5S 3M Kaizen

Confederation of Indian Industry
CII-L M Thapar Centre for Competitiveness for SMEs
Training Program on
Waste Elimination
Via
5S,3M & KAIZEN

What is 5S ?
Cleaning
To create a safe working culture
To produce good quality products
To reduce Non Value Added Activity
What is 5S ?
5S is a basic, fundamental,
systematic approach for
productivity, quality and safety
improvement in all types of
business.

What is 5S ?
A Five S program is usually a part of, and
the key component of Visual Factory
(Workplace) Management (VFM). And 5s
and VFM are both a part of continual
improvement -- which is a component of
lean manufacturing.

Who will Benefit by 5S

Any type of business, from a retail
store to a power plant -- from
hospitals to television stations - all
types of businesses, and all areas
within a business, will realize
benefits from implementing a Five
S program.
Why 5S
?
Look Familiar

Elements of 5S
Seiri
Sort
Seiton
Set in Order
Seiso
Shine
Seiketsu
Standardise
Shitsuke
Sustain
STEP 1
SEIRI
SORT

CII-L M Thapar Centre for Competitiveness
Step 1 - SEIRI
Definition
Seiri means that
You remove all items from the workplace

that are not needed for current production
/ operations

Step 1 - SEIRI
Why ?
The factory becomes extremely crowded and hard to work in.

Lockers, shelves and cabinets for storage get in the way of
communication
Time is wasted in tools, parts searching
Excess Stock hide production problems
Unneeded items and equipment make it harder to improve process
flow
Done with the objective of saving

and recovering space
Three numbers in the range of 1 50 are missing. Ready? Go!

Three numbers in the range of 1 50 are missing. Ready? Go!

Step 1 - SEIRI
S.No
Steps to doing SEIRI

What to do
Who does it
1.
Identify the coordinator
CEO
2.
Identify the zones
Coordinator
3.
Identify the Zonal coordinator
CEO/Co-ordinator
4.
Identify the Red tag holding area
Co-ordinator
5.
Define the Red Tag
Co-ordinator
6.
Establish Criteria for red tag
CEO/Co-ordinator
7.
Establish frequency for doing red tag
CEO/ Co-ordinator
7.
Do the red tag
All persons
8.
Identify the Review Committee
CEO
9.
Review the Red Tagged Items
Review Committee

Step 1 - SEIRI
ZONES
The company to be divided into several

small zones to include every inch of space
in the company (incl Work area, office
area, Security cabin, canteen, toilets,
garden, etc)
Each zone to have a zonal coordinator

Step 1 - SEIRI
Red Tag Holding Area
Red tag Holding area

This is an area set aside for use in storing red tagged
items that need further evaluation
(Why- It gives you a safety net between first questioning whether something is
needed, and actually getting rid of it)
Types of Red Tag Holding Area

Local Red Tag area The Dept / Zones / Area can have individual red
tag area to avoid mix up of items with other areas
Central Red Tag Area Later it would be better to have a central red
tag area for disposal

Step 1 - SEIRI
RED TAG
Red
Tag can be a paper tag with the

following information
What
is the item?
How much Quantity?
Why is it removed out (damaged,
excess, etc)?
What is approx value?
Section from where the item is
removed?
Establish the frequency of

doing red tag
Step 1 - SEIRI
Criteria for Red Tag
Every person asks to all the items around his / her workplace
Is this item needed ?
If it is needed, is it needed in this quantity?
If it is needed, is it required very frequently?
If Answer is NO
REMOVE FROM WORKPLACE

Step 1 - SEIRI
RED TAG TARGETS
Types of items
Red-tag
targets
Inventory
Equipment
Physical areas
Raw materials, procured

parts, processing parts, inprocess inventory, assembly
parts, semifinished products,
finished products
Machines, equipment, Jigs,

Tools, cutting bits, gauges, dies,
carts, conveyance tools,
worktables, cabinets, desks,
chairs, supplies
Floors, walkways, operation areas,

well, shelves, warehouses
Identifying Red-Tag Targets

Step 1 - SEIRI
RED TAGGING
The best way to carry out red-tagging is to

do the whole target area quickly
RED TAGGING SHOULD BE A SHORT

AND POWERFUL EVENT

Step 1 - SEIRI
Review the Red Tagged Items

The review team would consist of senior members who
can take decisions on disposal, it must include personal
buying new items
First a purchase ban on all items red tagged till inventory lasts
Review the items accordingly
Keep the item where it is

