The 8 wastes of Lean applied to high-tech packaging
We often see companies organizing their packaging logistics tightly, but the real profit is not in planning or production—it’s in what happens in between.
In the moments when packaging is waiting, being moved, checked, or repaired. That’s where waste creeps in.
If you look at the return flow of packaging through the lens of the TIMWOODS method (Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects, and Skills), you will see patterns that seem innocent at first glance — but in reality make the difference between an efficient and a sluggish process.
Lean thinking is therefore not only for production halls, but also for the return and reuse process of packaging. And perhaps especially there.
1. Transport – movement without value
We see that packaging sometimes travels halfway without anything happening to it. Half-empty pallets between cleaning and inspection, detours between locations, double internal transports. Each movement seems small, but together they form a network of movements that add nothing—except costs, risk of damage, and extra time.
It is smarter to bring the cleaning, inspection, and repair zones closer together or to bundle logistics routes. Fewer kilometers, more peace of mind in the flow.
2. Inventory – stock that stands still
Stock provides a sense of security. Yet a rack full of clean stock or spare packaging is often a symptom of another problem. We see companies keeping extra trays, boxes, or repair stock “just in case” because they don’t know the turnaround time or return frequency. But every package that sits idle longer than necessary is capital that is not being utilized. Moreover, inventory masks structural bottlenecks: why are there so many returns? Why does it sit idle for so long?
A simple starting point is to measure what is actually in circulation. With a kanban or pull system, you can reduce the process to actual needs, without excessive buffers.
3. Motion – the invisible meters
An operator who always has to walk just a little too far for an inspection label. A cart that is not in a fixed location. A set of tools that is always being searched for. We see that a lot of time is lost in the ‘movements between work’.
By reviewing the workplace layout, applying 5S, and positioning tools logically, a process can become smoother and safer. Small ergonomic improvements often have a surprisingly large impact—especially when they come from the shop floor itself.
4. Waiting—the silent loss
Waiting is one of the most underestimated forms of waste. In packaging logistics, it happens everywhere: trays waiting for inspection, operators waiting for data, or machines standing idle until a form is filled out. This may seem trivial, but if a cleaning batch stands idle on a cart for half a day, the entire chain is delayed.
By improving the flow of information—for example, with clear status notifications or real-time dashboards—waiting times disappear without the need for additional capacity.
5. Overproduction—doing more than is required
Many organizations produce or prepare standard sets “just in case.” We see this reflected in return flows where complete packaging series are ready and waiting, while demand turns out to be lower.
Overproduction seems safe, but it actually leads to more storage, more transport, and less overview. Demand-driven working—producing or cleaning what is really needed—requires trust in data and process discipline. But it delivers peace of mind and transparency.
6. Overprocessing — the extra step
Double-checking labels, extra cleaning of trays that already meet the requirements, or using packaging with excessive specifications: these are all forms of overprocessing. We see that teams often want to build in extra certainty, especially with high-tech products where quality is crucial. Yet every unnecessary step is a delaying factor.
The question is always: does this action add value for the user, or are we doing it to reassure ourselves? By standardizing processes and focusing on what is really necessary, quality is maintained — without overkill.
7. Defects – repairs that nobody wants
An incorrectly cleaned tray, a damaged case, a missing label: defects in packaging logistics may seem minor, but they can slow down an entire return cycle. We see that rework or rejection rarely stands alone. It is often a sign that the control or communication in an earlier step is not conclusive. Structural improvement starts with making deviations visible. Not to point fingers, but to learn.
A simple registration of rework cases often provides more insight than an extra check.
8. Skills – untapped potential
The eighth waste is perhaps the most human. We see that operators in repair or cleaning zones often know exactly where the process is faltering, but their insights are rarely sought. If you really want to apply Lean, involve the people who do the work.
Let them contribute ideas about layout, improvements, or causes of defects. This is often the most direct route to improvement. Utilizing knowledge and experience from the shop floor not only improves efficiency, but also fosters pride. And that is the fuel for continuous improvement.
Measuring waste is not difficult — if you know where to look
The power of TIMWOODS lies in its simplicity: it is a lens that allows you to see what you would otherwise overlook. Start small. Walk through a return process and note where something comes to a standstill, is duplicated, or seems unnecessary. Count the waiting times, the meters walked, the times moved.
We see that companies that approach their packaging process in this way achieve structural improvements step by step — without extra people or machines. Not by working harder, but by looking more closely.
Lean is also sustainable thinking
Every bit of waste that disappears saves more than just time or money. Less transport means less CO₂. Less stock means less material lying idle. Less rework means less cleaning, less water, less energy.
Lean thinking in packaging logistics is therefore also sustainable thinking. And perhaps that is the most important gain: that efficiency and responsibility for people and the environment reinforce each other.
