In the world of process improvement and Lean Six Sigma methodology, the Define phase serves as the critical foundation for all subsequent work. One of the most essential skills during this phase is accurately identifying where a process begins and where it ends. This seemingly straightforward task often proves more complex than it appears, yet getting it right can mean the difference between a successful improvement initiative and one that fails to deliver meaningful results.
Understanding the Define Phase in Process Improvement
The Define phase represents the first stage of the DMAIC (Define, Measure, Analyze, Improve, Control) methodology used in Lean Six Sigma projects. During this phase, project teams establish clear boundaries for their improvement efforts, identify key stakeholders, and articulate the problem they intend to solve. Among these critical activities, defining process start and end points stands out as particularly important because it determines the scope of analysis and influences every subsequent decision. You might also enjoy reading about Understanding Regulatory Requirements in the Define Phase: A Critical Component of Project Scope.
When we talk about process start and end points, we are essentially drawing boundaries around a series of activities that transform inputs into outputs. Without these clearly defined boundaries, teams risk scope creep, miscommunication, and ineffective solutions that address symptoms rather than root causes. You might also enjoy reading about How to Define Project Scope: Setting Boundaries That Prevent Scope Creep.
The Importance of Accurate Process Boundaries
Establishing precise start and end points for any process provides several strategic advantages. First, it creates a common understanding among all team members and stakeholders regarding what is included in the improvement effort and what falls outside its scope. This shared understanding prevents confusion and aligns expectations from the outset.
Second, well-defined boundaries enable accurate measurement. When you know exactly where a process begins and ends, you can establish baseline metrics, track cycle times, and measure improvements with confidence. Without these boundaries, your measurements may capture activities that are not relevant to your improvement goals or miss critical steps that impact performance.
Third, clear boundaries facilitate resource allocation. Organizations can better estimate the time, personnel, and budget required for improvement projects when they understand the full extent of the process under examination.
Identifying the Process Start Point
The start point of a process represents the trigger event or condition that initiates the first activity. To identify this point accurately, teams should ask several key questions. What event causes the process to begin? What inputs must be present before the process can start? Who or what provides these inputs?
Consider a practical example from a hospital’s patient admission process. At first glance, you might assume the process starts when a patient walks through the hospital doors. However, upon closer examination, the actual start point might be when a physician’s office contacts the hospital to schedule an admission. Alternatively, it could be when the patient calls to schedule their own appointment. The correct start point depends on what the improvement team aims to accomplish.
If the hospital wants to improve the entire patient experience from initial contact to room assignment, the start point should be that first phone call. However, if the focus is strictly on in-hospital efficiency, the start point might be when the patient arrives at the registration desk.
Sample Data Set: Customer Order Process Start Point Analysis
Let us examine a manufacturing company’s order fulfillment process. The team initially defined the start point as “when production receives the order.” However, after mapping the process, they discovered several preceding steps that significantly impacted overall performance:
- Customer submits order through website (Day 0, 9:00 AM)
- Automated system validation (Day 0, 9:02 AM)
- Credit check processing (Day 0, 10:30 AM)
- Sales representative review (Day 1, 8:00 AM)
- Inventory verification (Day 1, 2:00 PM)
- Order sent to production (Day 2, 9:00 AM)
By examining this sequence, the team realized that delays occurred primarily between order submission and production receipt. Had they defined the start point at production, they would have missed 48 hours of cycle time and the opportunity to eliminate significant waste. The revised start point became “customer submits order through website,” which expanded their improvement scope but ultimately delivered far greater value.
Determining the Process End Point
The end point of a process represents the completion of the final activity that delivers value to the customer or next process in the value stream. Identifying this point requires teams to ask: What constitutes successful completion of this process? When has the process delivered its intended output? Who receives this output, and what must it contain to meet their requirements?
Returning to our hospital admission example, the end point might appear to be when the patient is assigned a room. However, is the process truly complete at that moment? What if the patient’s medical records have not been uploaded to the system? What if the nursing staff has not been notified of the patient’s specific care requirements? What if the patient’s family has not been informed of the room location?
A more comprehensive end point might be “patient is in their assigned room, all medical records are accessible in the system, the care team has been briefed on the patient’s condition, and the family has been notified.” This expanded definition ensures that the process truly delivers complete value before being considered finished.