Move the items to a new location
Store the item away from the work area
Hold the item in the local red tag area for evaluation
Disposal of the item
Step 1 - SEIRI
DISPOSAL METHODS
Treatment
Description
Throw it
away
Dispose of as scrap or incinerate items that are useless or unneeded

for any purpose.
Sell
Sell off to other companies items that are useless or unneeded for nay
purpose.
Return
Return items to the supply company.
Lend out
Lend items to other sections of the company that can use them on a
temporary basis.
Distribute
Distribute items to another part of the company on a permanent basis.
Central redtag area
Send items to the central red-tag holding area for redistribution,

storage, or disposal.
Classify clearly the items into necessary and

unnecessary items, then dispose of unnecessary items
Do not leave SEIRI half done. All of the unnecessary
items should be discarded.
Not
Necessary
Not
Necessary
Not N Not
eces
y
r
a
s
s
sary
e
c
e
N
STEP 2
SEITON
SET IN ORDER

Step 2 - SEITON
Definition
Seiton means that
You arrange needed items so that they are easy to

to use and label them so that anyone can find
them and put them away

Step 2 - SEITON
Why ?
SEITON is important because it helps eliminate many

kinds of waste in the workplace
Motion Waste Person sent to find cart searched full

factory
Searching Waste No one can find the key to the tool

cabinet
Waste of Human Energy Frustrated worker gives up

searching for template after two hours
Waste of Excess Inventory Desk drawers are full of

papers and stationary supplies
Waste of defective products Items not kept back in

the same location so worker picks up wrong piece for
assembly
Waste of unsafe condition Boxes of material kept in

the walkway, causing someone to trip and get injured
Step 2 - SEITON
Steps to do SEITON
Step A Deciding Appropriate location
1.Principles of Storing jigs, tools, dies to eliminate
waste
2.Principles of motion economy to eliminate waste
3.5 S Map to decide location
Step B Identifying location

1.Signboard Strategy
2.Painting Strategy
3.Colour coding Strategy
4.Outlining strategy
Step 2 - SEITON
SEITON
Operator returns tool without having to step back or
look
Tools Kept Close at Hand and Stored in the Order

Used
Step 2 - SEITON
SEITON
Before Improvement
After Improvement
Workpiec
e
Workpiec
e
Parts
Parts
Parts
stand
(slanted)
Parts
stand
Worktable
(two-thirds width reduction)
Worktable
Worktable was too wide.
Parts stand was too far away.
Parts were laid out
horizontally, making
them hard to see and reach.
Worktable was made smaller

(two-thirds width reduction).
Parts were put within closer reach.
Parts were laid out on a slant,
making them easier to see and
reach.

Step 2 - SEITON
SEITON
Before Improvement
Plastic sheets
for packaging
After Improvement
Workpiece
Conveyor
Conveyor
Plastic sheets were kept on

the rack behind the
operator.
The operator was forced to
turn around each time he
needed a plastic sheet.
The turning motion required
four seconds.
Now plastic sheets are hung

on a hook in front of operator.
The operator does not have to turn
around.
Four seconds of motion waste are
eliminated.

Step 2 - SEITON
BEFORE
OUT
Deburring
Cleaning
Grinder
#2
Heat
treatment
Grinder
#1
Roller

IN
Loader
Step 2 - SEITON
AFTER
Roller
Grinder
#2
Heat
treatment
3
2
Grinder
#1
4
5
Cleaning
Loader
Deburring
IN
OUT

Step 2 - SEITON
Identifying location
Signboard Strategy
The signboard strategy uses signboards to identify

what, where and how many.
Location indicators (where does the item go)
Item indicators (what item goes here)
Amount indicators (how many items go here)

Signboard Strategy
Elimination of Searching Waste

Step 2 - SEITON
Painting Strategy
The Painting Strategy is a method for

identifying locations on floors and walkways
Factors to keep in mind while using painting strategy
U-shaped cell designs are more efficient than straight

production lines
In process inventory should be positioned carefully for best

process flow
Floors should be leveled or repaired before painting
Walkways should allow for safety and smooth flow esp at

the turns
Divider lines should be 2 or 4 inch wide
Paint color MUST be standardised. Colors should be bright

