In the world of process improvement and quality management, the Define phase serves as the foundation for successful Lean Six Sigma projects. Among the critical elements of this initial phase, creating effective project names and descriptions often receives less attention than it deserves. However, these seemingly simple components can significantly influence project success, stakeholder engagement, and organizational alignment. This comprehensive guide explores the art and science of crafting compelling project names and descriptions that set the stage for meaningful improvement initiatives.
Understanding the Importance of Project Names in the Define Phase
The project name represents the first impression stakeholders will have of your improvement initiative. A well-crafted name serves multiple purposes within an organization. It creates immediate clarity about the project’s focus, generates interest among team members and leadership, and facilitates easy reference throughout the project lifecycle. More importantly, an effective project name helps distinguish your initiative from other ongoing projects and contributes to building organizational memory around improvement efforts. You might also enjoy reading about Affinity Diagrams in the Define Phase: Organizing Ideas and Requirements for Lean Six Sigma Success.
Consider the difference between a generic name like “Customer Service Improvement Project” and a more specific name such as “Reducing Customer Call Wait Times in Technical Support.” The latter immediately communicates the problem area, the metric of concern, and the specific department involved. This specificity enables stakeholders to quickly understand the project’s relevance to their work and encourages appropriate resource allocation. You might also enjoy reading about Define Phase: Creating SMART Goals for Process Improvement Success.
Key Principles for Creating Effective Project Names
Clarity and Specificity
The most effective project names clearly communicate what the project aims to accomplish without requiring additional explanation. They should reference the specific process, metric, or outcome that the team intends to improve. Avoid vague terminology that could apply to multiple situations or departments within your organization.
For example, rather than naming a project “Manufacturing Efficiency Enhancement,” consider “Reducing Setup Time for CNC Machines in Production Line A.” The specific name immediately identifies the process (setup), the equipment (CNC machines), and the location (Production Line A), leaving no ambiguity about the project’s scope.
Action Orientation
Strong project names typically begin with action verbs that convey the improvement intent. Words such as “reducing,” “improving,” “eliminating,” “streamlining,” or “optimizing” signal that the project focuses on measurable change rather than simple observation or documentation.
Consider these examples of action-oriented project names:
- Eliminating Defects in Invoice Processing
- Streamlining Patient Registration in Emergency Department
- Optimizing Inventory Levels for Raw Materials Storage
- Reducing Cycle Time in Loan Application Processing
Measurability
Whenever possible, project names should reference the specific metric or key performance indicator that the team plans to impact. This approach immediately establishes accountability and helps stakeholders understand how success will be measured.
A project named “Improving Order Fulfillment Accuracy to 99.5%” clearly communicates both the process area and the target metric, setting expectations from the outset.
Crafting Comprehensive Project Descriptions
While the project name provides a concise identifier, the project description offers the necessary context and detail that stakeholders need to understand the initiative fully. An effective project description serves as a roadmap that guides the team throughout the Define phase and beyond.
Essential Components of a Project Description
A comprehensive project description should address several critical elements that provide stakeholders with a complete understanding of the improvement initiative.
Problem Statement
The problem statement articulates the specific issue that the project addresses. It should describe the current state, quantify the problem’s impact, and explain why solving this problem matters to the organization. A strong problem statement relies on data rather than assumptions or opinions.
Example: “The customer service department currently experiences an average call wait time of 8.5 minutes, which exceeds our service level agreement of 3 minutes by 183%. Customer satisfaction surveys indicate that 67% of customers cite excessive wait times as their primary complaint. This issue has resulted in a 15% decline in customer retention over the past six months, translating to approximately $2.3 million in lost annual revenue.”
Project Scope
The scope definition establishes clear boundaries for what the project will and will not address. This component prevents scope creep and helps manage stakeholder expectations throughout the project lifecycle.
Example: “This project will focus specifically on the technical support call center serving North American customers. It will examine processes from the moment a customer enters the phone queue until a support representative answers the call. The project scope includes staffing patterns, call routing technology, and queue management procedures. The scope excludes call resolution time, customer issue complexity, or support quality metrics, which will be addressed in separate initiatives.”
