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

Over-processing and under-processing are both forms of waste in manufacturing and process improvement, but they occur at different ends of the spectrum and have distinct characteristics:

1. Over-processing: Over-processing refers to performing more work or processing than is necessary to meet customer requirements or achieve the desired quality. This often involves adding unnecessary features, specifications, or finishing touches that do not contribute value from the customer's perspective. Over-processing results in excess time, effort, and resources being expended, leading to increased costs and reduced efficiency.

   Example: In a manufacturing process, applying multiple layers of paint to a product when a single coat is sufficient to achieve the desired appearance and functionality is an example of over-processing. The additional layers of paint add cost and time to the process without providing any additional value to the customer.

2. Under-processing: Under-processing, on the other hand, refers to failing to complete necessary work or processing steps adequately to meet customer requirements or quality standards. This may result from skipping critical steps, using inadequate resources or equipment, or neglecting to address important specifications or criteria. Under-processing can lead to defects, errors, or deficiencies in the final product, compromising quality and customer satisfaction.

   Example: In a software development project, releasing a product without thorough testing and debugging to identify and fix software bugs is an example of under-processing. The inadequate testing may result in a product that is prone to crashes, errors, or malfunctions, leading to customer dissatisfaction and potential recalls.

Both over-processing and under-processing are considered wastes because they result in inefficiencies, increased costs, and reduced value for the customer. Over-processing wastes resources by allocating time, labor, and materials to activities that do not contribute to customer value, while under-processing compromises quality and increases the risk of defects or customer dissatisfaction. In lean thinking and process improvement methodologies such as Lean Six Sigma, the goal is to eliminate both forms of waste to optimize efficiency, quality, and value creation in the organization.