Sample Data Set: Product Development End Point Evaluation
Consider a software development company defining their product launch process. They initially set the end point as “software deployed to production environment.” However, analysis of customer complaints revealed significant issues:
- Week 1 post-launch: 47 customer support tickets filed
- Week 2 post-launch: 89 customer support tickets filed
- Week 3 post-launch: 124 customer support tickets filed
- Root cause analysis: 68% of issues related to inadequate user documentation
- Additional finding: Sales team reported they were unprepared to answer product questions
This data suggested that the actual end point should include documentation completion, sales team training, and support team preparation. After redefining the end point to “product deployed, documentation published, and internal teams trained,” subsequent launches showed dramatically different results:
- Week 1 post-launch: 12 customer support tickets filed
- Week 2 post-launch: 18 customer support tickets filed
- Week 3 post-launch: 15 customer support tickets filed
This represents a 75% reduction in support tickets and a significant improvement in customer satisfaction scores.
Common Pitfalls When Defining Process Boundaries
Several common mistakes can undermine efforts to define accurate start and end points. The first is defining boundaries too narrowly. When teams focus only on the portion of a process under their direct control, they often miss critical handoffs and dependencies that create delays and defects.
The second mistake is defining boundaries too broadly. While it is important to see the big picture, attempting to improve an overly large process in a single project can overwhelm resources and dilute focus. The key is finding the right balance that captures meaningful improvement opportunities without becoming unmanageable.
A third pitfall involves confusing activities with outcomes. Start and end points should be defined by trigger events and completed deliverables, not by specific activities. Activities can change as processes improve, but the fundamental triggers and outcomes typically remain stable.
Practical Steps for Defining Start and End Points
To establish accurate process boundaries, follow a structured approach. Begin by conducting stakeholder interviews to understand different perspectives on where the process begins and ends. Stakeholders upstream, downstream, and within the process often have varying viewpoints that, when synthesized, provide a complete picture.
Next, create a high-level process map that captures all activities from the earliest possible start point to the latest possible end point. This comprehensive view allows the team to make informed decisions about where to draw boundaries based on project objectives.
Then, validate your defined boundaries by walking through actual process instances. Observe the process in action, collect data on inputs and outputs, and confirm that your definitions align with reality. This validation step often reveals discrepancies between documented processes and actual practice.
Finally, document your start and end point definitions clearly in your project charter. Include specific, observable criteria that anyone can use to recognize when the process has started or ended. This documentation becomes the reference point for all subsequent project activities.
The Impact of Well-Defined Boundaries on Project Success
Organizations that invest time in accurately defining process start and end points during the Define phase consistently achieve better project outcomes. They experience fewer scope changes mid-project, more accurate baseline measurements, and greater stakeholder satisfaction with results.
Moreover, clearly defined boundaries facilitate knowledge transfer and process standardization across the organization. When multiple teams or locations perform similar processes, consistent boundary definitions enable meaningful comparisons and the sharing of best practices.
Moving Forward with Process Excellence
Defining process start and end points is both an art and a science. It requires analytical thinking to understand process flows, stakeholder management skills to gather diverse perspectives, and judgment to balance comprehensiveness with manageability. These skills develop through practice, training, and experience with real-world improvement projects.
The Define phase, with its emphasis on clear boundaries and precise problem statements, sets the trajectory for entire improvement initiatives. Teams that master this phase position themselves for success in the subsequent Measure, Analyze, Improve, and Control phases.
Take the Next Step in Your Process Improvement Journey
Understanding how to define process start and end points is just one component of the comprehensive Lean Six Sigma methodology. Whether you are looking to lead improvement projects in your organization or enhance your professional capabilities, formal training provides the structured knowledge and practical tools you need to succeed.
Lean Six Sigma training programs offer hands-on experience with real-world case studies, expert instruction from seasoned practitioners, and recognized certifications that validate your expertise. From Yellow Belt introductory courses to Black Belt advanced training, there is a learning path suited to your goals and experience level.
Enrol in Lean Six Sigma Training Today and gain the skills to drive meaningful change in your organization. Transform your approach to problem-solving, enhance your career prospects, and join a global community of improvement professionals dedicated to operational excellence. Do not wait to develop the capabilities that organizations value most. Start your Lean Six Sigma journey now and become the catalyst for positive change in your workplace.
