The Define phase represents the critical first step in any Six Sigma project, establishing the foundation for successful process improvement initiatives. Understanding the terminology used during this phase is essential for project managers, team members, and stakeholders to communicate effectively and align their efforts toward common goals. This comprehensive glossary will help you navigate the Define phase with confidence and clarity.
Understanding the Define Phase in Lean Six Sigma
Before diving into specific terminology, it is important to understand what the Define phase entails within the broader Lean Six Sigma methodology. The Define phase is where project teams identify problems, establish project scope, and set measurable goals. This phase ensures that everyone involved has a clear understanding of what the project aims to achieve and why it matters to the organization. You might also enjoy reading about Project Charter Checklist: 12 Essential Elements Every Six Sigma Project Needs for Success.
In Lean Six Sigma, the Define phase is the first of five phases in the DMAIC (Define, Measure, Analyze, Improve, Control) framework. Some organizations may also recognize phase variations or additional stages depending on their specific implementation approach, but the Define phase consistently serves as the launching point for structured problem-solving initiatives. You might also enjoy reading about Affinity Diagrams in the Define Phase: Organizing Ideas and Requirements for Lean Six Sigma Success.
Core Define Phase Terminology
Project Charter
The project charter is a formal document that authorizes the Six Sigma project and provides the team with the authority to use organizational resources. This document typically includes the business case, problem statement, goal statement, project scope, timeline, and team member roles. The project charter serves as a contract between the project sponsor and the project team, ensuring alignment on expectations and deliverables. You might also enjoy reading about In-Scope vs. Out-of-Scope: The Art of Saying No in Six Sigma Projects.
Problem Statement
A problem statement clearly articulates the issue that the project intends to address. An effective problem statement is specific, measurable, and focuses on observable symptoms rather than assumed causes. It answers the questions: What is wrong? Where is it occurring? When does it happen? How big is the problem? A well-crafted problem statement provides clarity and prevents teams from wandering into scope creep.
Goal Statement
The goal statement defines what the project aims to accomplish in measurable terms. Unlike the problem statement which describes the current undesirable state, the goal statement describes the desired future state. It should specify the metric to be improved, the target level of performance, and the timeframe for achieving the improvement. This statement keeps the team focused on outcomes rather than activities.
Business Case
The business case justifies why the organization should invest resources in the project. It explains the financial impact of the problem, the expected return on investment, and how the project aligns with strategic organizational objectives. A compelling business case helps secure executive sponsorship and ensures the project receives adequate resources and attention.
Scope
The scope defines the boundaries of the project, specifying what is included and what is excluded. Clearly defining scope prevents projects from expanding beyond manageable limits and helps teams focus their efforts on areas where they can make the most impact. The scope statement typically identifies the process or processes under investigation, the geographical locations involved, and any limitations or constraints.
Stakeholder Related Terms
Stakeholders
Stakeholders are individuals or groups who have an interest in or will be affected by the project outcomes. Stakeholders may include customers, process owners, employees, executives, suppliers, or regulatory bodies. Identifying and engaging stakeholders early in the Define phase helps ensure project success and smooth implementation of improvements.
Project Sponsor
The project sponsor is typically a senior leader who champions the project, provides resources, removes organizational barriers, and ensures the project aligns with strategic priorities. In Lean Six Sigma initiatives, the sponsor plays a crucial role in maintaining momentum and securing buy-in from other executives. The sponsor also helps the team navigate political challenges and organizational resistance.
Process Owner
The process owner is the person responsible for the process being improved. This individual typically has authority over the resources, people, and systems involved in the process. The process owner provides subject matter expertise, facilitates access to data and personnel, and will ultimately be responsible for sustaining improvements after the project concludes.
Voice of the Customer (VOC)
The Voice of the Customer represents the stated and unstated needs, requirements, and expectations of customers. In the Define phase, teams collect VOC data through surveys, interviews, focus groups, or complaint analysis. Understanding VOC ensures that improvement efforts focus on what truly matters to customers rather than what the organization assumes is important.
