Defining Problems Fast and Slow: The U‐shaped Effect of Problem Definition Time on Project Duration

Abstract

T his study examines how time spent in problem definition affects problem solving in projects such as Six Sigma projects. Our hypotheses are tested using data collected from 1558 Six Sigma projects in a company. The results show evidence of a U-shaped relationship between the amount of time spent in the Define phase and project duration. This finding suggests that spending too little time on problem definition potentially causes poor problem formulation, which leads to deficient problem solving and lengthens overall project time. On the other hand, too much time spent on problem definition can lead to unneeded delays in project completion due to diminishing returns on problem definition efforts. Furthermore, the optimal balance between spending too little and too much time depends on prior project experience and project complexity. Prior project experience reduced project completion time and weakened the U-shaped effect. Conversely, complex projects took longer and appeared to show some evidence of a stronger U-shaped effect; this suggests balancing the time spent in the Define phase was more challenging for complex projects. Our study also underscores the importance of managing project duration, as projects that were completed faster tended to be associated with higher project savings.

Discovery‐to‐Recall in the Automotive Industry: A Problem‐Solving Perspective on Investigation of Quality Failures

“…The empirical support for Hypothesis 5 suggests that including a process aspect is a useful extension to problem‐solving theory when examining problem‐solving uncertainties beyond the impact of problem characteristics. The confirmation of Hypothesis 5 also aligns with OM research that demonstrates the benefit of experience in expediting projects (Chen, Damanpour & Reilly, ; Choo, ).…”

“…Thus, our findings can be extended to advance the understanding of factors that affect quality improvement project speed. As Choo () points out, research on the speed of quality improvement projects is surprisingly limited. In particular, we highlight the value of using problem‐solving theory to identify the characteristics of quality problems and explore how these characteristics could reduce the duration of quality improvement projects.…”

“…We argue that the total number of vehicle models involved is positively associated with the complexity of the problem (Choo, ). First, a product recall investigation that spans multiple vehicle models has a wider scope and requires more data collection and analysis (Nair, Malhotra & Ahire, ).…”

“…Lapré, Mukherjee and Wassenhove () discovered that cumulative experience of quality improvement projects with high conceptual and operational learning accelerated the learning rate. Choo () found that previous experience with Six Sigma projects decreased project completion time.…”

Team leader experience in improvement teams: A social networks perspective

“…We note that some six sigma projects at RS have outcomes that are challenging to quantify in financial terms, such as improving employee morale, but which are nonetheless measurable. Such projects are commonly found in six sigma implementations in other organizations (see, e.g., Choo, 2014;Choo et al, 2007a;Schroeder et al, 2008;Zu et al, 2008).…”