Glossary

W&B – Weight & Balance

Weight & Balance (W&B) refers to the distribution of an aircraft’s weight and its center of gravity, which must be carefully managed to ensure safe flight. Pilots and maintenance crews calculate weight and balance to ensure the aircraft operates within safe limits, affecting performance, stability, and fuel efficiency.

WAAS – Wide Area Augmentation System

Wide Area Augmentation System (WAAS) is a satellite-based system that enhances the accuracy, reliability, and availability of GPS signals for aviation. WAAS allows for more precise navigation, enabling pilots to perform approaches and landings in challenging weather conditions or in locations without ground-based navigation aids.

WAC – Waste Acceptance Criteria

Waste Acceptance Criteria (WAC) are guidelines that define the types of waste materials that can be accepted at a particular disposal or recycling facility. In the automotive industry, WAC ensures that hazardous materials, such as chemicals and batteries, are properly handled and disposed of to minimize environmental impact.

WAD – Wrap-Around Distance (Impact Testing)

Wrap-Around Distance (WAD) is a measurement used in vehicle impact testing to assess pedestrian protection. It represents the distance on the surface of a vehicle from the ground to the point of impact on a pedestrian during a collision. This measure helps evaluate how effectively a vehicle’s design minimizes pedestrian injuries.

Wait Time

Wait Time in lean management refers to the time during which a process is halted or delayed, waiting for materials, equipment, or information. Reducing wait time is a key objective in lean practices to improve workflow efficiency and minimize production delays.

Walk Time

Walk Time refers to the time an employee spends walking between tasks, tools, or workstations in a manufacturing environment. Lean management aims to minimize walk time by optimizing workstation layouts and processes to reduce unnecessary movement and improve productivity.

WAMITAB – Waste Management Industry Training Advisory Board

Waste Management Industry Training Advisory Board (WAMITAB) is an organization in the UK that provides training and certification for professionals in the waste management and recycling industries. WAMITAB ensures that workers are skilled in managing waste in an environmentally responsible manner.

Website: www.wamitab.org.uk

WAP – Wireless Application Protocol

Wireless Application Protocol (WAP) is a set of communication protocols used to enable internet access and data transmission on mobile devices. In the automotive industry, WAP is used for in-car connectivity, allowing drivers and passengers to access online services through their vehicle’s infotainment systems.

Warehouses

Warehouses in lean management refers to storage facilities that hold materials or finished products. Lean practices aim to minimize the use of warehouses by streamlining inventory and production processes, ensuring that products are delivered just-in-time to reduce storage costs and excess inventory.

Warning Letter

Warning Letter in the medical field is an official notice issued by regulatory agencies, such as the FDA, to inform a company that it has violated certain regulations. The letter outlines the specific issues and requires corrective actions to ensure compliance with health and safety standards.

Waste

Waste in the environmental context refers to any unwanted or discarded material that results from human activities. Effective waste management strategies aim to reduce, recycle, or safely dispose of waste to minimize environmental impact and promote sustainability.

Waste

Waste in lean manufacturing refers to any activity that does not add value to the product or service. Lean practices focus on identifying and eliminating waste to improve efficiency, reduce costs, and increase customer satisfaction.

Waste – Dysfunctional Behaviors

Waste – Dysfunctional Behaviors in lean refers to employee actions that do not contribute to productive work or may cause disruptions. This includes behaviors like poor communication, resistance to change, or lack of engagement, all of which can hinder workflow efficiency and overall productivity.

Waste – Motion and Efforts

In lean manufacturing and lean management, Motion waste refers to any unnecessary movement of people, equipment, or machinery that does not add value to a product or service. It includes all physical actions that consume time and energy without directly contributing to the end goal. This type of waste leads to inefficiency, fatigue, increased risk of errors, and even injury over time.

When discussing Efforts along with Motion, it broadens the idea: not just physical movements, but also inefficient use of human effort — such as mental strain or redundant work — that reduces productivity.

Key aspects of Motion and Efforts waste:

• Unnecessary Movement: Walking, reaching, bending, twisting, or searching that could be eliminated with better workspace design.

• Poor Workplace Layout: A badly organized workplace forces workers to move more than necessary to complete tasks.

