CI = Continuous Improvement

VA / NVA = Value Added / Non-Value Added

RCCA = Root Cause Corrective Action
TPM = Total Production Maintenance
Walk the Value Stream = Virtual or Physical
OEE = Overall Equipment Effectiveness
POU = Point of use
DPM = Defects per million
Cpk = Process Capability

Waste Analysis Method /

Waste Application Tool Possible Causes Possible Resolutions Metrics
Unused Creativity Lost opportunities due to Process Improvement Not engaging team members during Engaging team member dialogues Days without lost time
/ Capability poor safety and a Dialogue dialogues
disengaged workforce Corporate safety data Not following or lack of standard work Audit or implement standard work Safety Cross

EOS Survey Lack of communication and employee Better communications and Ideas per employee and
engagement engagement implementation rate
Lost opportunities
due to poor
safety and an Poor safety and Indirect Area - Safety and Outdated / non-ergonomic friendly Risk cost / benefit analysis. Values Days without lost time,
underutilized ergonomics Ergonomic Assessment office equipment in Action - Commitment - We protect productivity level
workforce Tool (Hit List) the health and safety of others and
ourselves
Lack of awareness Ergonomic training, conduct 1:1 Days without lost time,
personal ergonomic assessment with productivity level
local EHS coordinator
Budget constraints or perception Risk cost / benefit analysis Days without lost time,
productivity level
Lost opportunities due to CI process Poor engagement CI training Ideas per employee and
not capturing / Past experience EOS action teams implementation rate
implementing CI ideas SMART goals
Waiting People or machines in a Walk of Value Stream Part shortage RCCA POU availability
wait state or delay Grief transaction Grief rate
Process Improvement Machine down Implement TPM Supplier delivery performance
Dialogue Bad data System edits / processes to ensure System uptime
System availability accurate data Grief rate
Team member availability Error proofing
Lost time due to
poor product flow VA / NVA Analysis Process bottleneck Audit or implement standard work Pieces per shift
- shortages, Transactions / time unit
bottlenecks, Not following or lack of standard work Implement scheduling board OEE
down machines OREE (Overall Resource
Effectiveness and Efficiency)
Lost time due to
poor product flow VA / NVA Analysis
- shortages,
bottlenecks,
down machines

Bad work scheduling Pull systems Hour-by-hour chart

Workload not balanced
Value Stream Map Product group engineering data not
timely to publications activities
Over Production Producing sooner, faster or Value Stream Map / Walk Base hour focus (not building to
in greater quantities than Value Stream customer demand)
customer demand
Too many reports / redundant
Too many systems / redundant data
Excess supply
beyond the Long changeover times
requirements of Long changeover times
the next process
Organizational structure
Bad work scheduling
Overstaffed
Batch processing (large lot sizes)
Continuous flow Skills matrix
Workload balance
Pacemaker scheduling
Capability building
Takt time / cycle time bar analysis Takt time / cycle time bar chart
Cross-training
Operator balance chart
Putting timeline limits on receipt of Process time, cycle time,
product group engineering data and a proof copy revisions
single source of engineering data
Implementing hour-by-hour charts Hour-by-hour chart
Implementing flow Committed ship date / total
product cycle time
Validate need / eliminate report / Local decision
stop printing
SPM / Mach 1 / awareness
RCCA Pieces per shift
Quick changeover / protect with a Committed ship date / total
supermarket product cycle time
Awareness and recommendation Cost
Change in organizational structure or
procedures if appropriate
Implement scheduling / leveling Takt time / cylce time bar chart
board
Workload balance / productive
redeployment
Implement Kanban / Implement Flow

Pull systems Hour-by-hour chart

Continuous flow Skills matrix
Workload balance
Pacemaker scheduling
Capability building
Process Improvement Continuous quality problems Implement takt time / cycle time bar Takt time / cycle time bar charts
Dialogue charts
5S Assessment Lack of organization of material / 5S Audit score
tools and information
Defects Producing out-of-spec Value Stream Map Not following or lack of standard work Implement and audit standard work Standard work audit results
(rework) or scrap parts