Colour coding Strategy
Colour coding strategy can be use to indicate which

items is used for which part
Examples
Different colours can be allotted to different oils and the oil

bath to be marked the colour of the type of oil to be used
If certain items are used for making the same part then the
items can be colour coded the same colour and kept in a
location having the same colour.
Inventory levels can be colour coded to indicate the critical,

designed, reorder and excess levels

Step 2 - SEITON

Step 2 - SEITON
Outlining Strategy
Outlining is a method to show which jigs and tools

are stored where.
Outlining means drawing outlines of jigs and tools

in their proper locations

Step 2 - SEITON
SHADOW BOARDS FOR GAUGES

Place necessary items at proper position

for practical usage and clearly indicate the contents
so that everyone can understand.

Seiri & Seiton are carried out
What is missing now
STEP 3
SEISO
SHINE

Step 3 - SEISO
Definition
Seiso means that
You need to keep everything swept and

clean
This is done with the objective of inspecting for

problems and taking faster corrective actions
Step 3 - SEISO
Why ?
SEISO avoids certain problems

Puddles of oil or water lead to slippages and
injury
Cutting shaving, dirt can get mixed up in the
production resulting in defects
Cutting shaving can get into peoples eyes
and create injury
Windows are so dirty so no sunlight enters
Defects are less obvious in the dark
Filthy work environment lowers morale
Step 3 - SEISO
Steps to do SEISO
Determine Shine targets
Storage space, Equipment or Empty Space
Determine Shine assignments
Divide job based on area of cleaning
Divide job based on time of cleaning
Determine Shine Methods
Choose the right tools
Shining should take 5 minutes
How much to shine should be defined
Prepare tools
Keep tools near location of shine
Start to Shine
Clean thoroughly

Cleanliness involves cleaning every aspect of

the Organization and the removal of dirt,
dust,oil, scraps on the floor, & garbage.
Key Deliverables
Increased
Efficiency
Increased
Safety
A clean Systematic Organization results in increased safety and efficiency.

Step 3 - SEISO
SPIC & SPAN

If theres Lesser No. of Items
there is Lesser to Clean
One is Best
One page memo

One day Processing
One location Files
One copy Filing
Reduce no of Tools
Reduce no. of bolt sizes

Use of winged nuts
Consolidate kinds of oil
Combine various tools into one
Any others...
STEP 4
SEIKETSU
STANDARDISE

Step 4- SEIKETSU
Definition
Seiketsu means that
You need to create a consistent way of

doing tasks and procedures.
This is done with the objective of ensuring

that the condition does not deteriorate back to
the condition it was before implementing 1S,
2S and 3 S.
Step 4- SEIKETSU
Why ?
SEIKETSU avoids certain problems
Conditions go back to their old undesirable levels even

after company wide implementation of 5S
At the end of the day piles of unneeded items are left

from the days production and lie scattered.
Tool storage sites become disorganized and need to

be put in order at the end of the day.
Cutting shavings constantly fall on the floor and need

to be swept frequently
Even after implementing 1S and 2S, soon the office is

cluttered with more stationary supply than needed.
Step 4- SEIKETSU
Steps to do SEIKETSU
Step A : Making it a habit
Decide who is responsible for 3 S activities
Integrate 3S duties into regular work duties
Check on how well 3S conditions are being maintained
Step B : Prevention
Prevent unneeded items from accumulating
Prevent from having to put back things

STEP 5
SHITSUKE
SUSTAIN
Step 5 - SUSTAIN
Definition
Sustain (Shitsuke) means that
You need to make a habit of properly maintaining
correct procedures of 1S, 2S, 3S & 4S.

