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Waste walk checklist (TIMWOODS)
A waste walk is a short, planned walk through one process with a single purpose: to see and write down waste. TIMWOODS is one way to remember the eight wastes: transport, inventory, motion, waiting, overproduction, over-processing, defects and skills (people's knowledge and ideas left unused). Page 1 of this checklist has four concrete things to look for under each waste, 32 in all, with a box to tick when you see one, where it was and a rough size in minutes, meters or pieces. Page 2 is for the debrief straight after the walk: a count by waste, a findings log with the idea to remove each one, dot votes, an owner and a due date. The Excel version has the same checklist, a findings log that ranks findings by votes and flags late actions, and a summary by waste with a chart.
Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.
Fields for area, date, walk leader and team, then 32 things to look for grouped under transport, inventory, motion, waiting, overproduction, over-processing, defects and skills, each with a seen box, where and how much.TIMWOODS32 things to look forWhere and how muchCount by wasteFindings logDot voteOwners and dates
When to use it
When to use a waste walk checklist
- To pick targets at the start of a kaizen event, from what the team can see.
- When teaching the eight wastes: an hour on the floor teaches more than a slide.
- On a regular round of one process, for example each quarter with a different group.
- When a line feels slow or crowded but nobody can say why.
How to fill it in
- 1
Pick one process and a small group
One process, not the whole plant. Three to six people, mixed: an operator, a supervisor, someone from another area, someone from the office.
- 2
Brief the eight wastes
Ten minutes before you leave the room. One example of each waste from your own plant works better than a definition.
- 3
Walk for 45 to 60 minutes
Stand at each station for at least one full cycle. Tick what you see, write where it is and a rough size. Do not fix anything on the walk.
- 4
Ask the people doing the work
What slows you down? What do you walk to fetch? Their answers fill the motion, waiting and skills rows faster than watching.
- 5
Debrief at the board
One row per finding on page 2, merge duplicates, then three dot votes each. Pick the top two or three.
- 6
Give the top findings an owner and a date
Small fixes go to the area team. Bigger ones become kaizen projects. Keep the rest as a backlog and look at it again on the next walk.
What's on the walk
The 32 things to look for on the waste walk checklist
Four under each of the eight wastes, in TIMWOODS order. On the sheet each one has a box to tick when you see it, where it was and a rough size; add the ones that fit your own process.
Transport
Material moved further or more often than the work needs
- 1Material put down and picked up again between two steps
- 2Long forklift, cart or tugger trips between steps that could sit closer
- 3Parts parked in a temporary spot on the way to where they are used
- 4Material sent to another building, floor or area and back
Inventory
More material than the next step needs right now
- 5WIP piled between steps with no limit marked, or over the limit
- 6More than a few days of raw material or bought parts at the line
- 7Finished goods waiting with no ship date
- 8Obsolete, damaged or unlabelled stock in the area
Motion
People moving more than the job needs
- 9Operators leaving the station for parts, tools or paperwork
- 10Reaching, bending, twisting, or lifting above the shoulder or below the knee
- 11Searching for tools, gauges, parts or information
- 12Turning or re-gripping a part more often than the job needs
Waiting
People or machines idle
- 13Operators watching a machine run its cycle
- 14People or machines stopped for material, a forklift, a setter or a quality sign-off
- 15Work held for a drawing, an instruction or a decision
- 16One station busy while the next one waits for it
Overproduction
Making more, or sooner, than the next step needs
- 17Running ahead of the schedule or of what the next step asks for
- 18Batches bigger than the order, the kanban or the container
- 19Parts made to keep a machine or a person busy
- 20Labels, kits or paperwork prepared long before they are used
Over-processing
Work the customer does not pay for
- 21Finishes, tolerances or cosmetic steps beyond what the customer asks for
- 22Checks, counts or signatures done twice
- 23The same data written on paper and typed into a system
- 24Deburring, cleaning or touch-up added to make up for an earlier step
Defects
Scrap, rework and the checking that catches them
- 25Scrap bins, rework benches or parts on hold in the area
- 26Sorting or 100% inspection to catch bad parts
- 27Wrong part, wrong revision or missing parts in kits
- 28Rework or repairs done at the station without being recorded
Skills
People's knowledge and ideas not used
- 29Skilled people doing routine handling or paperwork
- 30Operators' ideas never asked for, or asked for and never answered
- 31Workarounds everyone knows about that nobody has reported
- 32Nobody trained to cover the next station when someone is out
A filled-in example
Illustrative, not a benchmarkAn example: a 50-minute walk on a packing line by four people (illustrative).
The example walk's 14 findings, by waste
- Inventory3
- Motion3
- Transport2
- Waiting2
- Overproduction1
- Over-processing1
- Defects1
- Skills (unused)1
Inventory 3, motion 3, transport 2, waiting 2, overproduction 1, over-processing 1, defects 1, skills 1.
