Leaving Batesville Casket

It is with mixed emotion that I am officially leaving my position as Lean Sensei at Batesville Casket Company. I am happy with all that we accomplished the last several years however not satisfied since there is so much more to do. All the milestones I first set out to accomplish were completed and the lean journey at Batesville is stronger as a result. I wish all my friends at Batesville many years of continued lean success.

Looking forward, I am extremely excited about my new adventure working with Jon Miller as part of the Gemba Research team helping others on their lean journey. If you ever considered bringing in lean consultants on your lean journey, please contact me. Our staff at Gemba Consulting North America are all top notch lean practitioners with many years of successful lean experience. I will continue posting ideas, thoughts and stories as I continue learning and sharing on the lean journey.

Go to Gemba

Knowing is better than guessing.
Seeing is better than hearing.
Doing is better than talking.

Pursuit of Perfection

One focus on the lean manufacturing path is the pursuit of perfection. When this point is brought up, many people don’t believe perfection is possible so this objective is pushed aside as not realistic so why try?

The same goes for goals of zero inventory, zero machine breakdowns, zero accidents, zero defects and zero customer disappointments. How many of us believe these goals to be impossible? So why try?

After all we are just human and humans are imperfect and make mistakes. So why try?

All systems are imperfect including lean manufacturing so why try?

Looking to religion, as Christians we are on a path to live by the example that Jesus Christ has given us. In other words, we try to be Christ-like in our words and actions. Many other religious beliefs, if not all of them, teach each follower to become better in their life. All religions acknowledge our human imperfections yet each pursue a path of perfection in life. Perhaps the quest to be better is at the core of being human.

I believe that is our purpose in life-to become a better person so “trying” is what life is all about.

The same goes for our pursuit of perfection in lean manufacturing. It is all about the never ending pursuit of perfection. Emphasis is on the pursuit and not on perfection. Are we moving to be better today than yesterday? Can we be closer to perfection each day? Do we learn from our mistakes?

Do we see the gap between where we are today and our vision of perfection? Do we view this gap as the impossible or as an opportunity? Do we view this gap as a pointless journey or a path of many small steps?

English Speaking Lean

After reading Mark Graban’s post, 10 Things I Wish Lean Practitioners Wouldn’t Say in 2010 on his Lean Blog, I thought it was interesting that 4 of the 10 things were aimed against using Japanese terms. Mark clearly states he is not opposed to Japanese terms but asks if we might be “getting a bit carried away in embracing Japanese words.” He further suggests that we should avoid using Japanese words in an English-speaking environment, and just use simple, plain English.

But perhaps simple, plain English is not what we believe it to be. Although it is difficult be exact with our dynamic and expanding vocabulary, it is estimated that over 80% of our English vocabulary has come from other languages (source: Wikipedia.com). Most of our English words come from Latin, French, Italian, and Greek origin to name a few. Due to contact with other cultures over the centuries in conquests, commerce, travel and immigration, the English language has adopted or derived many words into our fold. As our world gets smaller and contact increases with the speed of the internet and television, I can easily speculate that our “English” language will add many more words in the future and at a much faster rate.

If we choose the path of halting the spread of Japanese words in our lean approach except for select few like kaizen or gemba, would we be promoting the status quo (oops, Latin)? Maybe we should form an ad hoc (Latin, again) committee to set a policy on the use of Japanese words in our company? If we can’t decide, we can leave it up to the head honcho (Japanese) to put the kibosh (Yiddish) on this glitch (Yiddish) in our improvement path.

Instead of sending our kids to Kindergarten (German) we should say we are sending them to Pre-First Grade. Or should we simply say we live on a quiet, dead-end street instead of a cul-de-sac (French)? Instead of going out for sushi (Japanese), let’s go out for some raw fish..yummy. States like California (Spanish) and Colorado (Spanish) would be shopping for new names. No more going out on Karaoke (Japanese) night , let’s just go out to the local bar to sing off key to taped music after drinking some liquid courage. We would also give up using words like café, chipotle, chocolate, ballet, protégé, entrepreneur, blasé, gaffe, whiskey, banana and mosquito.

My personal bias is to use the Japanese words in talking and teaching lean because I was taught by Japanese Sensei for the first 10 years of my lean journey. It has become second nature to me and I embrace the words as I embrace the lean thinking.

This does not mean that Japanese words need to be used by everyone, it is up to each person to decide on their own. The use of Japanese words is not to impress or exclude, it is just to seek greater understanding of the meaning. Hopefully we won’t get lost in translation.

