[Repost] Various types of waste in Chinese factories, as summarized by a German production director [Text only]

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A German production director summarized the various types of waste in Chinese factories. In modern management, the seven types of waste in the production process are generally identified as: waste from overproduction, waste due to waiting time, waste from transportation, waste associated with the actual work itself, waste from inventory, waste from unnecessary movements, and waste resulting from quality defects. 　　The seven wastes in management: waste of idleness, waste of waiting, waste of poor coordination, waste of disorder, waste of negligence, waste of inefficiency, and waste of management costs. 　　Mr. Edler, a production director from Germany, found dense yet neatly organized notes in his management records; he categorized these 151 types of waste into the following eight categories. I. Waste of time
Lack of proper planning results in workers having to wait during specification changes, or production being halted due to lack of materials.
Team leaders fail to fully understand the orders and instructions given to them.
There is a lack of awareness regarding the day’s work tasks.
Orders and instructions from team leaders are often unclear.
Team leaders fail to ensure that tools, materials, and small devices are stored in designated locations.
Overtime occurs even when it shouldn’t—i.e., for tasks that don’t require extra hours.
It is not ensured that each task has access to appropriate tools and equipment.
Employees are allowed to deliberately avoid tasks they’re capable of performing.
There aren’t enough workers; conversely, there are too many redundant employees.
Team leaders are poor at filling out reports and various application forms.
Employees are permitted to develop bad habits such as chatting, leaving their posts without permission, and wasting time.
No effort is made to inquire into or correct reasons for employees’ unexcused absences or leave requests.
Workers aren’t required to start work on time, and supervision is lax.
Decision-making is delayed.
Team leaders themselves take unnecessary leave, arrive late, or are consistently tardy.
Reports are submitted late.
When repairs are needed, no immediate steps are taken to determine the cause.
Unnecessary conversations and inquiries occur during work.
Team leaders fail to properly organize their own workload and schedule.

II. Waste of creativity
Employees’ suggestions are not listened to.
Employees are not encouraged to offer more suggestions.
On various issues, team leaders fail to solicit opinions widely from subordinates.
They do not thoroughly investigate relevant methods related to their own work and operations.
New hires’ past work experiences are not asked about to gain useful insights.
Team leaders fail to consult other departments (e.g., Production Technology) adequately.
No suitable personnel are considered or assigned to handle all valuable proposals.
Useful insights from meetings are not extracted.
Management functions are ineffective.

III. Waste of materials and supplies
Poor supervision leads to material waste.
Insufficient guidance is provided to new workers.
When assigning new tasks, adequate instructions are lacking.
Blueprints or sketches are damaged, hard to understand, misinterpreted; standards are not updated in time, or personnel act arbitrarily.
Machinery malfunctions or is poorly adjusted.
Material usage is not checked at every process stage (standard vs. variance analysis).
Subordinates are not made aware of the value of materials and supplies.
Orders and instructions remain unclear.
Improper handling of materials is tolerated.
Neglecting employees’ eyesight and health leads to defective products.
Discipline is lacking; carelessness or improper work practices are permitted.
Subordinates are allowed to use inappropriate materials—either of too high or too low quality.
It is impossible to identify who caused substandard work, so corrections cannot be made.
Staffing is not matched to individual capabilities, especially for new hires.
Excessive materials are requested; surplus items are not returned.
Incorrect materials are ordered and used instead.
Materials are not checked to see if they’re neatly arranged and correctly placed.
Pipes and wires carrying steam, water, gas, electricity, compressed air, etc., are not inspected for cracks or damage.
Employees are permitted to use oil, compressed air, small tools, chemicals, etc., for personal purposes.
Defective materials are allowed to enter the production process as if they were good ones.
No effective system exists to prevent material loss, theft, or leakage.
Reusable materials are treated as scrap.
Waste or misuse of supplies such as brooms, stationery, oilcloth, light bulbs, pipes, etc., is tolerated.
Production continues despite the emergence of defective products.

IV. Waste of machines and equipment
Lack of work planning means not all available machinery is utilized fully and appropriately.
Machines are not regularly inspected to keep them in good condition and prevent breakdowns.
Team leaders lack knowledge on how to operate machines correctly and are unaware of each machine’s capabilities.
Regular checks on ropes, belts, chains, conveyor belts, lubrication systems, etc., are neglected.
Overkill occurs—large machinery is used for minor tasks.
Coordination with maintenance departments is lacking regarding upkeep, repairs, and painting work.
Idle machines receive no maintenance; they become vulnerable to moisture, dirt, dust, rust, etc.
Regular cleaning is neglected; machines remain filthy.
All rotating parts are not checked for proper lubrication.
Necessary repairs are not carried out promptly.
Machines lack proper operating manuals.
Discipline is weak; misuse of machinery and equipment is tolerated.
Subordinates are permitted to repair machines using “improper methods.”
Team leaders are unaware of the latest models of machines and equipment.
They fail to make subordinates appreciate the value and condition of machinery.
Small machines are used for heavy-duty tasks.
Machines that could still be repaired are scrapped, costing more than buying new ones.
Repairable machines end up being discarded.
No efficiency management data (machine efficiency) is kept.