• Searching for Tools or Materials: Time wasted locating needed items is a form of effort waste.

• Excessive Setup or Adjustment: Frequent or complicated setups that could be simplified contribute to motion waste.

• Overcomplicated Processes: Requiring extra steps or manual adjustments that add no value for the customer.

• Physical and Mental Fatigue: Inefficient motion increases tiredness, leading to reduced performance and more mistakes.

Examples of Motion and Efforts waste:

• A factory worker walking across the floor multiple times a day to fetch parts

• An office employee searching through unorganized files for needed documents

• Operators constantly adjusting a machine due to poor calibration

• Employees manually entering data into several systems when integration could automate it

Causes of Motion and Efforts Waste:

• Poor workstation or process design

• Lack of 5S (Sort, Set in order, Shine, Standardize, Sustain)

• Inadequate training or unclear work standards

• Equipment placement far from the point of use

• Inefficient communication paths or workflows

Solutions to reduce Motion and Efforts waste:

• Redesign workspace layouts for minimal movement (cellular layouts, U-shaped lines)

• Implement 5S principles to organize tools and materials

• Use visual management (labels, signs) to make tools easy to find

• Standardize processes and workflows

• Introduce automation where feasible

• Train employees on ergonomics and efficiency methods

Benefits of eliminating Motion and Efforts waste:

• Increased productivity

• Reduced worker fatigue and injury

• Faster cycle times

• Higher employee satisfaction

• Better overall quality and consistency

Waste – Producing Defective Goods

In  lean manufacturing and  lean management, the waste of Producing Defective Goods — often called Defects Waste — refers to any product or output that fails to meet quality standards and requires correction, rework, or complete disposal. Producing defects is considered one of the most serious forms of waste because it not only wastes materials and labor but also leads to customer dissatisfaction, increased costs, and lost opportunities.

Defects waste doesn’t just happen on the production floor — it can occur in any process where errors create poor outcomes that must be fixed or replaced.

Key aspects of Defects Waste:

• Rework: Time and resources spent fixing products that should have been made correctly the first time.

• Scrap: Complete loss of materials when items are too defective to repair.

• Inspection Costs: Extra costs incurred from needing to catch errors through inspections rather than preventing them.

• Delays: Defects can cause production delays, missed delivery deadlines, and bottlenecks.

• Damage to Reputation: Poor quality leads to loss of customer trust and potential long-term damage to the brand.

• Hidden Costs: Energy, labor, transport, and administrative effort spent managing defective products often go unnoticed but impact profitability heavily.

Examples of Producing Defective Goods waste:

• A manufacturing line producing parts with incorrect dimensions

• Software containing bugs that require emergency patches

• Packaging errors that cause products to be returned

• Incorrect orders sent to customers

Causes of Defects Waste:

• Poor process design or outdated equipment

• Lack of standardized work procedures

• Inadequate training for employees

• Using low-quality materials

• Communication failures between teams

• Ignoring quality checks or performing them too late

Solutions to reduce Defects Waste:

• Build Quality at the Source: Design processes so that errors are either impossible (poka-yoke) or immediately visible.

• Implement Standardized Work: Create clear, simple procedures for everyone to follow.

• Invest in Employee Training: Ensure everyone understands how to perform tasks correctly and why quality matters.

• Use Root Cause Analysis: When defects occur, dig deep to find and address the true cause, not just the symptoms.

• Continuous Improvement (Kaizen): Always seek small, incremental improvements to reduce the likelihood of errors.

Benefits of eliminating Defects Waste:

• Lower costs (less rework, scrap, and inspection)

• Higher customer satisfaction and loyalty

• Faster lead times and delivery schedules

• Stronger brand reputation

• More productive and motivated workforce

Waste – Unnecessary Stock on Hand (Inventory)

In lean manufacturing and lean management, Inventory Waste refers to having more raw materials, work-in-progress (WIP), or finished goods on hand than is necessary to meet immediate customer demand. While inventory might seem like a safety net, excessive inventory hides problems, ties up cash, requires more storage space, and can lead to additional waste like obsolescence, damage, and higher handling costs.

In Lean thinking, inventory is considered a form of waste because it represents work that has been done but is not yet delivering value to the customer.