Update added (1/7/2010)
There are certainly many great comments on this topic. Thanks to all!
Please check out these other posts on this topic by :
Mark Rosenthal's post on The lean Thinker
Brian Buck's post on Improve with Me
Ron Pereira's post on LSS Academy

Be Prepared

Be Prepared is the motto of the Boy Scouts and most likely the simplest method for productivity improvement. Lord Robert Baden-Powell, founder of the Boy Scout movement, coined the motto for all scouts to be prepared in mind and be prepared in body. Scouts who do their best at living by this motto would be in position to do the right thing at the right time. In other words, when the moment arrives, a scout is ready for anything.

How does this relate to productivity and the lean approach?

On a tactical level, take machine changeovers or set ups for example. In my experience, the single biggest element that takes time in a typical changeover is collecting everything you need like tools, fixtures, dies, clamps, sheet up sheets, materials, gages, etc. I would certainly not be surprised if 50% of current set up time is consumed in just this activity.

If we want to make a significant impact in reducing set up time, work on designing a system or process that ensures everything we need to change over is at hand prior to the set up change, every time! A person or persons performing the changeover should never have to leave the machine or wait on any item.

No capital spending required, just planning, practice and discipline to “Be Prepared” when the set up time moment arrives. Discipline is the key ingredient which can be harder to find than this year’s hot Christmas toy on December 24th.

Go to gemba and watch any machine changeover. How prepared are we when the machine is stopped?

Using this same “Be Prepared” motto, are we prepared for meetings, kaizen events, daily production, material delivery, customer requests, etc? How much smoother and efficient would all our activities be if we spent time on being prepared?

Here is another simple example, getting ready for work in the morning. How much time do we spend? How about bathroom time, dressing time, eating time, etc? If we were to select, iron and layout out our clothes the night before, would we save time the next morning? What about shoes, car keys, laptop, or those notes needed for this morning’s meeting? If we had all our grooming items, towels, etc ready to go the night before, would we save time? What if we filled up our car with gas the night before? What are all the things we can do the night before to “be prepared” for getting ready for work in the morning?

But being prepared is more than just having things ready ahead of time, it means to “be prepared” for anything. To be mentally ready, knowing what we should do in case different events should occur and be ready to face difficulties and challenges.

Going back to the morning work routine example, what do we do if the power goes out in the night? What do we do if we have no power in the morning? What do we do if we break a shoe lace? What if bad weather hits? We could prepare for all these events ahead of time and be ready when the time arrives. (Sounds like the beginnings of a FMEA – Failure Mode and Effects Analysis).

As lean thinkers, we might consider adopting the same motto, Be Prepared. What do you think?

Do our Customers Really Benefit from our Lean Effort?

One of the principles of the lean approach is long term thinking with focus on adding value to our customers and society. We are taught to eliminate waste, things that don’t add value to the customer.

We improve flow, reduce set up time, improve productivity, eliminate waste and reduce cost. Kaizen events successful hit targets and employees are trained. 5-S activities are done daily, audits are conducted and our facilities look better. We create value stream maps and work hard to transform our company to our future state.

Somewhere in all this lean activity, our customer focus can be lost. We do all the things that we believe will make us leaner. But have we truly adding value to our customer? If not, why not?

Do our lean efforts hit the bottom line and stop there? Is our lean effort all about improving our margins? Is our lean effort all about head count reduction?

It is not enough to just eliminate waste and reduce cost. Our customers don’t care about our 5-S audit scores, the number of kaizen events we conduct, if we use ERP or Kanban, or the number of our inventory turns. Our lean efforts must add value to the customer. It must be seen and felt by our customers.

Bottom line: Are we giving our customers what they want, when they want it, at the highest quality and affordable cost? Is our lean system effort supporting this mission?

Thank You God for Giving Me Problems

I just finished reading an inspirational book “Play to Win, The Make a Difference Gameplan” by Tom Karbowski , a co-worker from Southern Indiana. In his book, he wrote the follow prayer, reprinted with his permission:

Thank you God for giving me problems.

When I am at work and get frustrated, thank you for giving me a job. There are many people who need employment and would welcome the opportunity to confront the challenges I face.


When my customers complain about problems, thank you for giving me the opportunity to meet the needs of others. My competitors would love to be in my shoes.

When I am frustrated with my career, thank you for allowing me to live in a country that has a vibrant economic system. I can always do something else or start my own company.