V. Waste of human resources
1. Inability to control personnel changes among capable workers
Direct and indirect costs of staff turnover are not evaluated.
There are too many “managers” but too few truly smart leaders.
Discipline requirements are either “too strict” or “too lenient.”
Promises that can be fulfilled are not kept.
Impossible promises—such as salary raises or promotions—are made.
Termination is used as punishment without sufficient justification.
Employees are forced to stay in jobs they strongly dislike.
Treatment of subordinates is unfair.
During disputes between employees, one side is favored.
One employee criticizes others indirectly.
Reasons behind voluntary resignations are not identified.
Company goals and policies are not clearly explained to subordinates.
Team leaders do not participate in decisions regarding wage adjustments.
Team leader authority is weak.

2. New hires fail to reach full productivity
New employees are not welcomed with kindness and helpfulness.
No safe working instructions are given to newcomers.
New hires are not informed about daily tasks and other relevant matters.
Qualified personnel are not selected to work alongside them.
Patience is lacking toward those who learn slowly.
Other subordinates are not encouraged to be friendly and helpful to newcomers.
Efforts to build rapport with new workers are insufficient.
New hires are not informed about factory life and regulations—safety rules, paydays, restrooms, drinking water, showers, etc.
No comprehensive training program is arranged.

3. Subordinates fail to give their best effort
Workers are not instructed on how to perform their tasks well.
Tasks are not explained in a way that sparks interest.
No attention is paid to subordinates’ progress or personal lives.
Tolerance for mistakes is lacking.
Tasks are not assigned based on workers’ strengths and personalities.
Individual differences are ignored; thus, maximum potential remains untapped.
Factions or cliques among subordinates are permitted to form.
Evaluation focuses solely on qualifications, race, religion, connections, or region.
Workers psychologically or physically unfit for certain roles are not reassigned.
Sick employees are still required to work.
Needed assistance is not provided.
Promotions are not granted when feasible and appropriate.
Issues affecting wages and working conditions are disregarded.
No backup personnel are trained.

4. Lack of understanding regarding standard working hours
5. No data on workforce efficiency management

VI. Waste caused by accidents
Accident prevention is not recognized as part of job responsibilities.
Safety matters are not thoroughly explained to all employees.
Safety guards on machines are not installed or maintained effectively.
Misuse of safety equipment in the workplace is tolerated.
Hazard signs are not posted where needed; areas remain dirty and illegible.
Indirect costs of accidents are not fully understood.
Materials are stored improperly.
Causes of potential hazards are not understood.
Incident records are not kept, analyzed, or applied practically.
Good safety examples are not set.
Regular and thorough safety inspections are absent.
Safety rules are not consistently enforced.
Workers lack necessary safety gear—gloves, safety belts, welding face shields, etc.
Managers fail to recognize their own safety and accident liability.
Employee safety awareness cannot be fostered or sustained.
No cooperation exists with government or insurance safety inspectors.

VII. Waste due to lack of cooperation
No collaboration occurs with other managers or departments.
Company policies are not fully understood or properly explained to subordinates.
Rumors are not handled intelligently.
Responsibility is shifted onto other team leaders, subordinates, or supervisors.
Subordinates’ opinions are not properly relayed to superiors.
Dissatisfied employees are allowed to incite resistance against the company.
Managers fail to wholeheartedly support company rules that are not yet widely accepted.
A spirit of camaraderie and cooperation among workers is not promoted.
Managers casually criticize company policies and individuals within their own department.
Sincere cooperation with upper management on educational initiatives is lacking—apprenticeship programs, bulletin boards, staff newsletters, suggestion systems, etc.

VIII. Waste due to poor organization and space mismanagement
Improper disposal and storage of materials.
Insufficient attention is paid to material flow plans within the plant.
Machinery and other permanent equipment are placed incorrectly.
Subordinates are allowed to leave hand tools, ladders, carts, etc., in aisles; walkways remain unclean.
Scrap materials are not disposed of properly.
Cabinets, oil drums, material storage areas are located in inconvenient spots.
Unused machines and equipment occupy valuable space.
Needed space goes unused because floors, roofs, etc., are not repaired in time.
Insufficient lighting creates dark zones and blind spots.
Layout within work units is disorganized; order is lacking.
Unneeded materials clutter the workspace; no distinction is made between warehouses and workshops.
Importance of tidiness and organization is ignored.
No habit is cultivated or supervised requiring items to be returned to their proper places after use.
Regular cleanup routines (daily, weekly, monthly) are not thoroughly implemented to maintain order permanently