- 14 findings: transport 2, inventory 3, motion 3, waiting 2, overproduction 1, over-processing 1, defects 1, skills 1.
- Motion: the packer walks 18 m to the carton stack about 30 times a shift, roughly 540 m a shift.
- Waiting: the case sealer jammed three times in the 50 minutes and the operator waited 2 to 4 minutes each time for the line lead.
- Skills: the senior packer has a fix for the sealer jam that nobody had written down. Overproduction: labels for the whole day printed at the start of the shift, 120 of them scrapped at a changeover.
The dot vote picked three: move the carton stack to the point of use, write the sealer fix into a one-point lesson and adjust the guide, and print labels per order. All three had an owner and a date before the group left the board, and the other 11 findings went on the backlog.
Common mistakes
Walking the whole plant
Thirty findings across ten areas get nothing fixed. One process, looked at properly, gives a short list someone owns.
Writing what you know instead of what you saw
'Too much inventory' is an opinion. 'Five pallets of cartons at the line, about two days' is a finding.
Fixing things during the walk
Fixing one thing stops you seeing the next twenty. Note it and keep walking.
Blaming the person at the station
People work around the process they are given. Write the waste against the process, or nobody will talk to you on the next walk.
No size on the findings
Without minutes, meters or pieces the vote is a popularity contest. A rough number is enough.
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In LeanSuite's Idea Management, waste hunts log each opportunity by type of waste and size, and the best ones are approved into projects.
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FAQ
Waste walk checklist (TIMWOODS): common questions
Transport, inventory, motion, waiting, overproduction, over-processing, defects and skills. It lists the same eight wastes as DOWNTIME in a different order; skills means people's knowledge and ideas that are not used.
Every waste walk is a gemba walk, but a gemba walk can have any theme, such as safety or standard work. A waste walk has one purpose: to see and record waste in one process.
Forty-five to sixty minutes on the floor and about fifteen minutes at the board afterwards. Longer walks collect more than the team can act on.
A small mixed group: someone who works in the area, a supervisor, and people from other areas or the office. Fresh eyes see the waste the area has stopped noticing.
Vote, pick the top two or three findings and give each an owner and a date. Small fixes go to the area team, bigger ones become kaizen projects, and the rest stay on a backlog for the next walk.
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- X-bar and R control chart template25 subgroups with means and ranges, control limits from A2, D3 and D4, signal flags, both charts and a reaction log.
- Gage R&R study sheet10 parts, 2 or 3 appraisers, 2 or 3 trials: EV, AV, GRR, PV, %GRR and ndc by the average and range method.
- Root cause analysis templateOne report from problem statement to proof: containment, evidence, analysis, verified causes, actions and the effectiveness check.
- Safety pillar 90-day model area planThirteen weeks from the incident pyramid to safety standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Quality control pillar 90-day model area planThirteen weeks from the QA matrix to the QM matrix on one model area, a KPI board, the day-90 gate and expansion waves.
- Autonomous maintenance 90-day model area planAM steps 0 to 3 on one model machine in 13 weeks, a KPI board, the day-90 gate and expansion waves for months 4 to 12.
- Professional maintenance (PM) 90-day model area planThirteen weeks from breakdown analysis to a running PM calendar on one model machine, a KPI board, the day-90 gate and expansion waves.
- Environment and energy pillar 90-day model area planThirteen weeks from waste and energy maps to area standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Logistics and customer service pillar 90-day model area planThirteen weeks from the current-state map to pull on one model value stream, a KPI board, the day-90 gate and expansion waves.
- People development pillar 90-day model area planThirteen weeks from the skills matrix to trained cover on critical tasks in one model area, a KPI board, the day-90 gate and expansion waves.
- Early equipment management 90-day model area planThirteen weeks from lessons on current machines to a tracked start-up on one model equipment project, a KPI board, the day-90 gate and expansion waves.
- Cost deployment pillar 90-day model area planThirteen weeks from the loss map to costed, ranked projects in one model area, a KPI board, the day-90 gate and expansion waves.
- Cost per unit worksheet (manufacturing cost per good unit)One product's cost per good unit by materials, labor, machine and overhead, the gap to target, and which cost lever is worth most a year.
- Digital manufacturing readiness assessmentScore 24 statements on process, technology and people from 0 to 4, check the balance between them and rank the gaps by what matters in your plant.
- Manufacturing KPI dashboard templateWeekly plant numbers in, 14 KPIs out: OEE and its parts, first pass yield, scrap, on-time delivery, recordable rate, cost and absence, each against a target.