When I am unhappy about the pace of change in the world, thank you for allowing me to live during such incredibly exciting times. The possibilities for improvement are endless.

When I am exhausted because I have too many things to do, thank you for giving me such an interesting and full life.

And when I am annoyed with my spouse or children, thank you for giving me a loving family and for all the happy times when they make me laugh with joy.

When I am sick, thank you for allowing me to live in a country with such a wonderful health care system.

When I am unhappy with elected politicians, thank you for allowing me to live in a democratic society. I can change the future with the power of a vote.

When I do not understand something, thank you for giving me the ability to learn and the curiosity to search for a better way.

When my prayers go unanswered, thank you for providing me with patience until I understand your will.

And when I have a true problem, thank you for giving it to me. All problems present an opportunity for me to enhance my character and deepen my faith. When I resolve this problem, I will be a better person.

Becoming better problem solvers is part of the lean way. How we go about solving them is part method (scientific method) and part attitude (positive). Regardless of our opinions on politicians, our economic system, our health care system, our companies, our jobs, etc, even if we are currently facing money problems, loss of a job, family problems, etc, we all have the same choice that only we can make, are we going to face our problems with a positive attitude or a negative attitude?

Lean is Good

I recently stumbled across a new lean blog called “Lean is Good” posted by Bruce Baker with added insights from Bryan Zeigler and Scott Maruna with recent posts like “5S Shadow Boards are Bad”. I hope to learn more from reading his lean insights. Check it out.

Thanks Bruce for sharing your lean thinking with us.

What is Lean?

What seems like an easy, simple question may turn out rather difficult and complex to answer. If we are to embrace the lean approach isn’t it critical that we understand what it is we are embracing? If we don’t agree on what is lean, how do we know what action to take in becoming lean, determine if we are making progress and align everyone in the same direction?

Wouldn’t our definition of lean be important in a lean transformation? Determining scope, objectives, metrics?

If we asked the lean experts, consultants, practitioners, the CEO’s or our shop floor associates, what would be their answer? I bet each person we ask would give us a different answer. It seems to me that our answer to this question is highly dependent on our experiences on the subject. Our understanding on lean is formed by many factors including the influence of others, what we are told, what we read, along with our personal hands on experiences. In our mind, we collect all these inputs to formulate our viewpoint of lean.

Some would answer that lean is a set of tools to identify and eliminate waste. Waste (muda) elimination is the prime focus to shorten the leadtime from customer order to receipt of cash. Head count reduction and cost cutting can become the face of lean for many.

Others would answer that lean is improving the flow or smoothing work by eliminating unevenness (mura). Value stream maps will lead us to the promised land of the perfect work flow.

Another answer would be to simply focus on making all jobs easier and better by eliminating overburden (muri). Perhaps we think automation is the key to making jobs easier and we get the added bonus of head count reduction.

Some may say that we need to focus on all three (waste elimination, unevenness and overburden) together.

Another prospective is the only making what the customer needs, when the customer needs it, in the quantity the customer needs using minimal resources of manpower, material and machinery. This is the classic just-in-time thinking.

Some would say that instead of describing lean as a production system, it is better to describe it as either a business system or enterprise system. This is the beginning thoughts of a whole system approach to becoming lean. From there we could expand our thoughts to the entire supply chain including our customers, our suppliers, our supplier’s suppliers, etc. along with all transactional processes included.

Added to the mix is the focus on people development (we build people), quality focus, safety focus, problem solving, scientific thinking, long term thinking, A3 thinking, morale, kaizen events, kaizen mindset, lean accounting, new product development, contribution to society, customer focus, being flexible, being agile, being nimble and so on.

Beyond this we still have the culture and leadership of the company to consider.

With all these difference prospectives on what is lean, is it any wonder why so many stumble, struggle and eventually fail in becoming “lean”?

And would this also affect our opinion on what is not lean? Would this indeed influence our opinion on an individual’s knowledge of lean and determine how we rate a company’s leanness?

Is leanness measured only in results or does it included how we achieve results? Does the speed of getting the results impact our measure of leanness? Do we measure leanness on the number of lean tools being used? Let’s see, 5-S check, Kanban check, Regular kaizen events check, A3 no, TPM no, VSM no, (add as many tools to your checklist as your experience tells you)….sorry you are not lean.

Maybe we make things too complex and the answer is really simple.