Key aspects of Inventory Waste:

• Excess Materials: Stockpiling raw materials without immediate use leads to clutter, aging stock, and tied-up capital.

• Work-in-Progress (WIP): Partially completed products sitting idle in the production system are wasteful and delay final delivery.

• Overproduction: Making more products than the customer needs results in extra storage, potential discounting, or scrapping.

• Storage Costs: Excess inventory requires additional space, racking, climate control, and security.

• Risk of Obsolescence: Products or materials may become outdated, expire, or deteriorate while in storage.

• Reduced Flexibility: Large inventories make it harder to adapt to changes in customer demand or market trends.

Examples of Inventory Waste:

• A warehouse full of unsold seasonal goods

• Manufacturing plants with massive WIP that takes months to complete

• Excess spare parts stored for equipment that is rarely serviced

• Over-ordering supplies just in case, leading to expired or unused stock

Causes of Inventory Waste:

• Overproduction (producing more than needed)

• Poor demand forecasting

• Long lead times from suppliers

• Inefficient production processes

• Lack of communication between sales, production, and procurement

• Just-in-case mentality rather than just-in-time production

Solutions to reduce Inventory Waste:

• Implement Just-in-Time (JIT) systems: Produce and order only what is needed, when it is needed.

• Improve demand forecasting: Use real-time sales and usage data to plan accurately.

• Reduce batch sizes: Smaller production batches can reduce WIP and storage needs.

• Streamline supply chain processes: Build strong relationships with suppliers for faster, more reliable deliveries.

• Practice 5S in storage areas: Organize inventory clearly and efficiently to track usage and needs better.

Benefits of eliminating Inventory Waste:

• Lower storage and carrying costs

• Reduced risk of obsolescence and spoilage

• Increased cash flow and working capital

• Faster response to market changes and customer demands

• More organized and safer workplaces

Waste – Inefficient Processes

In lean management and lean manufacturing, Inefficient Processes refer to any activity, workflow, or method that uses more time, resources, or effort than necessary to deliver value to the customer. Inefficiency often results from outdated practices, poor design, lack of standardization, or excessive complexity. This waste not only slows down production and service delivery but also increases costs, errors, and employee frustration.

Inefficient processes create extra steps, bottlenecks, rework, and delays that do not contribute to what the customer truly wants.

Key aspects of Inefficient Processes Waste:

• Overcomplicated Workflows: Too many unnecessary steps or overly complex procedures.

• Lack of Standardization: Different workers doing the same task in different ways, leading to inconsistency.

• Manual Processes: Activities that could be automated or streamlined but are still done by hand.

• Redundant Approvals: Unneeded reviews and approvals that slow down the flow of work.

• Poor Communication: Misunderstandings and information gaps that cause mistakes or duplicated work.

• Waiting Times: Idle time between steps because processes aren’t properly synchronized.

Examples of Inefficient Processes waste:

• Filling out the same information multiple times across different forms

• Waiting for manager approval for routine, low-risk tasks

• Re-entering data manually from paper into computer systems

• Complex manufacturing steps that could be combined or simplified

• Shipping orders through multiple unnecessary checkpoints

Causes of Inefficient Processes:

• Legacy systems or outdated technologies

• Lack of process analysis or review over time

• Organizational silos with poor interdepartmental coordination

• Resistance to change or continuous improvement

• Inadequate training and unclear job roles

Solutions to reduce Inefficient Processes Waste:

• Value Stream Mapping (VSM): Analyze and visualize the flow of materials and information to identify wasteful steps.

• Standardize Best Practices: Create clear, simple procedures that everyone follows.

• Process Automation: Use technology to handle repetitive, low-value tasks.

• Continuous Improvement (Kaizen): Regularly review and refine processes to eliminate inefficiencies.

• Empower Employees: Involve frontline workers in identifying and fixing inefficient practices.

Benefits of eliminating Inefficient Processes:

• Shorter lead times and faster delivery

• Higher quality and consistency

• Lower operational costs

• Increased employee satisfaction and engagement

• Better customer experiences and responsiveness

Waste – Over-Production

In lean manufacturing and lean management, Over-Production is considered one of the most critical and damaging types of waste. It occurs when more products, components, or information are produced than are needed, earlier than needed, or faster than the next process can handle. Over-production leads to many other forms of waste, including excess inventory, increased storage costs, higher risk of defects, and unnecessary labor.