Process and Measurement Terms
Critical to Quality (CTQ)
Critical to Quality characteristics are the specific, measurable features of a product or service that must meet customer requirements. CTQs translate broad customer needs into specific, actionable metrics that the team can measure and improve. For example, if customers want “fast service,” the corresponding CTQ might be “order fulfillment time of less than 24 hours.”
SIPOC Diagram
A SIPOC diagram is a high-level process map that identifies Suppliers, Inputs, Process steps, Outputs, and Customers. This tool provides a quick overview of a process and its boundaries, helping teams understand the process context before diving into detailed analysis. The SIPOC is particularly useful for ensuring all team members share a common understanding of the process being improved.
As-Is Process
The as-is process describes how work currently flows through the organization, including all steps, decisions, handoffs, and delays. Documenting the as-is process during the Define phase establishes a baseline for comparison and helps identify obvious inefficiencies or bottlenecks that warrant further investigation in later phases.
Metric
A metric is a quantifiable measure used to track and assess the performance of a process. In the Define phase, teams identify primary and secondary metrics that will be used throughout the project to measure progress and verify improvement. Common types of metrics include quality measures, time-based measures, cost measures, and efficiency measures.
Important Methodological Concepts
DMAIC Methodology
The DMAIC methodology is the structured problem-solving approach used in Lean Six Sigma projects. The acronym stands for Define, Measure, Analyze, Improve, and Control. Each phase has specific objectives, tools, and deliverables. While this glossary focuses on the Define phase, understanding that it is part of a larger framework helps teams recognize phase transitions and prepare for subsequent activities.
Tollgate Review
A tollgate review is a formal checkpoint at the end of each DMAIC phase where the project team presents their work to leadership for approval to proceed to the next phase. The Define phase tollgate review typically involves presenting the project charter, SIPOC diagram, stakeholder analysis, and preliminary project plan. These reviews ensure projects remain aligned with organizational priorities and meet quality standards before consuming additional resources.
Quick Wins
Quick wins are improvements that can be implemented rapidly with minimal resources or approval. During the Define phase, teams often identify obvious problems that do not require extensive analysis. Capturing these quick wins builds momentum, demonstrates value, and generates enthusiasm for the larger improvement initiative.
Team Roles in the Define Phase
Champion
The Champion is a senior leader who supports multiple Six Sigma projects and helps remove organizational obstacles. Champions typically have broader responsibilities than project sponsors and may oversee an entire Six Sigma program. They ensure projects align with strategic goals and help cultivate a culture of continuous improvement.
Black Belt or Green Belt
Black Belts and Green Belts are Six Sigma practitioners certified in the DMAIC methodology and statistical analysis tools. Black Belts typically work full-time on improvement projects and tackle complex, organization-wide problems. Green Belts usually maintain their regular job responsibilities while leading smaller-scope projects or serving as team members on larger initiatives. In the Define phase, these trained professionals guide teams through proper application of tools and methods.
Subject Matter Experts (SMEs)
Subject Matter Experts are individuals with deep knowledge of specific processes, systems, or technical areas relevant to the project. SMEs provide critical insights during the Define phase, helping teams understand process complexity, identify data sources, and recognize potential implementation challenges. Their expertise helps prevent teams from pursuing solutions that sound good in theory but prove impractical in reality.
Conclusion
Mastering the terminology of the Define phase is essential for anyone involved in Lean Six Sigma initiatives. These terms provide a common language that facilitates clear communication, reduces misunderstandings, and accelerates project progress. By thoroughly understanding concepts like project charters, stakeholder analysis, CTQs, and SIPOC diagrams, teams can establish a solid foundation that supports success throughout the remaining DMAIC phases.
As organizations continue to recognize phase-specific terminology as critical to project success, investing time in learning and consistently applying these concepts pays dividends in improved project outcomes and organizational performance. Whether you are new to Six Sigma or an experienced practitioner, referring back to these fundamental definitions ensures precision in your improvement work and helps build credibility with stakeholders at all levels.