What’s your viewpoint on what is lean and does it affect your effort on becoming lean?

Poka Yoke The Office Style

From the popular comedy show, The Office, Dwight give us some potential poka yoke advice on mistake proofing, also known as idiot proofing from the early lean days. I wonder if anyone has practiced this thinking?

Management Improvement Carnival #82

I am quite honored and excited to once again host a session of the management improvement carnival started by John Hunter through his awesome blog site Curious Cat Management Improvement Blog. On to the good stuff, here is a sample of some of the great posts on improvement from some of the best lean thinkers.

The Kipling Method vs. the Ohno Method by Jon Miller “Are you a Kipling person, taking the accepted tool or situation as given, or are you an Ohno person, constantly challenging the norms and looking for better ways?”

Lean is about More than the Myths by Tim McMahon “It’s important when you are starting out your lean journey to understand what lean is really about.”

17 Lessons I learned from Japanese Consultants by Jeff Hajek “Over the years I have worked with some premiere lean consultants from Japan. Here are some of the many lessons I learned from them.”

When the Neck Bone Isn’t Connected to the Head Bone by Bill Waddell “There’s a reason why the best manufacturers tend to be pretty vertically integrated. They take core competence to mean everything in the chain of creating value for the customers-not everything that is easy or cheap.”

Lean Inventories Do Not Excuse Failing to Deliver by John Hunter “The retailers need to design their system with lean thinking in mind (not lean-as in cut expense without thinking).”

Keeping Lean Japanese by Brian Buck “There is a trend towards removing the Japanese language or jargon from Lean transformations in the U.S. I understand why organizations would want to make lean thinking and the corresponding tools easier to digest, but I think we should seriously consider keeping it Japanese.”

Helping Make A3 Work, Part 1 by Jamie Flinchbaugh “I’ve been spending a good amount of time lately helping leaders from various organizations improve their lean thinking by utilizing A3 problem solving. In the following few blog posts, I’ll answer some of the common questions people have about A3 and it’s use in organizations.”

My New Stand Up Desk by Ron Pereira “Now, you might be wondering how I increased the height of my desk. Well, my goal was to not spend a cent on this project so I got creative”

A Problems First Culture by Mark Rosenthal “Problems first” is one of the mantras used by Phil Jenkinson, the CEO character in The Lean Manager by Michael and Freddy Ballé. Now that I have had a few weeks to let it sink in and synthesize with my mental models, I am seeing a concept that is so fundamental I would think it would be hammered into students in every management and leadership course taught in the world.’

When Flows Collide

Originally, I was not going to post about this issue but the more I thought about it, the more we can learn from it. The issue deals with lack of communication, poor customer service and colliding flows.

I recently rented a car at the Jackson, Mississippi airport from a well recognized, national rental car company. The experience was typical up until the point of returning the car at the end of the week. Normally, I just pull up to the proper return lane, get scanned in by the attendant, mileage and fuel levels checked, receipt is printed and off I go to catch my flight. Not this time.

I pull into the proper return lane and no attendant is in sight. I patiently wait and look around but no attendant showed up. Strange, I never had to wait before at this airport.

Finally, I see an employee from this car rental company pull up in one of their rental cars. He tells me that they got rid of the attendants in the return area as part of cost cutting and I need to go inside to their airport counter to return my car.

As most frequent travelers do, I plan some time for delays and problems but not too much since I dislike sitting around the airport any longer than I need to. In this case, I had a few minutes to spare however the clock is ticking. Stress levels start to elevate.

As I swiftly walk to the airport entrance, I happen to notice a small sign that states we need to return the car keys at the rental car counter inside the airport. The sign is small and located near the walking exit to the airport.

I rush to the counter only to find a line of customers waiting for service by only one attendant. This is the point where flows collide. Both customer picking up cars and returning cars are in the same line. Aghhh!

I feel the stress rising higher and try to push it back down. If worse comes to worse, I will just drop the keys on the counter and head quickly to the security line. I can always get a receipt online later.

After what seemed like forever, in reality just 15 minutes, I get to the counter to return my car. I got through security and made it on-time for my flight home.

Does it have to be this way?

Where was the customer communication when I first rented the car to tell me to allow time to return the car at this counter instead of the usual return attendant?

What about the sign? Could it be placed closer to the entrance instead of the exit? Could multiple sign be placed in several spots? Could the sign be larger and easier to see?

Could the colliding flows be separated at the counter? Should return customers get priority over pick up customers? Can a drop off box be used with an offer to email the receipt directly to you-no effort on the customer’s part?