Step 5 - SUSTAIN
Why ?
SUSTAIN
avoids certain problems
Done with the objective of achieving higher

productivity and better quality through good employee
morale.
GOOD MORAL AND

BUILD PRIDE IN
WORK AREAS
Higher Productivity
Step 5 - SUSTAIN
HOW to implement 5th S

Awareness
Time
Structure - A Structure has to be formulated on how and when

5S activities will be done
Support
- All need to understand what 5S is about

- Time has to be allocated to do the 5S
- Management support needed in acknowledgement,

leadership and resources.
Management must lead by example
Rewards and recognition - Efforts need to be recognized
Satisfaction and Excitement - This needs to be shared in

the entire organization

Step 5 - SUSTAIN
Tools and Techniques for 5th S

5S Slogans
5S Posters/ Stickers
5S Photo Exhibits
5S Newsletters
5S BADGES AND BUTTONS
5S MINI SLOGAN SIGNS
5S Maps
5S Pocket manuals
5S Department tours
5S Competitions

Step 5 - SUSTAIN

5S Slogans & 5S Mini Slogan Signs

Do your best, follow 5S
World shines with sunrise
Your (Company name) shines with 5S
We request, please follow 5S
One goal, one passion 5S

Step 5 - SUSTAIN

5S Posters/ Stickers

Step 5 - SUSTAIN
ADVANTAGES OF
5S
Nice to work in a clean, beautiful, organised workplace
Time taken to reach things minimized
Lesser time wasted in information handling

Step 5 - SUSTAIN
ADVANTAGES OF
5S (Contd.)

Reduction in errors/defects due to standardized

procedures
Consistent and better quality product
Higher productivity
Lesser accidents

Step 5 - SUSTAIN
CRITICAL FACTORS/STEPS IN
IMPLEMENTING 5S
Top Management commitment
Leadership by location head
Awareness Training Programme for all

employees (concepts, rules, steps, benefits)
Launching of 5S programme, promotion

through badges, posters, booklets, banners
Allocation of funds
Identification of 5S areas
Step 5 - SUSTAIN
5S On The Plant Floor

3M & Kaizen

WHY BUSINESS
?
TO GENERATE MONEY
Objective of Enterprise
To Increase Profit
Growth by Top & Bottom Line
Living Standard Improves

Increase Profit
Selling Price
Cost + Profit
Profit
Selling Price Cost
Selling Price is Decided by Market
Leads to
Actual Movement of Reducing Cost

Reducing costs vs. Cutting costs

Cutting costs
Temporary measure
Reversible
Painful/drastic
Reducing costs by waste elimination
Genuine cost reduction(Not just reduction of expenses)

Irreversible
People acceptance
Impacts both top and bottom line
Concept of 3M

3M
MUDA
WASTE
MURI
STRAIN
MURA
INCONSISTENCY

OPERATION / PROCESS
FOR VALUE
ADDED
CUSTOMER PAYS
WASTE
VALUE ADDED
ESSENTIAL
SET OF ACTIVITIES
Elimination of MUDA (Waste)

What is MUDA
Operation = Work + MUDA
Work = Increases value of production
MUDA = Increases cost of production
Operation =
MUDA
Work
MUDA
Working
Total amount of labor

No
Change

Types of MUDA (Waste)
MUDA Monster
Profit

How to identify the Wastes?
Everything start with Implementation of 5 -S .

(Seiri, Seiton, Seiso, Seiketsu& Shitsuke)

THE 7 Wastes








MURA
OR
VARIATION
MURA = Unevenness
Will add cost of :-
Variation in quality
Unbalanced capacities of various machines
People are too busy in one area and too idle in the other area
Mixing up of experienced and inexperienced workers

MURI
OR
STRAIN
MURI
ON
MAN
MACHINE
BUILDING/INFRASTRUCTURE
Muri (Strain)
Using low precision equipment for high precision processing
Running beyond designed capacities
Working in strained postures
Manual working where automation is feasible
Strain due to poor design
Increased workload due to non-availability of relevant
resources
What is Muda, Muri & Mura

For example, suppose
you need to transport
12 tons of material
with a 4 ton capacity
truck
12 TONS
1 ton
Capacity : 4 ton

X 2 = MURI
To make 2 trips, carrying
6 tons at a time is Muri
(overburden)

X 6 = MUDA
Making 6 trips, carrying
2 tons at a time is
Muda (waste)

= MURA
A mixture of the two is

Mura (unevenness)


X 3 =
no muda,
no muri,
no mura
3 trips, carrying 4 tons at a time, eliminates Muda, while at

the same time no causing Muri.