- RCM worksheet (failure mode and task selection)Failure modes classed as hidden, safety, operational or non-operational, then a task chosen for each: condition-based, discard, failure-finding, redesign or run to failure.
- Error-proofing verification log (daily master-sample check)Each poka-yoke device proved every day or week with a known-bad sample, with missed checks counted and the hours and parts at risk worked out when one fails.
- Training matrix template with expiry datesPeople by required trainings with expiry dates, OK, due, expired and missing flags, compliance by person and area, cover per training and a renewal list.
- Downtime reason codes template26 starter codes mapped to the six big losses, a log with drop-downs, a Pareto by code and by loss, and a code card for the line.
- Defect catalogue template with boundary samplesEvery defect with a definition, a class and the reason for it, measured accept and reject limits by zone, boundary samples, a defect log with DPU and Pareto, and an inspector agreement check.
- I-MR chart template (individuals and moving range)Up to 100 single readings with moving ranges, limits from a baseline, five run-rule flags, both charts, a second phase and a reaction log.
- Attribute control chart template (p, np, c and u charts)p, np, c and u charts in one workbook: a chart selector, a sample size check, limits for each subgroup, signal flags and four worked examples.
- Critical spare parts list and stocking levelsAssets ranked by consequence, each part classed and given a stocking policy, and min and max worked out from usage and lead time, with the downtime each stock-out would cost.
- Tier 2 meeting agenda and escalation sheetA 15-minute tier 2 agenda in ten timed blocks, fixed roles and rules, escalation triggers with time limits, and a log that ages every escalation and sends the answer back down.
- HACCP plan template: hazard analysis and CCP worksheetThe Codex 12 steps in one workbook: team and product, process steps checked on site, hazard analysis with the CCP decision tree, the CCP table with completeness checks, an allergen matrix and a verification schedule.
- Forklift operator training and evaluation recordPer-operator training and evaluation record, a register with three-year due dates and refresher triggers, and a weighted practical evaluation scoresheet.
- REBA worksheet (Rapid Entire Body Assessment)Score up to six postures with REBA: body-part drop-downs, Tables A, B and C as lookups, final score and action level, and a before and after comparison.
- Mock recall template: traceability exercise worksheetTrace a finished lot back to every input lot and forward to every first customer, reconcile the quantities against a tolerance and time it against your target.
- Plan for every part (PFEP) templateOne row per part: supplier, pack, container, usage, lead time and locations, with ABC classes, market and line kanban counts and a lineside space check.
- Changeover matrix templateA from-to matrix of changeover minutes with the clean each transition needs (allergen, colour, format), and a weekly planner that totals the order and suggests a shorter one.
- Overhead crane inspection checklist: frequent and periodic34 crane checks tied to OSHA 1910.179: an operator's pre-shift card, frequent and periodic inspections with signed records, a deficiency and tag-out log, and a register of next due dates.
- Measurement uncertainty budget templateA GUM uncertainty budget: Type A and B rows, divisors by distribution, sensitivity coefficients, uc, νeff, k from the t-table, U, TUR and a guard band check.
- Maintenance job plan templateOne job planned on one sheet: steps and craft hours, parts checked against stock, tools, lockout and permits, documents, a ready check for the schedule, and technician feedback.
- Video time study filming checklistA pre-shoot checklist and shot log for filming a time study on video: camera, light, people, settings, power and review.
- Reorder point and safety stock sheet (many parts)Safety stock, reorder point, order quantity and an order list for up to 500 parts, worked out from each part's own demand and lead time history.
- TRIR and DART rate trackerMonthly hours, OSHA 300 case counts and near misses in; rolling 12-month TRIR and DART rate, a case budget against your target and a trend chart out.
- Energy use and EnPI trackerMonthly electricity, gas and fuel in one unit, a 12-month regression baseline, expected against actual energy for each month, an EnPI ratio, the running saving and the tests that say whether the model can be trusted.
- FIFO lane sizing sheetThe maximum for a FIFO lane from the stop it must cover, in whole containers, with length, refill and wait checks for up to eight lanes.
- Pugh matrix templateCompare up to 8 concepts with a datum as better, same or worse on up to 12 criteria, flag must-haves, and carry the strongest into a second round.
- Machine guarding inspection sheetA machine register with due dates and a status per machine, 21 checks tied to OSHA 1910.212, .219 and .147, a guard opening check against Table O-10, and an action log.
- Condition monitoring route sheetA route of measuring points with baselines, alert and alarm limits, a check interval from the P-F interval, readings with rising and overdue flags, and an exceptions list worst first.
- Fire extinguisher inspection logOne row for every portable extinguisher: hydro test interval from OSHA Table L-1, annual and 6-year due dates, a 12-month check grid and open issues.
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A shift handover sheet, a red tag log, a changeover checklist for one machine: if your team uses it on the floor, ask.