Based on this situation, where in our processes do we fail to communicate properly and create colliding flows?

What about shipping and receiving? What about loading and unloading trucks? What about picking and putting away material on racks or shelves? What about work flow in cells?

What about patients checking in and checking out? What about receiving and dispensing supplies? Are there colliding flows in the ER?

Go to gemba and see the flow (or lack of flow). What colliding flows can we see and improve?

Lean Thinking

What is our standard?
What is our current?
What is our gap?
Why? Why? Why? Why? Why?
What is our current state?
What is our future state?
How will we get there?
Are we ahead or behind?
What are the countermeasures?
Please try.
What if we fail?
Please try again.
What if we succeed?
Please try again.

AME Kentucky 2009

It’s just around the corner, in a couple of weeks the “Journey to Greatness” begins. The AME Kentucky 2009 Conference runs from October 19 thru October 23 in Covington, Kentucky. This world class event is a great opportunity to learn, network and understand more about the lean journey. Listen and learn from 8 keynote speakers, 60 practitioner-to-practitioner presentations, 30 workshops and 40 plant tours.

Our Batesville Plant is on the tour list and I will be speaking on our Kaizen approach on Wednesday, Oct 21 at 10:00 AM. I hope you can make it and welcome the opportunity to meet face-to-face with fellow lean practitioners to share and learn.

The Lean Manager Book Review

I have just finished reading the newly published book from the Lean Enterprise Institute, The Lean Manager, written by Michael Balle and Freddy Balle. The Lean Manager is a business novel about a lean transformation and a sequel to their international bestseller, The Gold Mine.

The format of a business novel has been popular for several years with some done well and others not so well. In general, I am not especially fond of the novel format due to poor story lines, poor dialogue, extra noise in the story line, and poor pace that drags the story along or slaps together the ending. If done well, I love the novel format.

In the case of The Lean Manager, it is hands down the best business novel on lean transformation that has been written yet and I thoroughly enjoyed reading it. Michael and Freddy did an outstanding job on all accounts providing a strong story with outstanding dialogue and many, many powerful insights into the lean transformation.

I started highlighting and taking notes of many of the best points which ended up being too numerous to list but I will share just a couple with you. I will not reveal all the golden nuggets found in the book so you can explore it on your own.

“People are natural problem solvers. Once we understand the problem, our mind will follow seamlessly to adopting a solution.”

“When a solution is forced onto us where we do not see a problem, chance are we will fight tooth and nail against it, no matter how clever the new approach.”

“There are very few operational experiments which cannot be reversed quickly, and hence, a bias to action is perfectly reasonable in routine process.”

“Requires radical transformation of managerial behavior.”

1. Problems have to be solved one at a time.
2. Managers need to remain close to people as they conduct experiments.
3. Managers have to be maniacs about check.
4. Drawing the right conclusions from the experiment is often really tough.

“Improve Management Practices”

“Only way to be more competitive is to improve management practices continually.”

“Managing by problem solving”

“Develop people by kaizen so that they know more.”

The major themes in The Lean Manager include: Kaizen Spirit, Go and See, Teamwork, Mutual Trust, and Clear Direction. Each theme is strongly woven into the story line with added company politics, disappointments and frustrations as the fictional plant manager, Andy Ward, struggles to save his plant from pending closure.

Although The Lean Manger is an excellent book, there are a few points that I did not like. For starters, it uses the crisis of plant closure to create a sense of urgency and drama to the lean transformation. Why does it take always take crisis to drive the motivation for a lean transformation?

Second, I absolutely love the character Phil Jenkinson, CEO in this story. Where are all the Phil Jenkinson’s in this world!!!! I have never meet a super CEO like this that is a master coach, long term thinker, lean knowledgeable, shop floor comfortable, hands on leader yet keeps his ego in check and lets his people learn by doing. He is as close to perfect as a CEO can get for a lean transformation. This makes a great story and provides an outstanding example however this character is far from the norm.

In addition, there was just one mention of using six sigma in this story during a dialogue between Amy Woods (consultant) and Andy Ward (plant manager) which is less than positive. The story portrays the six sigma approach as “one guy working in a corner and looking for brilliant solutions”. In my experience, this is not a true application of six sigma. Those few paragraphs could have been eliminated to remove the negative swipe at six sigma and the lean transformation message would still remain powerful.

