The document discusses the eight deadly wastes that companies aim to eliminate through lean thinking. It defines each of the eight wastes as: transportation, inventory, motion, waiting, over-processing, over-production, defects, and unused skills. Eliminating these wastes ultimately saves organizations time and money by removing non-value added activities from processes. The eight wastes come in various forms within operations and administrative functions, from excess movement of materials and people to producing more than is needed or having unused skills.

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8 Deadly Wastes
As more and more companies start use of lean thinking as a
means of reducing waste; the fundamental elements of the lean
process, capturing waste and process analysis become ever more
valuable. Every process should be examined to ensure that the
process and each step in it add value to the customer and the
business. Anything that doesn't add value is pointless thing to do and
is a waste.
Every business, from administrative offices to big warehouses or companies, have
waste within their operations in one form or the other. And we're not talking about the
garbage in their dustbins per se. What we mean are the eight forms of waste that are
identified in Lean thinking; things we do that add no value to our product or service from
a customer's perspective. Learning what they are can enable you to eliminate them.
Which ultimately will save your organization’s valuable time and money.
1. Transportation.
This involves moving an item, product, material or information
from one place to another; usually when not necessary or when
there is an alternative. For example, walking a customer request
form to another department. The more you move, the more time it
takes to complete your product or service. Excessive movement
also increases the likelihood of wear and tear and damage or
injury. Reduce your movements and you'll increase your productivity.
2. Inventory.
Carrying large inventories locks up financial resources and valuable space
too. It can also exist in transactions in the form of items or products waiting
to be processed. Allowing transactions to queue up ahead of other steps
before they are processed is another example of inventory. These types of
inventories usually cover up poor work methods, equipment issues, and flow
imbalances.
3. Motion.
This is slightly different from the concept of transport. It relates to the
worker and the equipment as well as the producer. This could be a
worker having to walk 10 meters to pick up spare parts every 15 minutes
or so. If the spare parts are moved closer then the waste of motion can be
significantly reduced. These issues could arise mainly because of a poor
workplace layout. Extra steps add time to your process. Also, any time
Pursuing excellence in rotational moulding.

2. Vinodrai Engineers Pvt. Ltd.,
12 Km. Stone, Jalna-Aurangabad Road,
Village Dawalwadi, District : Jalna
Jalna – 431 203 ( India )
Ph: +91-2482-262000 Fax: +91-2482-262400
Web: vinodrai.com , E-Mail : vinodraieng@rediffmail.com
spent by your employees looking for tools, equipment, or supplies is wasted motion; and
costs you money.
4. Waiting.
When people, items, jobs or material is waiting to be worked upon and is in
queue; waiting waste occurs. When your employees wait for anything they
become a wasted resource; one that's still getting paid, however. It is usually
the result of bad scheduling, inefficient shop floor control and design, or
both.
5. Over-Processing.
Adding more work than the customer is willing to pay for. One of the
typical examples is inspecting work to make sure it is done right, or doing
more than is necessary when the customer does not want the service or is
not willing to pay for it.
6. Over-production.
Making or processing more than what is needed for producing items
when there are no customer orders is over production. Even in case of
sales or marketing collateral, printing extra copies can be useless and
money wasting. Employees filling out reports and forms which nobody
going to read is enormous waste of time and resources ever.
7. Defects.
The old adage of "doing it right the first time" speaks volumes here. Allowing
defect to occur leads to rework and thus creates hidden factory within the
factory. One must find ways to eliminate defects and errors at the source itself
so that you don’t waste resources catching them at the end and reworking on
them to correct and re-correct.
8. Unused or Overused Skill.
Though this was not included in early years of Lean concept evolution,
it got introduced later as another type of waste. Most of the times we
find that people doing a particular job are either underloaded or
overloaded which essentially mean they are being stressed upon their
skills and talents beyond reasonable limits. Sometimes, over skilled
resources are used for mundane tasks. These things do qualify for this type of waste and
should be avoided to ensure availability of appropriate resource levels at all times.
Pursuing excellence in rotational moulding.

3. Vinodrai Engineers Pvt. Ltd.,
12 Km. Stone, Jalna-Aurangabad Road,
Village Dawalwadi, District : Jalna
Jalna – 431 203 ( India )
Ph: +91-2482-262000 Fax: +91-2482-262400
Web: vinodrai.com , E-Mail : vinodraieng@rediffmail.com
Finally, identifying and eliminating inefficiencies in our work is of the prime importance
from both customer’s perspective as well as from business angle. Lean process requires
that we take a holistic approach to understand and analyse our operations and processes
and see how each aspect interfaces with the other. Once done religiously; waste removal
is just matter of few steps.
Pursuing excellence in rotational moulding.