more effectively.
Good Problem Statement: Call center first-call resolution rates have declined to 68 percent over the last four months, down from 82 percent six months ago and below our target of 85 percent. This decrease has increased average call handling time by 3.2 minutes per call and generated 1,200 additional callback requests monthly, raising operational costs by approximately $45,000 per month.
While the bad statement prescribes a solution prematurely, the good statement focuses on measurable outcomes and allows the team to investigate root causes during the recognize phase.
Example 10: Supply Chain Delivery
Bad Problem Statement: Suppliers are unreliable and frequently deliver materials late.
Good Problem Statement: During the second quarter, 28 percent of supplier deliveries arrived beyond the agreed-upon delivery window, compared to 12 percent in the same quarter last year. These late deliveries have caused production schedule disruptions affecting 15 customer orders, resulted in $180,000 in expedited shipping costs, and contributed to inventory shortages that halted production for a cumulative 72 hours.
The comprehensive impact assessment in the good statement provides justification for initiating a Six Sigma project and establishes clear success criteria.
Key Takeaways for Crafting Effective Problem Statements
As these ten examples demonstrate, the difference between good and bad problem statements lies in specificity, measurability, and focus. Good problem statements avoid assigning blame, jumping to solutions, or using subjective language. Instead, they rely on data, clearly define the performance gap, and articulate the business impact in concrete terms.
When developing your own Six Sigma problem statements, remember to gather sufficient data during the recognize phase, consult with stakeholders to understand the full scope of impact, and ensure that your statement focuses on the problem itself rather than potential solutions. By following these principles and learning from the examples provided, you will be well-positioned to launch successful Lean Six Sigma projects that deliver measurable improvements to your organization.
The quality of your problem statement directly influences the success of your entire improvement initiative. Invest the time and effort required to craft clear, specific, and measurable problem statements, and you will establish a solid foundation for achieving breakthrough results in your Lean Six Sigma projects.