Rather than more is better, lean thinking teaches that producing exactly what is needed, when it is needed, is the most efficient and sustainable approach.

Key aspects of Over-Production Waste:

• Producing Too Early: Making items before the customer or next process requires them.

• Producing Too Much: Creating more units than are immediately needed for sale or use.

• Unbalanced Production: Speeding up one part of the process without considering the capacity of downstream steps.

• Masking Problems: Over-production hides real process issues like bottlenecks, long setup times, or poor demand forecasting.

Examples of Over-Production waste:

• Manufacturing thousands of parts before any customer orders are confirmed

• Printing excess copies of reports just in case

• Preparing meals or products in bulk without a clear forecast, leading to spoilage

• Producing goods based on inaccurate sales forecasts rather than real-time demand

Causes of Over-Production:

• Push production systems (producing based on forecast, not actual demand)

• Long setup times leading to large batch production

• Poor communication between departments

• Pressure to maximize machine or worker utilization rather than optimize flow

• Fear of stockouts, leading to excessive safety stock

Solutions to reduce Over-Production Waste:

• Just-in-Time (JIT) Production: Only produce what is needed, when it is needed, in the quantity needed.

• Smaller Batch Sizes: Reduce batch sizes to match real customer demand.

• Takt Time Alignment: Synchronize production speed with customer demand rate.

• Quick Changeover (SMED): Reduce setup times so smaller, more frequent batches are practical.

• Pull Systems: Use Kanban or similar systems to trigger production based on real-time needs.

Benefits of eliminating Over-Production:

• Lower inventory carrying costs

• Reduced waste in storage, handling, and transportation

• Improved quality (defects are easier to spot in smaller batches)

• More flexible and responsive operations

• Increased cash flow and profitability

Waste – Unnecessary Transportation

Waste – Unnecessary Transportation refers to the excess movement of materials or products that do not add value to the final product. In lean practices, reducing unnecessary transportation improves efficiency, reduces costs, and minimizes environmental impact. Reducing unnecessary transportation helps create smoother, faster, and more cost-effective processes.

Key aspects of Unnecessary Transportation Waste:

• Excessive Movement: Moving materials multiple times without any transformation or improvement to the product.

• Long Distances: Poor layout design requiring parts or information to travel long paths between departments.

• Double Handling: Touching or moving the same item multiple times unnecessarily.

• Complex Material Flow: Crisscrossing routes and confusing logistics instead of a direct, efficient path.

Examples of Unnecessary Transportation waste:

• Moving parts across different buildings several times during assembly

• Shipping products to a remote warehouse before delivery to the customer

• Employees needing to walk long distances to fetch tools, forms, or supplies

• Sending paperwork through multiple unnecessary approval layers

• Excessive transferring of digital files between different systems without integration

Causes of Unnecessary Transportation:

• Poor facility or office layout

• Batch production (waiting for large quantities before moving)

• Organizational silos (departments working independently without coordination)

• Inefficient supply chain design

• Lack of process flow planning

Solutions to reduce Transportation Waste:

• Layout Optimization: Arrange workspaces and equipment to minimize movement (e.g., U-shaped cells).

• Point-of-Use Storage: Store materials and tools close to where they are used.

• Implement One-Piece Flow: Move items only when needed, and minimize batch transfers.

• Use Value Stream Mapping: Identify and eliminate unnecessary transportation steps in workflows.

• Cross-Functional Collaboration: Improve coordination between departments to streamline material and information flow.

Benefits of eliminating Unnecessary Transportation:

• Reduced risk of product damage and loss

• Faster process and delivery times

• Lower labor and handling costs

• Increased worker productivity and safety

• Improved overall process efficiency and customer satisfaction

Waste – Waiting or Idle Time

Waste – Waiting or Idle Time refers to delays in production caused by waiting for materials, information, or equipment. Reducing idle time is essential in lean management to ensure continuous workflow and increase productivity. In Lean thinking, time spent waiting is a clear sign of inefficiency that should be reduced or eliminated wherever possible.

