Lesson Outcomes

By the end of this lesson, you will be able to:

• Explain what the context of a problem means.
• Select an appropriate problem-definition technique for a given situation.
• Explain why different problems may require different techniques.
• Develop an accurate problem statement.
• Identify what should and should not appear in a problem statement.

Lesson Overview

You have already explored four techniques for formulating a problem definition:

• 5 Whys
• 5W + H
• Flowcharts
• Fishbone / Cause-and-Effect Diagrams

The next step is to select the technique that best fits the problem you are dealing with.

The Learner Guide explains that you should consider the context of the problem when making this selection. Once you select an appropriate technique, you can use it to define the problem within that context.

What Does “Context of the Problem” Mean?

The context of the problem refers to the:

• Situation
• Surrounding conditions
• Environment
• Circumstances
• Settings

that help you understand the meaning of an event or situation.

In decision-making, the context also includes the environment and related decisions that help clarify what decision you need to make.

In simple terms:

Context tells you what is happening around the problem.

You need to understand that context before deciding which technique will help you define the problem most effectively.

Selecting the Right Technique

There is no single technique that works equally well for every problem.

Think about what you need to understand.

These techniques can also complement one another.

For example, you might use a flowchart to understand where a process breaks down and then use the 5 Whys or fishbone diagram to explore why the breakdown occurs.

The aim is not to select a technique simply because it is familiar. Select the technique that helps you understand the particular problem you are dealing with.

Example 1: A Process Problem

A company receives customer orders, but some orders take much longer to process than others.

The manager does not yet know where the delay occurs.

Appropriate technique: Flowchart

The manager can map the process from:

Order received → Order checked → Stock confirmed → Order processed → Order dispatched

The flowchart can help reveal where the process slows down or breaks down.

Once the manager identifies the problem area, another technique may help explore its causes.

Example 2: A Repeated Problem

A machine repeatedly stops during production.

The team wants to understand why this keeps happening.

Appropriate technique: 5 Whys

The team can repeatedly ask:

Why does the machine stop?

Each answer leads to another question until the team develops a deeper understanding of the causes.

Example 3: A Complex Problem With Many Possible Causes

A department experiences inconsistent product quality.

Possible causes could relate to:

• Methods
• Machines
• People
• Materials
• Measurement
• Environment

Appropriate technique: Fishbone Diagram

A fishbone diagram allows the team to organise possible causes into categories and explore relationships between them.

Example 4: A Problem That Needs a Broad Picture

A manager wants to understand a recurring customer complaint.

The manager needs information about:

• Who experiences the problem?
• What happens?
• When does it happen?
• Where does it happen?
• Why might it happen?
• How does it happen?

Appropriate technique: 5W + H

The technique provides a broad set of questions that can help clarify the situation.

You Can Use More Than One Technique

Selecting a technique does not mean you can never use another technique.

A problem may require several techniques as your understanding develops.

For example:

The important principle is to choose techniques that help you progressively understand and define the problem.

Writing an Accurate Problem Statement

Once you have used the appropriate technique, you need to formulate the problem clearly.

A good problem statement does more than describe that something is wrong. It gives you a clear representation of what the problem actually is.

The Learner Guide explains that the problem statement can evolve as you use the four problem-definition tools and gather additional information. As you refine the statement, you improve your ability to identify effective potential solutions.

This means you should not expect your first version to remain unchanged.

Think of the process like this:

What Should a Problem Statement Include?

The Learner Guide specifies that a problem statement should include specific details about the problem.

It should address:

• Who
• What
• When
• Where
• How

It should also define the scope of the problem so that you understand the boundaries of what you can reasonably solve.

Example

Instead of:

“Customers are unhappy with our service.”

A more useful statement would provide specific information:

“Customers at the Johannesburg branch wait longer than the required service time during weekday afternoons when demand is highest.”

The second statement gives the team clearer boundaries for investigation.

What Should a Problem Statement NOT Include?

This is particularly important.

Your problem statement should not include possible causes.

It should also not include potential solutions.

For example:

❌ “Customers wait too long because employees are poorly trained.”

The statement already assumes the cause.

❌ “Customers wait too long, so we need to hire more employees.”

The statement already proposes a solution.

Instead:

✅ “Customers wait longer than the required service time during weekday afternoons at the Johannesburg branch.”

Now you have a problem that you can investigate without prematurely deciding what caused it or how to fix it.

The Scope of the Problem

A problem statement should establish boundaries.

Consider:

“Production quality is poor.”

This could refer to:

• One product
• Several products
• One machine
• One shift
• One department
• The entire organisation

You need to establish which situation you are actually addressing.

A more specific statement might identify:

which product, where the problem occurs, when it occurs and who it affects.

Defining the scope prevents the problem from becoming so broad that you cannot reasonably solve it.

A Good Problem Statement Gives Direction

A detailed, clear, and concise problem statement gives you a stronger foundation for generating solutions.

It answers:

What exactly are we trying to solve?

Without that clarity, different people may propose solutions to different interpretations of the problem.

With a clear problem statement, the team can focus its attention on the same issue.

The Learner Guide describes an accurate problem statement as one that provides clear goals and direction for generating solutions.

A Simple Check Before You Move On

Before you accept your problem statement, ask:

Does it tell me…

WHO is affected?

WHAT is happening?

WHEN does it happen?

WHERE does it happen?

HOW does it happen?

And does it avoid…

❌ Assuming a cause?

❌ Suggesting a solution?

If the answer is yes, you have a much stronger starting point for the next stage of problem-solving.

Key Notes / Lesson Summary

• Select your problem-definition technique based on the problem’s context.
• The context includes the situation, environment, circumstances, and surrounding conditions.
• Different techniques serve different purposes.
• You can combine techniques when necessary.
• Your problem statement can evolve as you gain more information.
• Include who, what, when, where, and how.
• Define the scope so you know the boundaries of the problem.
• Do not include possible causes or potential solutions in the problem statement.
• A clear problem statement gives direction for generating solutions.