12 TONS
1 ton
X 3 = NO 3Ms
X 2 = MUDA
(waste)
X 2 = MURI
(over burden)
Capacity
: 4tons
MURA
(unevenness)
Achieving such a balance everywhere in the company is one

of the primary aims of the Toyota production system.
Elimination of the 3Ms is always in the Toyota employees
mind, as everyone tries to keep waste down without causing
overburden.
CURRENT THINKING
REQUIRED THINKING

Understanding the Root causes of Wastes

The Simple Approach :
1. Go and See
2. Analysis the situation
3. Ask WHY? 5 times
- Uncover the root causes of waste and error, not the symptoms
- Avoid to blame

KAIZEN
The Key to Japans Competitive Success


Kaizen : - It is a tool for improvement and helps to improves

our processes, it has got a wide scope of application.
APPLICATION:
Daily Life
Work places
It is strong tool to support the cause of doing it and also reflects the
involvement and Morale of the individuals/participants.
Need for Kaizen

To reduce the cost by improving productivity
To improve the quality of the product
To reduce the cost to compensate for the increased cost
of inputs.
To improve the Delivery of the product and reduce the
lead time.
To improve the Morale
To reduce the chances of accident
COST SHOULD
BE REDUCED

GENERATION OF KAIZEN
Clear cut understanding of the present process.
Ability to break down Method into Elemental break up.
Analyzing the present situation and relating it to 3M.
Muda
Muri
Mura
Kaizens can also be generated by comparison of two same/different
processes having same characteristics

Identification of Kaizen
Can this job be made more comfortable ?
Isnt there a better method for this operation ?
Isnt there a faster way of doing it ?
Isnt there a safer way of doing this ?

Steps for preparation of Kaizen

GENERATION OF KAIZEN
PRESENTATION OF
THE KAIZEN IN FORMATS
RECORDING OF
KAIZEN IN FORMATS

Steps for preparation of Kaizen

Format: FORMATS present the information from many different
sources in a structured and standardized way.
Recording :Recording is done to convert data into information which

helps to increase knowledge,

Recording :Recording is done to convert data into information which

helps to increase knowledge.
Important points for Recording
There should be a standardized format
There should be a Kaizen no. allotted to the kaizen sheet
The presentation should be simple and self explanatory
Before and After situation comparison and Benefits should be the
explained.
Benefits:-
Benefits are always derived by comparison of input and

output.
Benefits can be tangible and non tangible.
Benefits are measured in the form of PQCDSM
(Productivity, Quality, Cost, Delivery, Safety, Morale)

QUESTIONS TO GENERATE KAIZEN IDEAS

Can I reduce the strain in the operation ?
Can this improvement be applied else where ?
Is there an alternative way to do it ?
Can this be reduced ?
Can this be increased ?
How can I Identify the defect at Source ?
What are the Non-value adding operations ?
Can this be done in a faster, cheaper, safer & easier way ?
Can I reduce the variations ?

Kaizen Sheet
Q
EG
EN
IT
Before Improvement:
Job damage during loading the job

for Door inner front Lh Indica X1
M16X2.0
DIA.25
DIA.19
18
GPPL FII
NOV-08
20
18
14
14
15
Sl.No.
Implemented By: RAUT S.G.

Result/Benefit:
Quality improved
Zero rework / rejection
Easy to locate the comp.
Productivity increased
Customer complaint / rework of job

20
MM/YY
Implemented Area: D/I FRT LH OP-40
Kaizen Theme : To reduce rejection online ( easy locate the job in die)
Problem/Present Status:
Company
12
15 mm
15 mm
10
10
90 mm
12
15
0
0
August
A u gu st
S e pt .
Oc t .
Real Root Cause Identification:

Regular Rework of panel
WHY
Job damage
WHY
Panel fouling at loading the job
WHY
Nail type Location pin in die
Why
As per design
After Improvement:
M16X2.0
DIA.25
15 mm
DIA.19
Sept.
Oct.
Nov .
Standardization :
Nail type location pin
replaced by rounded pin.
15 mm
70 mm
Root cause : Design constraints

Idea to eliminate root cause : Prevention of job damages at loading
Horizontal: Deployment at : No
Action taken : Location pin height reduced by 20 mm & nail type location convert
into ball type
Company
Kaizen Sheet
P
Kaizen Theme :
EGY
ENV
IT
Sandhar
MM/YY
Sl.No.
12/08
Implemented Area: Inj Mldg
To minimize energy cost.
Implemented By: Yashpal

Problem/Present Status:
The over head lights of 400W per
set in Injn Mldg/press shop/ZDC.
60 sets of lights.
Energy cost of Rs.5.6 Lacs per
annum.
Poor lux level of 90.
Real Root Cause Identification:
Before Improvement:
Result/Benefit:
Cost saving of Rs 46,800 per
annum.
( Picture or flow diagram )
After Improvement:
Lux level increased from 90 to

250.
Standardization :
Energy cost is high.

SOP got amended.
Over head lights costing high.
( Picture or flow diagram )

Energy saving lights are not
installed
Root cause
Photo of
Implementer
Energy saving lights are not installed.

