The Lean principle of eliminating waste (Muda) targets non-value-added activities. A manual signature is a classic form of waste (waiting, unnecessary processing). Automating it removes the waste entirely. The other options merely try to make the wasteful step faster or easier, rather than eliminating its root cause.

The primary goal of the Analyze phase is to move from symptoms to root causes. The team must use the data collected in Measure to test hypotheses and statistically validate what is truly driving the defects. Implementing solutions (A) occurs in Improve, designing controls (C) in Control, and standardization (D) is part of Control or Sustainment.

DMADV (Define, Measure, Analyze, Design, Verify) is used for designing new processes, products, or services when the existing one is insufficient or non-existent. A fundamentally broken process requiring a new design is a classic case for DMADV. Scenarios A, C, and D describe situations suitable for DMAIC, which is for improving existing processes.

The purpose of a Fishbone is to drill down to root causes, not to list symptoms. ‘Inaccurate Time Estimates’ is likely a symptom. Placing it under ‘Method’ prompts the question: ‘What is wrong with our estimation *method*?’ (e.g., no historical data, poor technique). Placing it under ‘People’ can lead to blaming individuals rather than examining the systemic process flaw. Duplication (C) creates clutter and avoids critical thinking.

If p-value ≤ α, we reject the null hypothesis (which typically states ‘no difference’). A p-value of 0.03 means there’s only a 3% probability of observing the data if the null hypothesis were true. This is considered strong evidence against the null. Therefore, practically, the team can conclude the process change did have a statistically significant effect on cycle time. We never ‘accept’ the null (C); we only fail to reject it.

Sustaining gains requires institutionalizing the change. A control plan defines how to monitor and react to changes. Training ensures people know how to follow the new process. Updating standard work makes the new method the official, documented way to perform the task. Option B risks backsliding. Option C is inefficient; the process should be controlled, not perpetually improved without stability. Option D is incorrect because control charts should be updated to reflect the new, improved process performance.

Pure waiting time (the eight-hour delay) is one of the classic eight wastes identified in Lean (specifically, the waste of waiting). It adds no value, and the goal is to eliminate or minimize it. It is not necessary for the process to function correctly; it is often a result of poor process design, batch-and-queue mentality, or unbalanced workloads.

The Pareto Principle (80/20 rule) suggests that a large majority of problems (defects) are due to a vital few causes. The chart clearly shows a vital few (3 categories) causing most (75%) of the issues. The most efficient use of resources is to target these root causes first. This will yield the greatest reduction in overall defects.

Leadership often needs to understand improvement in financial or strategic terms. The best answer translates the process metric (defect rate) into concrete business outcomes: a quantifiable reduction in waste (500 units) and a direct financial saving ($25,000), plus a softer benefit (customer satisfaction). Options A, B, and D are important to the project team but do not directly answer the ‘bottom-line impact’ question in business language.

The Lean principle of eliminating waste (Muda) targets non-value-added activities. A manual signature is a classic form of waste (waiting, unnecessary processing). Automating it removes the waste entirely. The other options merely try to make the wasteful step faster or easier, rather than eliminating its root cause.0