Key aspects of Waiting or Idle Time Waste:

• Employee Idle Time: Workers standing or sitting without tasks because previous steps aren’t finished.

• Machine Downtime: Equipment not running because of setup, maintenance, or material shortages.

• Material or Information Delays: Waiting for components, tools, paperwork, approvals, or instructions.

• Process Bottlenecks: One slow step in the workflow holding up the entire production line or service process.

Examples of Waiting or Idle Time waste:

• A worker waiting for parts to arrive to start their task

• Machines waiting for maintenance technicians or spare parts

• Customers waiting in long queues because of slow service

• Project teams waiting for feedback or approvals to proceed

• Operators pausing work while computers or systems load or update

Causes of Waiting or Idle Time:

• Imbalanced workloads between process steps

• Poor scheduling or production planning

• Unreliable equipment or frequent breakdowns

• Lack of materials, tools, or information when needed

• Over-reliance on batch production rather than continuous flow

• Inefficient communication between teams or departments

Solutions to reduce Waiting or Idle Time Waste:

• Balance Workloads (Heijunka): Smooth out production to avoid bottlenecks.

• Implement Preventive Maintenance: Keep equipment reliable and ready.

• Use Just-in-Time (JIT) Principles: Ensure materials and information arrive exactly when needed.

• Standardize Workflows: Make processes predictable and coordinated.

• Improve Communication: Real-time information sharing reduces delays and confusion.

• Cross-Train Employees: Allow workers to flex between tasks when idle.

Benefits of eliminating Waiting or Idle Time:

• Faster process and delivery times

• Increased productivity and output

• Lower operational and labor costs

• Improved employee morale (less frustration from inactivity)

• Enhanced customer satisfaction due to quicker service

Waste Recording Form

Waste Recording Form is a document used in lean management to track and document the types and amounts of waste generated during a production process. This form helps identify inefficiencies and provides data for continuous improvement efforts.

WAT – Weight, Altitude, Temperature

Weight, Altitude, Temperature (WAT) refers to the three key factors that affect an aircraft’s performance. These variables are crucial for determining takeoff, landing, and climb performance, and pilots must carefully consider them during flight planning.

Water Spider / Water Strider / Mizusumashi

Water Spider / Water Strider / Mizusumashi refers to a lean manufacturing role in which an employee is responsible for ensuring that workstations have the necessary materials, tools, and components. This role is essential for keeping production lines running smoothly by reducing delays and minimizing the need for workers to leave their stations.

Just like a water strider insect moves quickly and lightly across the surface of water without causing disruption, the Water Spider moves efficiently across the production floor, supporting workers and maintaining steady operations.

Key aspects of the Water Spider role:

• Material Handling Specialist: The Water Spider delivers parts, tools, and supplies exactly when and where they are needed.

• Supports, Not Produces: Unlike other workers, the Water Spider usually does not perform direct value-adding work (like assembly) but supports those who do.

• Maintains Flow: Helps avoid production delays by keeping workstations stocked and removing completed work or waste.

• Highly Organized Movements: Follows a standardized, often timed route to ensure consistent and efficient service.

• Immediate Response: Quickly addresses any material shortages or work interruptions to keep production moving.

Typical Duties of a Water Spider:

• Delivering raw materials, parts, and supplies to work cells

• Removing finished products or waste from workstations

• Replenishing packaging materials

• Moving paperwork, instructions, or tools as needed

• Performing minor adjustments or setups (sometimes, depending on the company)

Benefits of using a Water Spider:

• Reduces waiting time for operators

• Allows operators to focus 100% on value-adding work

• Improves production flow and reduces downtime

• Reduces excess inventory at workstations

• Helps identify process issues (since the Water Spider often notices shortages or bottlenecks early)

Skills needed by a Water Spider:

• High organization and time management

• Good understanding of the production process

• Ability to anticipate needs before they become problems

• Strong communication skills

• Physical stamina for frequent movement

WAVCA – Wheelchair Accessible Vehicle Converters Association

Wheelchair Accessible Vehicle Converters Association (WAVCA) is an organization that represents companies involved in converting vehicles to be accessible for wheelchair users. WAVCA ensures that these vehicles meet safety, quality, and accessibility standards for the mobility-impaired community.

Website: www.wavca.co.uk