How to Write a Problem Statement: A Guide for Continuous Improvement
Oct 2
2 min read
0
4
In Lean Six Sigma and other continuous improvement frameworks, projects begin with a clear understanding of the problem at hand. Without this clarity, teams risk wasting time, misaligning resources, or solving the wrong issue altogether. That’s why a well-crafted problem statement is critical. It sets the direction, builds alignment, and provides a measurable baseline for improvement.
What Is a Problem Statement?
A problem statement is a concise description of the gap between the current state and the desired state. It identifies what is wrong, where it’s happening, and why it matters. Notably, a problem statement focuses on the problem itself—not the solution.
Think of it as your project’s “north star.” It ensures everyone is working on the same issue and frames the context for improvement.
Key Elements of a Strong Problem Statement
When writing a problem statement, consider including:
Background – Context of where the problem occurs.
Current State – Facts and data describing the issue.
Impact – The effect of the problem on customers, cost, quality, or time.
Scope – Where the problem begins and ends (so it doesn’t become too broad).
Measurable Evidence – Quantitative or qualitative data that demonstrates the gap.
Steps to Write an Effective Problem Statement
Start With Data, Not Assumptions: Collect evidence of the issue. Avoid vague terms like “slow” or “bad.” Instead, say, “Order processing currently averages 72 hours compared to the 48-hour target.”
Define the Scope: Focus on a specific process, location, or product line. A problem that’s too broad will overwhelm teams.
Avoid Jumping to Solutions: A problem statement should not include “we need to implement X tool.” Stay focused on the what, not the how.
Make It Customer-Centered: Consider how the issue affects the customer (internal or external). Framing it this way builds urgency and support.
Use Clear, Neutral Language: Avoid blame. The purpose is to improve processes, not point fingers.
Example of a Problem Statement
Weak Version: “The warehouse team is not doing a good job with shipments.”
Improved Version: “Over the last three months, 28% of customer orders from the central warehouse were shipped later than the promised 48-hour window. This has resulted in $45,000 in penalty fees and a decline in customer satisfaction scores from 92% to 78%.”
The improved version is factual, measurable, and aligned to business outcomes.
Final Thoughts
Writing a strong problem statement is the foundation of any Lean Six Sigma project. It helps teams focus on facts, avoid assumptions, and rally around a shared goal. A well-written problem statement doesn’t just define the problem—it lays the groundwork for meaningful, lasting solutions.
