How do you identify and address process waste?

Process waste refers to any unnecessary or non-value-adding activities, materials, or resources that occur during a business or manufacturing process. There are several types of process waste, often categorized using the acronym "TIMWOOD," which stands for: Transportation, Inventory, Overproduction, Motion, Waiting, Overprocessing, Overproduction and Defects. In addition to TIMWOOD, some variations of process waste categorization include: Underutilized Skills, Non-Value-Added Processes, Energy and Resource Waste, Information Waste.

Identifying and addressing process waste in Lean Six Sigma begins with a keen focus on observation and collaboration. Personally, I immerse myself in the workflow, engaging with team members to understand their challenges and perspectives. We use tools like value stream mapping to visualize the entire process and pinpoint areas of inefficiency or unnecessary steps. Addressing waste involves not just eliminating obvious bottlenecks but also fostering a culture of continuous improvement. By empowering team members to suggest and implement changes, we cultivate a dynamic environment where waste reduction becomes a shared commitment to enhancing efficiency and quality.

There are eight common types of process waste in Lean Six Sigma, known as TIMWOODS: 1. Transportation -Unnecessary movement of materials or information. 2. Inventory:-Excess inventory tying up resources. 3. Motion:- Unnecessary physical movement. 4. Waiting:-Idle time during processes. 5. Overproduction:- Producing more than needed. 6. Over-processing:-Adding more value than customers require. 7. Defects:- Errors or rework. 8. Skills:- Underutilizing employee talents and capabilities. Identifying and minimizing these types of waste is central to Lean Six Sigma's goal of improving efficiency and reducing costs while enhancing overall quality.

Identifying and addressing process waste begins with mapping the workflow and engaging stakeholders for insights. Use tools like value stream mapping and the 8 wastes framework to pinpoint inefficiencies. Prioritize areas for improvement based on impact and feasibility. Implement lean methodologies such as JIT inventory systems or standardized procedures to streamline processes. Continuously monitor and reassess to sustain efficiency gains and foster a culture of ongoing waste reduction.

Clear understanding of what activities are Value adding and what activities are non-Value adding in-terms of customer requirement will help to identify the prevailing waste in the system. Few tools that are helpful in distinguishing VA and NVA are: 1. VSM- helps to identify waste in both material and information flow 2. Path table 3. Man-machine balance chart 4. Standard Work Combination Table

Identifying process waste is the foundation of improvement. It is imperative to have those who do the work be the voice of stating how the current process works. Often, how the work is supposed to be done is not how the work is done in reality. Listening to those who perform the process versus those who oversee the process will provide an accurate and thorough description of the current process. In order to truly have an improvement and create solutions, you have to first fully know and understand where the problem lies. Mapping out the current process helps those who do the work to really see and understand where process waste is occurring.

There are a lot of useful frameworks and methods process improvement practitioners leverage to identify and eliminate waste in their work. The easiest way to get started though, is to think about your day-to-day work. - what drives you nuts in your work? - Is there a tedious process you try to avoid? - Something you hate doing because it feels like a waste of time? - Do your internal/external customers complain about something? - If you’ve ever said to yourself, why do we do it this way? It would be so much easier if…. Start here. Try some process improvement tools like a SIPOC, fishbone diagram, or value analysis. You’ll be cutting waste and making your job easier in no time!

In the quest for operational excellence, identifying and addressing process waste is paramount... Start by closely examining your processes. Look for signs of inefficiency, such as bottlenecks, delays, or redundant steps. Then create a visual map of your process flow - this helps pinpoint areas where value is added and where waste lurks. After, dive deep to understand why waste occurs (RCA). Finally, implement key performance indicators (KPIs) to track progress. Above all, remember that eliminating waste is a journey, not a destination. By systematically identifying and addressing process waste, you'll pave the way for increased efficiency, reduced costs, and happier customers.

The tool that helped me identify the process waste is the Value stream mapping. This helped to visualize the big picture of the process, value-add, and no-value steps, a more time-consuming non-value steps or more time-consuming value processes. It should be a team process and everyone's opinion should be included. As a team, we were able to remove the non-value steps and add kaizen or macros to the time-consuming process to save time.

Implementing real-time quality control systems utilizing advanced sensor technologies such as infrared, ultrasonic, and machine vision can significantly enhance defect detection during manufacturing processes. By continuously monitoring critical quality parameters, these intelligent systems can identify anomalies and deviations from specifications the moment they occur. Early detection facilitates rapid corrective action to address root causes, rather than allowing deficiencies to propagate. Precisely pinpointing the location and nature of defects further enables focused rework in a cost-efficient manner, rather than blanket over-processing. In other words we need to innovate a whole lot more and we will !

Depending on the type of waste that’s involved in the process, the actions to either Eliminate that waste or Combine the processes or Reduce the activity or to Simplify the process or to Substitute the activity with another process will help in addressing the NVAs. This is in short called the ECRSS method of waste elimination.

