Distinguish between over-processing and under-processing with examples. Are both considered as wastes? Why?

Over-processing and under-processing are both types of waste in the context of lean manufacturing and process improvement. However, they represent opposite ends of the spectrum in terms of resource utilization and meeting customer requirements.

1. Over-processing:
   Over-processing refers to performing more work or processing steps than necessary to meet customer requirements, resulting in unnecessary use of resources, time, and effort. Examples of over-processing include:

2. Adding extra features, functionalities, or specifications to a product that customers do not value or are unwilling to pay for.

3. Using high-precision equipment or processes when simpler or less costly alternatives would suffice.
4. Applying excessive quality control measures or inspection procedures that do not add value to the final product.

Over-processing leads to increased production costs, longer lead times, and decreased efficiency, as resources are wasted on activities that do not contribute to meeting customer needs or enhancing product quality.

1. Under-processing:
   Under-processing, on the other hand, refers to not performing enough work or processing steps to meet customer requirements, resulting in products or services that do not meet quality standards or fail to fulfill customer expectations. Examples of under-processing include:

2. Skipping essential production steps or quality checks to save time or reduce costs.

3. Using inferior materials or components that do not meet quality specifications.
4. Neglecting maintenance or calibration of equipment, leading to suboptimal performance or reliability issues.

Under-processing leads to poor product quality, increased defects or errors, and reduced customer satisfaction, as products may not meet performance standards or fail to function as intended.

Both over-processing and under-processing are considered wastes because they result in inefficient use of resources, increased costs, and reduced value to the customer. By eliminating over-processing and under-processing and focusing on meeting customer requirements efficiently, organizations can improve quality, reduce costs, and enhance overall performance and competitiveness.