Define
Purpose of Define
Define converts a vague complaint into a bounded, authorized project. Deliverables are the business case, problem statement, goal statement, scope (in and out), team roles, a preliminary milestone schedule, and a high-level process view such as a SIPOC.
Problem statements, goals, and scope
A strong problem statement describes the gap: what, where, when, and how much, supported by data. It contains no cause and no solution. A goal statement is specific, measurable, achievable, relevant, and time-bound, derived from the problem with a named metric and baseline. Classic traps: a problem statement that says operators are careless (that is a cause), or a goal that says install a new fixture (that is a solution). Scope creep appears when the team quietly widens its boundaries mid-project; the charter is the control.
Voice of the customer
VOC data comes from surveys, complaints, interviews, and field reports; VOB comes from the business. The Kano model classifies requirements as must-be, performance, or delighter. Translate VOC into CTQs using a CTQ tree, then write an operational definition so everyone measures the same thing.
SIPOC and stakeholders
SIPOC lists suppliers, inputs, process (five to seven steps), outputs, and customers. Pair it with stakeholder analysis, a RACI, and a communication plan so resistance is managed early.
Worked example
Rewrite: "Operators are careless, so we should buy a new welder." Better problem statement: "Weld rework at Plant 2 rose from 3.1% to 6.4% of units between January and June, adding $48,000 in scrap." Goal: "Reduce weld rework from 6.4% to below 2.0% by December 31."