One important point to remember while reading this story is not to turn it into a roadmap in a lean transformation. It would be easy to pick up many points in the book and turn it into a roadmap which would not guarantee success. Look at the problems you are facing in your company and determine your own path. Use the story as a discussion platform with other leaders in your company on what it takes in a lean transformation and how are we going to head there.

Despite my few critical points of this story, I highly recommend this book to all of us working on lean transformations. It captures the true essence of a lean transformation in all its accomplishments and struggles with eloquent emphasis that we cannot force a lean transformation and we cannot do this alone.

Disclaimer: Thanks to my friends at The Lean Enterprise Institute for providing a review copy of The Lean Manager. This book review is my personal opinion and I was not compensated nor obligated to provide one.

Batesville Casket Winner 2009 Assembly Plant of the Year

It was announced today that our Manchester, Tennessee facility has been awarded the “2009 Plant of the Year” by ASSEMBLY magazine and The Boston Consulting Group. Our Manchester Team has been very successful in applying and sustaining the lean approach on a daily basis. We pause to celebrate this honor within our entire organization and then it’s back to kaizen.

Unclutterer

Check out the link for a cool blog site, Unclutterer, dedicated to getting and staying organized. Plenty of information for both work and at home. The staff of writers led by their Editor-in-Chief, Erin Doland, provide some great organizational ideas in the spirit of 5S.

Lean Horse Race

Most companies want to get results fast. There is a strong push to get results quickly or more importantly to impact the bottom line immediately. If the results are not achieved quickly, we may rush into actions to get the results. This more than likely includes reorganizing, moving people around or taking short cuts like layoffs for quick impact. Other commonly used tactics for getting quick results include plant shutdowns, outsourcing, budget slashing (travel, training, R&D, etc), playing cash flow games and financial shuffles to polish the numbers.

Unfortunately, prevalent management thinking seems to be locked into short term thinking mode. Just look to the business news.

The lean approach is a proven way to get results but it is not easy to implement nor is it as fast as many would like. Many companies that turn to the lean manufacturing approach want to get lean fast.

Even among those who promote the lean approach, there are differences of opinion on the best path, the right focus and on speed. Some of us look to get the low hanging fruit with kaizen blitz while others of us preach the slow and steady approach by building the foundation first. Some of us push the use of lean tools first while others push the thinking behind the tools first. Some of us consider the value stream map as the center of the lean approach while others view it as just another lean tool.

We even see cycles where certain lean aspects are hot topics. This happened with kaizen, 5S, Kanban, lean office, hoshin kanri, lean accounting, value stream maps and A3 thinking. These cycles do not change their value only their buzz factor.

No doubt that results are important but which way is best?

There is an old Japanese saying by Matsuo Basho, “Do not seek to follow in the footsteps of the wise. Seek what they sought.” We need to find our own path that works for us while heading in the right direction.

As for speed: Which is better, a fast horse or a slow horse?

It all depends on whether you’re headed in the right direction or not.

Purpose of Lean Tools

What is the main purpose of lean tools?

What is the main purpose of 5S, Kanban, Visual Management, Glass Walls, hour-by-hour charts, Pareto Charts, Cause and Effect Diagrams (Fish Bone), Takt Time/Cycle Time Bar Charts, Spaghetti Diagrams, Concentration Diagrams, Value Stream Maps, and so on?

The main purpose is to immediately make problems visible.

Then we must focus our effort on solving them daily.

Everybody.

Every day.

WORMPIT

Last week, I learned a new acronym for remembering the 7 deadly wastes of manufacturing, WORMPIT. It certainly provides a more vivid image of “deadly” wastes than the acronym TIM WOOD, wouldn’t you agree?

Waiting
Over Production
Rework (defects)
Motion
Processing (over or excess)
Inventory
Transportation

Worms have long been a symbol of decay and death. In nature, worms are attracted to decaying organic matter and dead vegetation. If the environment is also dark and damp, you don’t have to wait long and soon the worms will appear.

Using WORMPIT to help describe 7 deadly wastes may bring to our minds many images of something dead. Our businesses will most certainly face the same fate where wastes are allowed to exist in our processes.

If our business processes are full of waste, don’t allow it to become a WORMPIT. We should change the environment, by shining a bright light on all our problems. We must look for all the wastes and work to remove them every day. To begin, “all you need to do is follow the worms”.*

*(Lyrics from “Waiting for the Worms” by Pink Floyd – Another Brick in the Wall, Part 3).