Define the Process Problem Before Proposing an Improvement

Choose a process and a meaningful outcome

An improvement project needs a clear boundary. Identify where the process starts, where it ends and who depends on its output. Then describe the result that matters to the people using it. Faster work is not automatically better if it creates errors or moves effort elsewhere.

This RDE exercise uses a fictional enquiry-handling team. The team wants applicants to receive accurate replies within its agreed service expectations. It should understand the existing process before purchasing a new automation tool.

Describe the observed gap

Write what currently happens, where it happens and the period observed. Separate direct records, reported experience and assumptions. A statement such as our process is broken gives little information for an investigation.

A more useful starting point is that some enquiries remain unassigned at the end of the working day during the period reviewed. The team still needs to determine how often this occurs, which enquiries are affected and what the consequences are. Do not invent figures to make the statement sound convincing.

Check what the data means

Define the measure before collecting it. For the fictional team, the clock might start when a complete enquiry arrives and stop when a responsible handler is assigned. Decide how incomplete records, duplicate enquiries and non-working periods will be treated.

Keep the definition consistent across the comparison. A change in how records are classified can make performance appear better without changing the experience. Record limitations and ask for the appropriate permission to use operational data.

Keep possible explanations open

List questions that could change your understanding. The delay might involve missing information, an unclear ownership rule, limited coverage or a technical issue. These are possible explanations to investigate, not established causes.

Talk with people who perform the work and those who receive its output. Observe authorised examples where possible. Distinguish a step required for safety or governance from an avoidable delay before proposing its removal.

Agree the next investigation

Summarise the process boundary, observed gap, intended outcome and questions needing evidence. Confirm the owner and the next review point. A focused investigation may be more useful than a broad redesign.

Practice task: take one fictional service problem and write a short statement containing the process, observation, period and impact. Add what is still unknown. Use the related problem-framing resource to check whether your wording has prematurely selected a solution.

Source and practice note

ASQ presents Define as the starting phase of DMAIC for improving an existing process. The exercise and fictional examples are original RDE learning material.

ASQ DMAIC overview

Cover image: AI-generated illustrative scene created specifically for this resource.