Project Goals and Objectives
Clear goals transform the problem statement into actionable targets. Objectives should follow the SMART criteria: Specific, Measurable, Achievable, Relevant, and Time-bound.
Example: “Reduce average customer call wait time from 8.5 minutes to 3 minutes or less within four months of project initiation. Secondary objectives include improving first-call answer rate from 72% to 90% and reducing abandoned call rate from 18% to below 5%.”
Business Case and Expected Benefits
The business case justifies the project by articulating the expected return on investment and strategic alignment with organizational goals. This section should quantify both tangible and intangible benefits.
Example: “Achieving the target wait time reduction will improve customer retention by an estimated 10%, resulting in approximately $1.5 million in retained annual revenue. Additionally, reduced wait times are expected to decrease abandoned calls, increasing successful customer interactions by 2,400 monthly. Improved customer satisfaction will enhance brand reputation and support our strategic initiative to become the industry leader in customer experience.”
Practical Example: Complete Project Definition
To illustrate these principles in action, consider this complete example from a healthcare setting:
Project Name: Reducing Patient Discharge Processing Time in Medical Surgical Unit
Project Description: The medical surgical unit currently requires an average of 4.2 hours to complete patient discharge procedures, from the physician discharge order to the patient leaving the facility. This extended timeframe creates multiple problems: patients awaiting admission experience delays averaging 3.5 hours, the emergency department frequently operates at 110% capacity due to admission backlog, and patient satisfaction scores related to discharge efficiency have declined to the 32nd percentile compared to similar facilities.
This project will analyze and improve the discharge process by examining documentation workflows, medication dispensing procedures, transportation coordination, and communication protocols between nursing staff, physicians, pharmacy, and patient transport services. The project excludes clinical decision making regarding discharge readiness and focuses solely on administrative and logistical processes after the discharge decision has been made.
The primary objective is to reduce average discharge processing time from 4.2 hours to 2 hours or less within five months. Secondary objectives include improving patient satisfaction scores for discharge efficiency to the 75th percentile and reducing emergency department diversion episodes from an average of 8 per month to 2 or fewer.
Expected benefits include improved patient flow, enhanced patient satisfaction, increased facility capacity utilization (equivalent to adding approximately 3 virtual beds), reduced staff frustration related to process inefficiencies, and estimated revenue enhancement of $450,000 annually through improved bed turnover and reduced diversion incidents.
Common Pitfalls to Avoid
Several common mistakes can undermine the effectiveness of project names and descriptions. Avoid using technical jargon or acronyms that stakeholders outside your immediate department may not understand. Resist the temptation to make the project scope too broad, as overly ambitious projects often fail to achieve meaningful results. Ensure that your problem statement relies on actual data rather than anecdotal evidence or assumptions. Finally, avoid creating project names that focus on solutions rather than problems, as this approach can prematurely limit the team’s creative problem solving during later project phases.
The Connection Between Effective Definitions and Project Success
Research consistently demonstrates that well-defined projects achieve higher success rates than poorly defined initiatives. When project names clearly communicate intent and descriptions provide comprehensive context, teams experience better alignment, stakeholders provide more appropriate support, and resources are allocated more effectively. The time invested in crafting thoughtful project definitions during the Define phase pays dividends throughout the entire DMAIC cycle.
Take the Next Step in Your Process Improvement Journey
Mastering the Define phase, including the creation of effective project names and descriptions, represents just one component of successful Lean Six Sigma implementation. The methodologies, tools, and techniques that drive sustainable process improvement require dedicated study and practical application. Whether you are beginning your quality journey or seeking to enhance existing skills, formal training provides the structured learning environment and expert guidance necessary for success.
Enrol in Lean Six Sigma Training Today to develop comprehensive skills in project definition, data analysis, process mapping, and continuous improvement. Professional certification programs offer hands-on experience with real-world projects, mentorship from experienced practitioners, and credentials recognized across industries. Investment in Lean Six Sigma training empowers you to lead meaningful change within your organization, advance your career prospects, and contribute to operational excellence initiatives that deliver measurable results. Do not wait to develop the skills that organizations increasingly demand. Begin your transformation today and join the community of professionals driving improvement across the global business landscape.
