8 Wastes of Lean Poster

8 Wastes of Lean Poster
© Operational Excellence Consulting. All rights reserved. Employees waiting for another person, process or equipment. Examples: § Waiting to be served § Waiting for information from other departments § Person waiting for machine § Seeking clarifications (due to unclear communications) § Equipment/System downtime 1 WAITING Extra physical/mental motion that does not add value. Examples: § Reaching, bending or unnecessary motion due to poor ergonomics and office layout § Trips to printers and copiers § Searching for information in internet, intranet or shared folders § Searching for tools, files and supplies 4 MOTION Processing beyond the standard required by the customer. Examples: § Sending emails and cc-ing the entire organization § Providing higher quality than is necessary § Repeated manual entry of data § Unnecessary part/system replacement § Excessive reporting or documentation § Redundant approvals 2 OVER-PROCESSING Building and storing extra products the customer has not ordered. Examples: § Inventory of applications, e.g. claims § Inventory of never-been-used office equipment § Excess facilities, materials and information § Obsolete databases, files and folders § Emails waiting to be read § Too many office supplies 7 INVENTORY Reprocessing, or correcting work. Examples: § Data entry errors, mistakes or rework § Missing information, missed specifications, or lost records § Managing subcontractors to correct mistakes § Error in documents § Incorrect schedules and information § Lost or damaged goods/supplies 5 DEFECT Producing more than what the customer needs. Examples: § Creating reports that no one needs § Duplicating computations of similar data § Endless consolidation of existing reports § Purchasing supplies before they are needed § Providing more information than the customer needs 6 OVER-PRODUCTION Moving product from one place to another. Examples: § Traveling from counter to counter § Report routing § Retrieving or storing documents § Taking files to another person, or going to get signatures § Sub-optimal dispatch § Double or triple handling 3 TRANSPORTION Processing beyond the standard required by the customer. Examples: § Narrowly defined jobs and expectations § Mismatched work functions with skill sets, e.g. a lawyer doing secretarial jobs § Not engaging or listening to employees in finding solutions § Lack of teamwork § Poor management 8 INTELLECT What is Waste? v Consuming more resources than are necessary to produce the goods, or service, that the customer wants v Pure Waste: Actions that could be stopped without affecting the customer v Incidental Waste: Actions that need to be done based on how the current system operates but do not add value Eight Wastes of Lean
© Operational Excellence Consulting. All rights reserved. Employees waiting for another person, process or equipment. Examples: § Waiting to be served § Waiting for information from other departments § Person waiting for machine § Seeking clarifications (due to unclear communications) § Equipment/System downtime 1 WAITING Extra physical/mental motion that does not add value. Examples: § Reaching, bending or unnecessary motion due to poor ergonomics and office layout § Trips to printers and copiers § Searching for information in internet, intranet or shared folders § Searching for tools, files and supplies 4 MOTION Processing beyond the standard required by the customer. Examples: § Sending emails and cc-ing the entire organization § Providing higher quality than is necessary § Repeated manual entry of data § Unnecessary part/system replacement § Excessive reporting or documentation § Redundant approvals 2 OVER-PROCESSING Building and storing extra products the customer has not ordered. Examples: § Inventory of applications, e.g. claims § Inventory of never-been-used office equipment § Excess facilities, materials and information § Obsolete databases, files and folders § Emails waiting to be read § Too many office supplies 7 INVENTORY Reprocessing, or correcting work. Examples: § Data entry errors, mistakes or rework § Missing information, missed specifications, or lost records § Managing subcontractors to correct mistakes § Error in documents § Incorrect schedules and information § Lost or damaged goods/supplies 5 DEFECT Producing more than what the customer needs. Examples: § Creating reports that no one needs § Duplicating computations of similar data § Endless consolidation of existing reports § Purchasing supplies before they are needed § Providing more information than the customer needs 6 OVER-PRODUCTION Moving product from one place to another. Examples: § Traveling from counter to counter § Report routing § Retrieving or storing documents § Taking files to another person, or going to get signatures § Sub-optimal dispatch § Double or triple handling 3 TRANSPORTION Processing beyond the standard required by the customer. Examples: § Narrowly defined jobs and expectations § Mismatched work functions with skill sets, e.g. a lawyer doing secretarial jobs § Not engaging or listening to employees in finding solutions § Lack of teamwork § Poor management 8 INTELLECT What is Waste? v Consuming more resources than are necessary to produce the goods, or service, that the customer wants v Pure Waste: Actions that could be stopped without affecting the customer v Incidental Waste: Actions that need to be done based on how the current system operates but do not add value Eight Wastes of Lean
© Operational Excellence Consulting. All rights reserved. Eight Wastes of Lean Over-production Producing more than what the customer needs Inventory Building and storing extra products the customer has not ordered Transportation Moving product from one place to another Defects Reprocessing, or correcting work Over-processing Adding excess value when the customer does not require it Motion Extra physical or mental motion that does not add value Intellect Not using employees’ full intellectual contribution Waiting Employees waiting for another process or a machine/tool Wastes
© Operational Excellence Consulting. All rights reserved. Eight Wastes of Lean Over-production Producing more than what the customer needs Inventory Building and storing extra products the customer has not ordered Transportation Moving product from one place to another Defects Reprocessing, or correcting work Over-processing Adding excess value when the customer does not require it Motion Extra physical or mental motion that does not add value Intellect Not using employees’ full intellectual contribution Waiting Employees waiting for another process or a machine/tool Wastes
© Operational Excellence Consulting. All rights reserved. 5 Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg

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