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© 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
Not using employees’ full
intellectual contribution.
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
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
Not using employees’ full
intellectual contribution.
© 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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Eight Wastes of Lean Poster

  • 1. © 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 Not using employees’ full intellectual contribution. 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
  • 2. © 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 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 Not using employees’ full intellectual contribution.
  • 3. © 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
  • 4. © 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
  • 5. © 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