This is when machines and workers perform excessive movement. This happens during the rel value added stage of the procedure. Below are reasons why motion is one of the 7 wastes of lean.<\/p>\n

\n
• It delays communication.<\/li>\n
• It could cause damage\/ injury as a result of excessive bending, lifting and stretching.<\/li>\n
• It results in too much processing period due to reaching, walking and lifting.<\/li>\n<\/ul>\n

  Waiting<\/h3>\n

  This is the dead time amid value added phases. Waiting adds significantly to the total processing period of the service\/product.<\/p>\n

  \n
  • Waiting time cannot be recovered.<\/li>\n
  • During waiting, money invested in production sits idle.<\/li>\n
  • Just like inventory, WIP that is waiting unnecessarily takes up limited space.<\/li>\n
  • Waiting builds up inventory.<\/li>\n
  • Waiting slackens the delivery of the product to the client and thus getting paid.<\/li>\n<\/ul>\n

    Over-Production<\/h3>\n

    This particular one of the 7 wastes of lean happens when services or products are being provided or manufactured before it is being needed. A lot of organizations over-produce just because they don\u2019t want their machineries and tools to sit idle. Why is over-production one of the 7 wastes of lean?<\/p>\n

    \n
    • It causes errors of scheduling.<\/li>\n
    • Just like inventory, it makes the organization invest money on products that are not necessary.<\/li>\n
    • It thwarts a balanced flow of production<\/a>.<\/li>\n<\/ul>\n

      Over-Processing<\/h3>\n

      This is the process of giving too much value to the client or making use of over-kill costly equipment to produce the product.<\/p>\n

      \n
      • The more complex the product, the more likelihoods for defects and mistakes.<\/li>\n
      • The organization invests unnecessary resources into the acquisition of equipment.<\/li>\n
      • Repairs and maintenance of the equipment and machinery has more downtime and is more costly than smaller equipment.<\/li>\n
      • It is more challenging to execute a balanced flow of production because the equipment cannot be moved or because the included features further complicates the flow of production.<\/li>\n
      • The company invests unnecessary resources into the feature of the added product.<\/li>\n
      • There is unnecessary training & workers qualification for the equipment and added features.<\/li>\n<\/ul>\n

        Defects<\/h3>\n

        This is services or products that do not meet the requirements. Here are reasons why defects are one of the 7 wastes of lean.<\/p>\n

        \n
        • Costs are related with re-inspection, MRB and segregating.<\/li>\n
        • It decreases workers morale due to constant rework & rebuilding.<\/li>\n
        • The product rework causes excessive delays, time and costs.<\/li>\n
        • Client\u2019s disappointment in the corrective actions, rescheduling and the producer\u2019s loss of manufacture capacity.<\/li>\n
        • Scraping the product results in excessive delay, cost and time.<\/li>\n<\/ul>\n

          Lean production is established on a just-in-time<\/a> production model so as to prevent the waste as a result of excess inventory, waiting and over-production.<\/p>\n<\/div>

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