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What's the 9th waste? - 6 Sigma

You can improve process flow in a number of ways using Lean Six Sigma, including by reducing waste. The seven categories of waste are sometimes identified by the acronym Tim Wood:
  • Transportation: Moving materials and output unnecessarily.

  • Inventory: Overproduction resulting in too much stock.

  • Motion: Inappropriate siting of teams or equipment.

  • Waiting: Equipment failure, for example, which causes delays.

  • Over-Processing: Performing unnecessary processing steps.

  • Over-Production: Producing more stock or producing it earlier than needed.

  • Defects: Dealing with rework.



by Peter L. Bersbach
Bersbach Consulting LLC provides Six Sigma training coaching and support across Arizona, including the Tucson, Phoenix, Scottsdale, and Glendale areas. At this time we would like to thank our friends and clients for their support. If you have landed here looking for our Six Sigma training, coaching or support services in Tucson, then please follow this Six Sigma Training link.
You may have seen a couple of posts I have done on the seven types of waste. I have completed seven articles on all seven types of waste you might find in your organization. Below is a listing and a short description for each of the seven types of waste plus a link to the full article. I believe if you read these articles you will have a new way of looking at your business.
The Seven Types of Waste

5 months ago, Majdi Alhmah, General Manager at BFG Internationa, raised a discussion about the ninth waste. He says "Besides the traditional 8 wastes: Transport, Inventory, Motion, Waiting, Over-Processing, Over-Production, Defects, and Skills... what do you think will be the ninth waste."

Gergely Ujváry
"unemployment is the result of efficient enterprises"
if this was true, assuming that efficient enterprises are driving economy (more efficient enterprises, higher economic growth), Spain, for example, should have 40+% GDP growth with it's 20% unemployment rate...
Of course, probably could find some examples 'in favor' as well, but personally I think there is no such link between these figures.

Scott Thor
What about inspection? This is typically not something a customer values. Imagine going into a Starbucks and ordering a coffee and the barista asks you whether or not you want to pay an extra dollar to have them check the temp of the coffee to make sure it isn't too hot. Would you be willing to pay for that service?

Cesar A. Cartagena
From my perspective the "Unutilized resources" covers a few of the listed above including talent, skills, knowledge, space, equipment, machinery, people's time in unproductive meetings, energy consumption, and more. My choice for a ninth waste is "Controls", wrong controls, missing controls, redundant controls, and the just in case controls. Strategy to review this waste should be based on poka yoke, andon, autonomation, real time visual management, simplicity on designing and implementing controls for sustainable transformations. Controls which are simple to maintain by process owners and simple to read by all users.

Ninth waste is excess costs including too much overhead 
Solution-Get the accountants to rethink the cost accounting system and find ways to continuously reduce your overhead costs. 
Originally Ohno and Shingo listed seven type of waste-Inventory, motion, transportation, defects/inspection inefficiencies, waiting time, over production, processing. 
Eighth waste Lack of creativity/underutilization of talents is added later.

The ninth waste? 
There are many to choose from, but I would say Unemployment is the best candidate. It is analogous to Overproduction, Over-Processing, Inventory or Underutilization of human talent. On the other side of the coin might be unfulfilled jobs from the perspective of the desperate employer. This is analogous to Waiting or Inventory. 
On occasion, some meetings are counter-productive, but it is necessary to get all persons on the same page at the same time. Most of my meetings can be brought to the stakeholder's location using wireless notebooks, post-it-notes, portable easels, etc. This would include the shop floor, shipping docks, suppliers, customers. (Don't forget your safety glasses, earplugs and PPE). As LSSBBs, we don't avoid crowds.

What about harming our environment. 
All activities ruining the nature, health and living space of the customer have negative influence on maybe the most important value: quality of life. Especially if these activities can be eliminated or replaced by non-harming alternatives, we can speak of waste.


马吉帝 Majdi Alhmah

2nd Account Holder OpenLink Network马吉帝 Majdi Alhmah

General Manager at BFG International China
Railroad Manufacture


  • Plant Manager and Sales Manager at BFG International

  • Co-founder and Technical Manager. at Data Line


  • American and Canadian Institute of Financial Consultants

  • New York Institute of Technology-Old Westbury

  • Damascus University

  • Mohsinia School


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