Eliminate the Eight Wastes to Improve Flow

Now we get to the really good stuff – in fact, this part is my favourite.  The best thing about mapping our process in the previous step is that it makes it easy to see possible ways to improve.  Articulating any wasteful steps or processes also helps us clearly define our problems before we begin.

At the Lean Enterprise Institute, this third step is called “Flow”.  As we go through step three you will see that reducing “waste” in our processes will improve how well and how quickly those processes flow from beginning to end.

The Eight Wastes are a standard way of identifying process blockages in a Lean transformation, and they form a wonderful acronym: “D.O.W.N.T.I.M.E.”

The Eight Wastes are:

1. Defects
2. Over-production
3. Waiting
4. Non-effective use of time and talent
5. Transport
6. Inventory
7. Motion
8. Excessive processing

Let’s find out what they mean below, and see if you can recognise any of these wastes in your own job, company or processes (here’s a hint: you definitely will).

Defects (and rework)

Defects are mistakes that require rectification, including rework; or worse, an item being scrapped completely.  This might include a job not done properly the first time that needs to be re-done, or items that can’t be delivered because they don’t work as they should.  The cost of team-mates time and resources to perform this rework can be staggering.

Over-Production

Over-production is producing more of our goods or services than necessary, and that do not meet the specific needs of our customers.  Ideally we will produce items only when our customer requests it, with a small buffer of items to meet demand if necessary.

Waiting

The waste of Waiting is when groups of team-mates in downstream processes are waiting for the completion of upstream work.  Have you (or your customer) ever waited too long for someone before you (upstream) to complete their work, while you were unable to do anything?

Non-effective use of time and talent

This is the failure to fully utilise the time and talents of employees.  It will include things like not using the front-line process or customer expertise of staff, or not asking for input in solving problems from relevant team-mates who are experts in the process they perform.

Transport

The waste of transport relates to unnecessary transport of material, items in production, information or products.  For example, a warehouse that shifts things around too many times, or worse still – moves items from manufacturing, to a warehouse, then back to manufacturing.  Or in an office environment – moving things between too many systems, folders, forms or departments.

Inventory

This waste refers to the production of inventory that no one wants (or has requested).  It costs money and time to produce and store items, and companies often have additional inventory lying around because they can’t yet produce at the rate of customer demand.  The more inventory, the costlier it is.

Motion

This is unnecessary movement by employees active in a process.  Reaching too far, moving around to get to things or, in a technology environment, having to sort through items, or folders or systems to find what you want, all relate to motion.

Excessive Processing

This means processing steps that are not needed, or any steps that don’t add value to the customer.  This could be excessive approval steps, meetings with no outcomes, or anything else that does not specifically add customer value.

Two additional inefficiencies that are noted in Lean are also:

1. Overburden:

Unnecessary burden or stress on people or equipment, often because of waste.

2. Unevenness:

Peaks and valleys in workloads creating too much idle time, followed by times of stress.

Can you see any of these in your own company?  How about examples in other jobs you’ve worked in?

One of the most important wastes to note during a Lean transformation is number (4) – failing to utilise the time and talents of people.  For a transformation to happen quickly and with enough momentum, it must be taught to all levels, including management or owners who can properly support a change initiative, and front-line staff who know their customers and the process well and can share valuable knowledge on how to improve it.  This ensures that everyone is on the same page, speaking the same language, and can use the same problem solving tools in combination with their own process expertise.

Most people can see at least one of the eight wastes in their own work, and many will be able to see four or five.

Note them into your Value Stream Map as Kaizen Bursts (2.5) so you don’t forget them.

Selected chapters from the story within Five minute Lean:

• Lean Parable – Where Lisa Makes a Change
• Lean Parable – Where Lisa Discovers a New Way
• Lean Parable – Where Lisa Performs a Balancing Act
• Lean Parable – Where Lisa Pulls the Trigger
• Lean Parable – Where Lisa Sets a New Standard
• Lean Parable – Where Lisa Becomes a Leader

Check out these selected chapters from the teachings within Five Minute Lean:

• Five Minute Lean – Make Feedback Meaningful with Kano Analysis
• Five Minute Lean – Eliminate the Eight Wastes to Improve Flow
• Five Minute Lean – Go to the Gemba
• Five Minute Lean – Use Kaizen and Kaizen Events to Help Stakeholder Buy-In
• Five Minute Lean – Value is Determined by the Customer
• The Five Minute Catch-up
• Five Minute Lean – Solve the Real Cause of the Problem
• Five Minute Lean – Get Your Map Started with a SIPOC
• Five Minute Lean – Add Important Data to Your Map
• Five Minute Lean – Create a New Standard Procedure and Checklist for Quality Control
• Five Minute Lean – Put it Together With Design for Ease of Use
• Five Minute Lean – Collect and Measure Feedback With the Net Promoter Score
• Five Minute Lean – Heijunka: Level the Workload when Demand Fluctuates
• Five Minute Lean – Build in Quality with Error-Proofing and Autonomation
• Five Minute Lean – Present and Manage Your Change Using an A3 and LCA
• Five Minute Lean – Create a Future State Value Stream Map
• Five Minute Lean Summary
• Five Minute Lean – Work Towards One-Piece-Flow (and Reducing Silos or Batching)
• Five Minute Lean – Use Feedback to Fix and Guarantee
• Five Minute Lean – Organise Your Process with Five S