Definition of Lean

"A systematic approach to identifying and eliminating waste (non-value added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection."

The MEP Lean Network

Value-Added Activities

Value-added activities bring additional value to products and services. Customers are willing to pay for these improvements which can change the form, fit, or function of a product or service.

  • Entering orders
  • Ordering materials
  • Preparing drawings
  • Assembling goods
  • Shipping to customers


Non-Value-Added Activities

  • Non-value-added activities do not increase market form or function and are not necessary. These activities should be eliminated, simplified, or reduced. 

Examples:

  • Waiting / Sorting
  • Moving
  • Kitting / Staging
  • Counting
  • Inspecting
  • Checking
  • Recording
  • Obtaining approvals
  • Testing
  • Reviewing
  • Copying
  • Filing
  • Rework

Waste Elimination

Eliminating waste improves the value of products and services.

The Eight Wastes of Lean
  • Overproduction
  • Waiting
  • Excessive Transportation
  • Non-Value-Added Processing
  • Unnecessary Inventories
  • Unnecessary Motion
  • Defects
  • Underutilized People


Waste of Lean - Overproduction

  • Making more than is required by the next process
  • Making earlier than is required by the next process
  • Making faster than is required by the next process

Causes of Overproduction Waste
  • Unclear goals
  • Excessive lead times


Waste of Lean - Waiting

  • Idle time created from waiting
Causes of Waiting Waste
  • Unbalanced workload
  • Unplanned maintenance
  • Long set-up times
  • Upstream quality problems


Waste of Lean - Excessive Transportation

  • Transporting parts and materials around the plant
Causes of Excessive Transportation Waste
  • Poor layout
  • Poor understanding of the process flow
  • Widely spaced equipment


Waste of Lean - Non-Value-Added Processing

  • Effort that adds no value from the customers' perspective
Causes of Non-Value-Added Processing Waste
  • Customer requirements not defined
  • Lack of communication
  • Product changes without process changes
  • Redundant approvals
  • Extra copies/information


Waste of Lean - Unnecessary Inventories

  • More inventory than needed for a particular job
Causes of Unnecessary Inventories Waste
  • Large safety stocks
  • Unbalanced workloads
  • Unreliable supplier shipments
  • Product complexity


Waste of Lean - Unnecessary Motion

  • Any movement of people or machines that doesn't add value to the product or service

Causes of Unnecessary Motion Waste
  • Double handling
  • Poor layout
  • Inconsistent work methods
  • Poor workplace organization and housekeeping 
  • Keeping busy while waiting


Waste of Lean - Defects

  • Inspection and repairs, rework, scrap
Causes of Defects Waste
  • Weak process control
  • Poor quality
  • Deficient planned maintenance
  • Inadequate training
  • Customer needs not understood


Waste of Lean - Underutilized People

  • Not using people's mental, creative, and physical skill abilities
Causes of Waste Created by Underutilizing People
  • Culture
  • Little or no investment in training
  • Poor morale

Source: Kaye Krueger, https://www.wisc-online.com/learn/career-clusters/stem/eng10603/the-eight-wastes-of-lean
Creative Commons License This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 License.

Last modified: Wednesday, 5 April 2023, 5:46 PM