Before analyzing data for root causes, it is critical to ensure the data is reliable. A Gage Repeatability and Reproducibility (R&R) study assesses whether the measurement system (e.g., how time is recorded) is consistent and precise. This step prevents basing decisions on inaccurate or noisy data.

The Fishbone generates ideas, but not all are equally likely or impactful. Multi-voting (or another prioritization tool like a Cause & Effect Matrix) uses team input to narrow the list to the most probable causes. These prioritized causes must then be validated with data before moving to solution development.

The Control Plan is a key deliverable of the Control phase. Its primary purpose is to institutionalize the new process, outlining how critical process inputs (X’s) will be monitored and what corrective actions will be taken if they drift. This is essential for sustaining the improved performance (Y).

The p-value represents the probability of observing the data (or more extreme data) if the null hypothesis (e.g., no difference) were true. A p-value of 0.03 means there is only a 3% chance that the observed improvement is due to random variation, allowing us to reject the null hypothesis and conclude the change had a real effect.

Practical significance refers to the meaningfulness of the improvement in a business context. A change can be statistically significant (unlikely due to chance) but so small it doesn’t justify the cost or effort of implementation. The sponsor wants to know if the improvement truly matters to the business.

A scatter plot gives a visual indication of a relationship. The correlation coefficient (r) is the logical next step as it provides a numerical measure of the strength and direction of the linear relationship between two continuous variables (X and Y).

The Project Charter is the foundational document of the Define phase. It formally authorizes the project and, most importantly, establishes clear boundaries by defining the business case, problem statement, goal statement, scope, team, and timeline. This prevents scope creep and aligns the team.

Cp = (USL – LSL) / (6 * σ). USL = 10.5, LSL = 9.5. Therefore, Cp = (10.5 – 9.5) / (6 * 0.1) = 1.0 / 0.6 ≈ 1.67. Cp measures the potential capability of a process assuming it is perfectly centered, which is not the case here (mean is 10.1, not 10.0).

Unnecessary movement (transportation) is one of the classic eight wastes (DOWNTIME) in Lean. Walking to fetch tools does not transform the product toward what the customer pays for, nor is it necessary for the setup (the tools could be at the point of use). Therefore, it is pure Non-Value-Added waste.

Before analyzing data for root causes, it is critical to ensure the data is reliable. A Gage Repeatability and Reproducibility (R&R) study assesses whether the measurement system (e.g., how time is recorded) is consistent and precise. This step prevents basing decisions on inaccurate or noisy data.0