Define Phase

Voice of the customer, business case, project charter, project management tools, and analytical tools.

5 minutes 5 Questions

The Define Phase is the first critical stage in a Lean Six Sigma Black Belt project, establishing the foundation for success. During this phase, the project team clearly articulates the business problem, project objectives, and desired outcomes. The primary goals include identifying customer requir…

Concepts covered

Kano Model Customer Data Collection Methods CTQ Tree SIPOC Diagram Problem Statement Development Project Scope Definition Gantt Charts Toll-Gate Reviews Tree Diagrams Matrix Diagrams Activity Network Diagrams Process Decision Program Chart (PDPC)Customer Identification and Segmentation Surveys, Focus Groups, and Interviews Critical-to-Quality (CTQ) Requirements Quality Function Deployment (QFD)Business Case Justification SMART Goals and Objectives Project Performance Measurements Work Breakdown Structure (WBS)RACI Model Prioritization Matrices Interrelationship Digraph Project Charter Review Affinity Diagrams

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CSSBB - Define Phase Example Questions

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Question 1

A team is starting a Define phase project on a shipping process. They have a list of elements: 'Warehouse Staff', 'Packing Materials', 'Pick, Pack, Ship', 'Shipped Package', and 'Retail Customer'. A new team member asks where to place 'Packing Materials' on the SIPOC diagram. How should the team apply SIPOC methodology to classify this element?

Place it in the Outputs column since it becomes part of the final deliverable to the customer Place it in the Suppliers column since it is a source that feeds into the process steps Place it in the Process column since it is a critical step in the packing operation Place it in the Inputs column since it is a resource consumed by the process

Correct Answer: Place it in the Inputs column since it is a resource consumed by the process

Packing Materials are correctly classified as Inputs because they are tangible resources consumed or transformed during the process to produce the output.

Placing it under Suppliers is incorrect because suppliers are the entities (people or organizations) that provide the inputs, not the materials themselves. Placing it under Process is incorrect because process refers to the high-level action steps (like Pick, Pack, Ship), not the materials used within those steps. Placing it under Outputs is incorrect because outputs are the deliverables produced by the process (like the Shipped Package), not the components that go into them.

Key concept tested: proper classification of SIPOC elements, specifically distinguishing Inputs (resources and materials) from the other four categories.

Question 2

A team is starting a Lean Six Sigma project to reduce defects in a packaging line. The project charter states the goal is to improve packaging quality. During the first team meeting, the Black Belt needs to clarify what is included in the project. What tool should the Black Belt use first to define the project boundaries?

A RACI matrix to assign roles and responsibilities for each packaging workstation A fishbone diagram to identify all potential root causes of packaging defects A SIPOC diagram to map the high-level process and identify boundaries A detailed process flowchart to document every step in the packaging operation

Correct Answer: A SIPOC diagram to map the high-level process and identify boundaries

A SIPOC diagram is the ideal first tool in the Define phase because it provides a high-level overview of the process by identifying Suppliers, Inputs, Process steps, Outputs, and Customers, which directly establishes the project scope and boundaries.

A detailed process flowchart is too granular for the initial scoping stage and is typically developed later in the Measure or Analyze phase. A fishbone diagram is a root cause analysis tool used in the Analyze phase, not for defining boundaries. A RACI matrix addresses team roles and responsibilities but does not define process scope or boundaries.

Key concept tested: using SIPOC in the Define phase to establish project scope and boundaries.

Question 3

A company manufactures smartphone cases and receives customer complaints about cases cracking during normal use. The quality team identifies 'durability' as a key customer need and translates it into a CTQ: 'drop test survival rate ≥ 95% from 1.5 meters.' During a team meeting, a new member asks why the team chose 'drop test survival rate' instead of simply listing 'durability' as the CTQ. Which explanation best addresses this question?

CTQs must be specific and measurable so they can be tracked, tested, and improved using data CTQs should reflect the broadest possible customer language to ensure all stakeholder voices are captured in the project charter CTQs need to be expressed as measurable targets because they serve as the primary input for calculating overall project cost savings CTQs are translated into measurable terms so that they align with supplier specifications and procurement benchmarks

Correct Answer: CTQs must be specific and measurable so they can be tracked, tested, and improved using data

The correct answer captures the fundamental purpose of translating Voice of the Customer (VOC) into Critical to Quality (CTQ) characteristics: vague customer needs like 'durability' must be converted into specific, measurable parameters so teams can collect data, establish baselines, set targets, and verify improvement, which is the essence of the CTQ tree process.

Using broad customer language confuses VOC with CTQ, as CTQs are the measurable output of translating VOC. Linking CTQs primarily to cost savings misrepresents their purpose, which is about meeting customer requirements, not financial calculations. Tying CTQs to supplier specifications confuses CTQs with internal or procurement metrics rather than customer-driven measures.

Key concept tested: translating VOC into specific, measurable CTQ characteristics.

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