3.2 The Eight Types of Waste (DOWNTIME)

Lean manufacturing identifies eight types of waste, known as DOWNTIME: Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, and Excess processing. These wastes hinder efficiency and productivity in various business processes, from manufacturing to office work.

To combat these wastes, companies employ strategies like observing processes, mapping workflows, and analyzing data. Techniques such as error-proofing, just-in-time production, and workplace organization help reduce waste, streamline operations, and boost overall performance.

Understanding the Eight Types of Waste (DOWNTIME)

Eight types of lean waste

Top images from around the web for Eight types of lean waste

• 

  Lean Operations – Introduction to Industrial Engineering View original

  Is this image relevant?

• 

  BUS300: The Pennsylvania State University, College of Earth and Mineral Sciences: Andy James ... View original

  Is this image relevant?

• 

  Apply lean startup principles to your open source project | Opensource.com View original

  Is this image relevant?

• 

  Lean Operations – Introduction to Industrial Engineering View original

  Is this image relevant?

• 

  BUS300: The Pennsylvania State University, College of Earth and Mineral Sciences: Andy James ... View original

  Is this image relevant?

1 of 3

Top images from around the web for Eight types of lean waste

• 

  Lean Operations – Introduction to Industrial Engineering View original

  Is this image relevant?

• 

  BUS300: The Pennsylvania State University, College of Earth and Mineral Sciences: Andy James ... View original

  Is this image relevant?

• 

  Apply lean startup principles to your open source project | Opensource.com View original

  Is this image relevant?

• 

  Lean Operations – Introduction to Industrial Engineering View original

  Is this image relevant?

• 

  BUS300: The Pennsylvania State University, College of Earth and Mineral Sciences: Andy James ... View original

  Is this image relevant?

1 of 3

• Defects: Products or services failing to meet specifications or customer expectations, causing rework and customer dissatisfaction (manufacturing defects, data entry errors)

• Overproduction: Creating more than needed or before required leads to excess inventory and increased costs (unsold products, unused reports)

• Waiting: Idle time between processes or steps slows down overall production and reduces efficiency (machine downtime, delayed approvals)

• Non-utilized talent: Underutilizing employees' skills and knowledge hampers innovation and productivity (skilled workers doing routine tasks, ignoring employee suggestions)

• Transportation: Unnecessary movement of materials, products, or information wastes time and resources (inefficient warehouse layouts, excessive document routing)

• Inventory: Excess raw materials, work-in-progress, or finished goods tie up capital and space (overstocked shelves, backlogged customer requests)

• Motion: Unnecessary movement of people or equipment reduces productivity and increases fatigue (poorly arranged workspaces, excessive walking between stations)

• Excess processing: Performing unnecessary steps or over-engineering beyond customer requirements wastes time and resources (redundant quality checks, overly complex approval processes)

Examples of waste in business

• Defects: Mislabeled products requiring relabeling, software bugs needing patches

• Overproduction: Excess inventory of seasonal items, generating unread daily reports

• Waiting: Employees idle while waiting for system updates, customers in long queues

• Non-utilized talent: Engineers performing data entry, failing to involve front-line workers in process improvement

• Transportation: Inefficient shipping routes, unnecessary interdepartmental document transfers

• Inventory: Stockpiling raw materials due to unreliable suppliers, accumulating unprocessed emails

• Motion: Poorly designed office layout causing excessive walking, repetitive reaching for frequently used tools

• Excess processing: Multiple levels of approval for routine expenses, collecting unnecessary customer data

Waste identification in processes

• Observe processes in person watching for idle time, unnecessary movements, or bottlenecks (production lines, customer service interactions)

• Map process flow identifying non-value-adding steps or delays (flowcharts, value stream mapping)

• Collect performance data measuring cycle times, error rates, and inventory levels (statistical process control, time studies)

• Interview process participants gathering insights on pain points and inefficiencies (focus groups, one-on-one discussions)

• Review process documentation looking for redundant steps or excessive complexity (standard operating procedures, work instructions)

• Analyze resource utilization identifying underutilized equipment or skills (capacity planning, skills matrix)

• Examine quality control data looking for patterns in defects or rework (Pareto charts, control charts)

• Study inventory levels and movement identifying excess stock or unnecessary transportation (ABC analysis, inventory turnover ratios)

Strategies for waste reduction

• Defects: Implement error-proofing techniques (poka-yoke), standardize processes with clear work instructions (checklists, visual aids)

• Overproduction: Implement pull systems or just-in-time production, align schedules with customer demand (kanban systems, demand forecasting)

• Waiting: Balance workloads and synchronize process steps, use visual management to identify bottlenecks (Heijunka boards, Andon systems)

• Non-utilized talent: Implement cross-training and job rotation, encourage employee suggestions (skill development programs, idea management systems)

• Transportation: Optimize facility layout and process flow, use point-of-use storage (cellular manufacturing, milk runs)

• Inventory: Implement kanban systems to control levels, improve forecasting and demand planning (ABC analysis, safety stock optimization)

• Motion: Redesign workstations for improved ergonomics, implement 5S methodology (ergonomic assessments, workplace organization)

• Excess processing: Simplify approval processes, regularly review and eliminate non-value-added activities (value stream mapping, process simplification)