Think of changing the tire on your car, or cooking a meal at home. There are appropriate tools to do both. You wouldn't use a screwdriver to take the lug nuts off, and you wouldn't use a slotted spoon to serve soup. Because you know the task at hand, you know the tools you'll need. It's similar here, if it's a messy workplace (x) that's causing lengthy delivery times (y), then an appropriate tool is the 5S method of cleaning and organizing. Typically, most business challenges can be solved, or at least mitigated, with simple solutions. We tend to shine a light on these challenges in a way that casts long shadows, making it seem worse than it is. Fortunately, six sigma is an extremely thought-out method to organize and prioritize options.

To address process waste effectively in Lean Six Sigma, organizations follow a systematic approach: 1. Identify Waste:-Recognize the eight common types of waste (TIMWOODS). 2. Analyze and Prioritize:- Evaluate waste's impact and prioritize areas for improvement. 3. Implement Lean Tools:- Apply tools such as 5S, Value Stream Mapping, and Kanban to reduce waste. 4. Data-Driven Solutions:-Use data analysis to make informed decisions and track progress. 5. Continuous Improvement:' Foster a culture of ongoing optimization and monitor results to ensure waste reduction is sustained.

In my experience, the tools leveraged really depend on the data available and the project need. Validate data can be hard to come by for a proper six sigma analysis, but there’s a lot of other tools that we can use. One of my favorite tools is an FMEA (failure modes effect analysis) because you can use it for risk mitigation, process improvement, and to answer the question “how do we know this solution will solve our problem?” It’s applicable in just about any use case, but is especially helpful to drive prioritization for an issue that may have lots of problems. It helps quiet the noise and reduce overcorrection by focusing on the potential failures with the largest risk prioritization number.

One of the ways to control process waste is PDCA. Plan, Do, Check, Act is a perfect tool for monitoring waste control. Plan how to address the waste, then do it by putting an action in place. Check and follow up on that action regularly to monitor if the plan and action are working. Then act on that data by adjusting the plan or action to fine tune the process as needed. It's takes commitment and a daily effort from the team working together to control the process and work in the plan. All while still continuing to collect data to ensure the action is working.

As soon as the wastes are addressed, standardise the new process so that the change management becomes a closed loop system and helps in doing SDCA analysis. Start to monitor the new process using control charts which will help in PDCA. Continual improvement is a journey and not a destination. So we need to follow the iterative methods of waste identification and elimination. Based on the control chart for both the product and process PDCA can be done.

To control process waste, it's crucial to monitor and sustain improvements. Use control charts to track performance and identify trends indicating waste or inefficiency. Document and communicate best practices through standard operating procedures, and implement visual management to display key metrics. Regular audits can verify compliance and uncover gaps or opportunities for further improvement. These tools help maintain process efficiency, prevent the recurrence of waste, and ensure continuous optimization.

Addressing process waste offers numerous benefits, including enhanced efficiency, reduced costs, and improved customer satisfaction. By systematically identifying and eliminating waste, organizations streamline operations, leading to faster processes and reduced resource consumption. This drives cost savings and improved profitability. Moreover, minimizing waste results in fewer errors, higher quality products or services, and increased customer satisfaction. The culture of continuous improvement fostered through waste reduction efforts ensures long-term competitiveness and adaptability in today's dynamic business environment. Ultimately, addressing process waste positions organizations for sustained success.

Addressing process waste offers substantial benefits to both customers and the business. By eliminating defects and errors, quality improves, while reducing overproduction, inventory, and excess processing lowers costs. Efficiency increases by cutting down on waiting, motion, and non-utilized talent. These improvements lead to faster and better value delivery, enhancing customer satisfaction. Additionally, a streamlined process creates a better work environment, boosting employee morale and overall satisfaction. This holistic approach drives continuous improvement and business success.

Identifying and addressing process waste is crucial for enhancing efficiency and productivity. Here is how you can do it: 1. Value Stream Mapping: Visualize and analyze each step of the process to identify non-value-added activities. 2. Types of Waste: Look for overproduction, waiting, transportation, excess inventory, motion, defects, and unused talent. 3. Lean Principles: Streamline processes by eliminating unnecessary steps and improving flow. 4. Continuous Improvement: Regularly review and adjust processes using metrics and involve team members in problem-solving. By systematically addressing these areas, you can effectively reduce waste and boost overall efficiency.

The best way to address the process waste is to do a Gemba walk. Go to the place where the process is being executed and observe. You will see one or more of eight types of waste. 1. Defect: output/input which does not meet expectation 2. Overproduction: Producing more than required, or producing earlier. 3. Waiting: Time lost in waiting for the next process, info, approval, etc. 4. Non-utilized Talent: No need to explain 5. Transportation: Unnecessary movement of material or information 6. Inventory: Incoming, in-process, finished material, items that are not being utilized. 7. Motion: Unnecessary movement of people (including the number of clicks to execute a task) 8. Extra processing: Doing more than what is expected by customers.

If you think like a green belt, you'll find waste within a process and save cents on the dollar. Take a step back, think like a black belt, and you might sometimes see that the process itself is wasteful. Find those and you'll save the entire dollar.