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That’s the central idea behind Lean thinking, a mindset that originated in manufacturing but now shapes how healthcare systems, universities, financial institutions and government agencies operate. Lean helps professionals see the difference between activity and impact, identifying what truly creates value and what’s simply wasting time, effort or resources.

In short, Lean thinking offers a more meaningful question: What’s getting in the way of doing our best work?

What “Waste” Really Means in Lean

Lean, “waste” doesn’t imply negligence or failure. It refers to anything that consumes time, money or energy without adding value for the customer, client or stakeholder. Waste hides in everyday operations—those delays, miscommunications or extra steps that seem harmless but add up to hours of lost productivity.

Think of it as the friction in your workflow. The more friction you remove, the more effectively you and your organization can deliver results. Lean methodology helps uncover those invisible inefficiencies that quietly drain momentum.

The 8 Wastes of Work and Where They Hide in Everyday Operations

Lean identifies eight categories of waste. Once you know what to look for, you’ll start spotting them everywhere, from project management meetings to inboxes overflowing with unnecessary communication.

1. Overproduction

Doing more work than needed, sooner than needed.

This happens when we create extra reports, copy multiple versions of the same file or prepare materials before there’s a confirmed need. Overproduction clutters workflows and creates confusion about what’s current or relevant. It’s a common byproduct of trying to stay ahead, but in Lean terms, “too early” is another kind of inefficiency.

Try this instead: Before starting a task, confirm who it’s for and what they truly need. Producing just enough, just in time, keeps teams focused and aligned.

2. Waiting

Time lost between steps or decisions.

We often think of waiting as passive downtime—waiting for approvals, resources or information. But it’s one of the costliest wastes because it stalls progress across multiple parts of a process. One delayed response can hold up an entire project.

Try this instead: Visualize your workflows to see where handoffs happen. Clear ownership and proactive communication can prevent bottlenecks and keep projects moving. \

3. Unnecessary Motion

Extra movement, physical or digital, that doesn’t add value.

This might mean walking across the office to find supplies, switching between software tools or repeatedly searching for documents. Every second spent “hunting” for what you need is time not spent solving problems.

Try this instead: Standardize where things live both digitally and physically. Small improvements, like shared templates or centralized folders, save surprising amounts of time.

4. Overprocessing

Doing more than what’s required for the desired outcome.

It’s easy to overcomplicate work in the name of excellence. Think of formatting a presentation for hours when a simple summary would do or adding multiple approval steps “just in case.” Overprocessing can also create frustration when others don’t understand why certain steps exist.

Try this instead: Ask, “What’s the simplest way to achieve the same result?” Streamlining doesn’t sacrifice quality; it clarifies purpose.

5. Inventory

Work piling up before it’s ready for the next step.

You might not think of a digital backlog as “inventory,” but in Lean, it is. Emails, drafts or tickets that sit untouched represent delayed value. The longer work sits, the harder it is to prioritize and complete.

Try this instead: Reduce work-in-progress by finishing what’s started before taking on more. Progress compounds when flow replaces backlog.

6. Defects

Errors that require rework.

Whether it’s a typo in a client proposal or incorrect data in a report, defects consume double the time, once to make the mistake and again to fix it. They also erode confidence in processes and outcomes.

Try this instead: Build in brief quality checks at key stages. Catching issues early is faster and less costly than repairing them later.

7. Transportation

Unnecessary movement of materials or information.

This could be physical—moving files or products between departments—or digital, like transferring information between incompatible systems. The more times something changes hands, the greater the chance of delay or error.

Try this instead: Map how information flows through your team. Consolidate steps, integrate tools or automate handoffs to minimize transfers.

8. Unused Talent

Perhaps the most overlooked waste: untapped human potential.

This happens when employees have ideas to improve a process but aren’t empowered to act, or when their skills are underutilized because of rigid structures or unclear communication.

Try this instead: Encourage feedback from every level. The people closest to the work often have the best insights about how to improve it.

Why Lean Thinking Works

What makes Lean so powerful isn’t the set of tools; it’s the shift in perspective. Once you learn to see waste, you can’t unsee it.

Lean doesn’t just improve efficiency; it enhances collaboration and clarity. Teams begin to focus on value creation, not just task completion. They identify what’s truly needed, communicate more effectively and adapt faster to change. It’s not about doing more with less. It’s about doing better with what you have.

From Awareness to Action

Recognizing waste is the first step toward improvement. But awareness alone doesn’t change outcomes. It takes structured problem-solving and shared accountability to build a culture of continuous improvement.

Teams that practice Lean principles start asking new questions:

• How can we design this process to flow more smoothly?
• Where are we losing value between steps?
• What’s preventing our team from doing its best work?

Those questions are the foundation of a Lean mindset. They encourage professionals at every level, not just managers or analysts, to think critically about how work gets done. Over time, that mindset becomes part of an organization’s DNA.

How Lean Training Builds a Stronger Foundation

Developing Lean skills means learning to see processes differently. By understanding how waste appears in everyday operations, professionals become better equipped to solve problems, lead change and contribute meaningfully to organizational goals.
In most industries, process improvement has become a shared language. Whether you work in operations, finance, human resources or education, being fluent in Lean principles sets you apart as someone who can identify inefficiencies and drive results. It’s a way of thinking that helps organizations—and the people within them—work smarter, not harder.

The ����ר�� Difference

At ����ר��’s College of Professional Studies, experiential learning turns knowledge into transformation. The Lean Enterprise course introduces professionals to the foundational principles of Lean, helping them recognize the eight wastes in real-world contexts, map processes for improvement and create value through collaboration and clarity.

It’s also the first step in ����ר��’s Lean Six Sigma Certificate, which equips learners to build upon foundational Lean skills and advance toward Green Belt, Black Belt and Master Black Belt levels. Each stage deepens analytical capability and leadership influence, preparing professionals to guide meaningful change across their organizations.

Wherever you work, whether you’re improving internal workflows, optimizing customer experiences or leading a process improvement initiative, Lean thinking offers the framework to make meaningful, lasting change.

Explore ����ר��’s programs or connect with an enrollment counselor.