Production or
rework of out-of-
specification
parts
 Defects Producing out-of-spec Value Stream Map
(rework) or scrap parts
Lack of robust process ( when Error-proofing Cpk
machine, material or employee DPM
variation can be detected and Rework Hours
Production or prevented) First Pass Yield
rework of out-of- VEHR or DRF1
specification Scrap ($ or pcs)
parts Preventative & predictive
TPM schedule

Cause & Effect Diagram Lack of robust process ( when Error-proofing Cpk DPM
machine, material or employee Rework
variation can be detected and hours VEHR or
prevented) DRF1 Scrap ($ or
pcs) Preventative and
predictive TPM schedule

Ishikawa (Fishbone) Not following or lack of standard work Implement and audit standard work Standard work audit results
Diagram,
FMEA
Lack of robust process ( when Error-proofing CPk
machine, material or employee DPM
variation can be detected and Rework Hours
prevented) First Pass Yield
VEHR or DRF1
Scrap ($ or pcs)
Preventative & Predictive
Maintenance (PM) Schedule

Process Improvement Material or machine problems RCCA CPk DPM

Dialogue Rework
hours VEHR or
DRF1 Scrap ($ or
pcs) Preventative and
predictive TPM schedule

Reprocessing of grief Available grief reports Missing or improper editing of valid Add edits to IT systems Grief count
transactions values
Input forms missing data inputs or Validate input forms and align with IT Grief count
improperly desinged system input requirements
Excess Motion Wasted movement made Walk the Value Stream Poor layout (tools, work benches, RCCA Pieces per shift
while working machines)
Spaghetti map Not following or lack of standard work Audit or implement standard work Hour-by-hour chart Total
distance walked (before /
Wasted after) Standard work
movement made
while working
Transaction entry / processing delay Create separate process for Total cycle time
due to expedited / escalated requests expedited/escalated requests
to process higher priority items

Paperwork / data entry forms not 5S Total cycle time

sequenced/organized properly
Over Processing Additional work during a Value Stream Map / Walk Not following or lack of standard work Audit or implement standard work Pieces per shift
process that adds no value Value Stream
for the customer Bad work scheduling Implement scheduling board Takt time / cycle time bar chart

Excessive / unneeded reports Validate need / eliminate report / Local decision

stop printing
Validating / reworking the work of the Ensure all understand roles &
prior process partner responsibilities within the process
Document Standard Work
Process Improvement RCCA Hour-by-hour chart
Dialogue
VA / NVA Analysis OEE
Standard work
Work that 5S Assessment Lack of organization of required 5S Audit score
adds no value to materials / tools and information
the customer or Duplication of effort 5S Audit score
business
Inventory Excess raw material, Walk Value Stream Bad work scheduling Implement scheduling / leveling Inventory turns Takt
work-in-process or finished board time / cycle time bar chart
goods
Pull systems Hour-by-hour chart
Excess raw Continuous flow Skills matrix
material, Workload balance
work-in-process Pacemaker scheduling
or finished goods Capability building
Value Stream Map Batch processing RCCA Takt time / cycle time bar chart

Process Improvement Defective parts Improve workstation layout

Dialogue Bad workstation layout Improve flow of production
Long set-up times Implement Kanban
Transportation Excess movement of Walk Value Stream Bad work scheduling Implement scheduling board Total distance traveled
work-in-process (before / after)
Retrieving or storing files Eliminate storing files
Process Improvement Batch processing RCCA Pieces per shift
Excess Dialogue
movement of
work-in-process
Need for signatures Electronic sign-off
Spaghetti mapping Poor layout (tools, work benches, Implement Kanban Hour-by-Hour Chart
machines)
Delivering documents to a shared Shorten distance
resource or another person