To install T5 fittings of 4 rods of 50W
Idea to eliminate root cause
TFT fittings are installed in 10 places.
Action taken
Horizontal Deployment at: 50

Write zone / M/C: ZDC/PS/IM

THEME:
KAIZEN
LOSS NO
MACHINE:
LOSS STRUCTURE:
To reduce Inspection
time
8A
BENCH MARK
10 Sec / Inspection
TARGET
1 Sec / Inspection
PROBLEM:
IDEA:
To provide oil level visual indicator
outside the gear box
COUNTERMEASURE:
Before
19.03.2001
Jayaraman
Devanathan
Krishnamoorthy
Sivakumar
KAIZEN FINISH
31.03.2001
BENEFITS :
After
Dip
Stick
Max
To check the oil level in gear box

is very difficult & take more time
KAIZEN START
TEAM:
Inspection Time Reduction
Lock
screw
17B3S
Gear
Box
Gear
Box
Time saving / month
= 270 Sec
Timings saving / Year
= 3240 Sec
Effortless activity
Min
*
*
*
*
*
ANALYSIS:
WHY 1
Inspection
the oil
level takes
more time
Unlock Screws
Remove Dip stick
Inspect
Assy dip stick
Lock screw
* Inspect Only
HORIZONTAL DEPLOYMENT :
RESULT:
WHY 2
WHY 3
Method of
inspection
is difficult
Basic
machine
design
Sec
10
Before
After
Area
10 Sec
Socket
BETTER
5
Hex
Special
1 Sec
0

Status
`
`
`
8/13
11/15
7/13
Thanks


5S 3M Kaizen

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Confederation of Indian Industry

CII-L M Thapar Centre for Competitiveness for SMEs

5S,3M & KAIZEN

Confederation of Indian Industry

Confederation of Indian Industry

Confederation of Indian Industry

Who will Benefit by 5S

Confederation of Indian Industry

Confederation of Indian Industry

You remove all items from the workplace

Confederation of Indian Industry

The factory becomes extremely crowded and hard to work in.

Done with the objective of saving

Three numbers in the range of 1 50 are missing. Ready? Go!

Confederation of Indian Industry

Three numbers in the range of 1 50 are missing. Ready? Go!

Confederation of Indian Industry

Steps to doing SEIRI

Identify the coordinator

Identify the zones

Identify the Zonal coordinator

Identify the Red tag holding area

Define the Red Tag

Establish Criteria for red tag

Establish frequency for doing red tag

Do the red tag

Identify the Review Committee

Review the Red Tagged Items

Confederation of Indian Industry

The company to be divided into several

Confederation of Indian Industry

Red Tag Holding Area

Red tag Holding area

Types of Red Tag Holding Area

Confederation of Indian Industry

Tag can be a paper tag with the

Establish the frequency of

Criteria for Red Tag

REMOVE FROM WORKPLACE

Raw materials, procured

Machines, equipment, Jigs,

Floors, walkways, operation areas,

Identifying Red-Tag Targets

Confederation of Indian Industry

The best way to carry out red-tagging is to

RED TAGGING SHOULD BE A SHORT

Confederation of Indian Industry

Review the Red Tagged Items

Keep the item where it is

Dispose of as scrap or incinerate items that are useless or unneeded

Return items to the supply company.

Distribute items to another part of the company on a permanent basis.

Central redtag area

Send items to the central red-tag holding area for redistribution,

Classify clearly the items into necessary and

Confederation of Indian Industry

You arrange needed items so that they are easy to

Confederation of Indian Industry

SEITON is important because it helps eliminate many

Motion Waste Person sent to find cart searched full

Searching Waste No one can find the key to the tool

Waste of Human Energy Frustrated worker gives up

Waste of Excess Inventory Desk drawers are full of

Waste of defective products Items not kept back in