The Eight Wastes of Lean
Watch this slideshow to explore the eight wastes defined in Lean. Pay close attention to the differences between value-added activities and non-value-added activities. Value-added activities create value for the customer/client/patient. Non-value-added activities are often pure waste within the system.
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
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