In today’s competitive business world, time is one of the most valuable resources. Yet, hidden
delays—waiting for materials, machine availability, approvals, or administrative decisions—continue to drain productivity. Though often overlooked, these waiting periods accumulate into significant production losses.
Eliminating waiting time is not simply about working faster; it is about smarter resource management. When material flow, scheduling, and decision-making are well-coordinated, downtime shrinks, processes run seamlessly, and productivity rises.
Causes and Solutions
Studies across factories and service sectors indicate that waiting waste often results from poor coordination, inaccurate planning, or reliance on outdated manual processes. According to McKinsey, waiting is a major source of waste in industrial operations, as unplanned stoppages, delayed approvals, or unavailable materials can significantly reduce efficiency. Analysis shows that digital transformation and Industry 4.0 technologies can reduce unplanned downtime by up to 30– 50% (McKinsey, 2023).
According to a CPS Group report on lean construction waste, waiting is defined as the idle time or delay in processes due to incomplete prior activities and can be classified into:
- Primary waiting: related to direct operational activities that can be planned and improved.
- Secondary waiting: related to indirect factors such as supplier issues, equipment breakdowns, or logistical delays (CPS Group, 2023).
Waiting waste consumes a significant portion of working hours, highlighting a major opportunity for efficiency improvement. To address these challenges, companies are advised to implement solutions such as:
- Enterprise Resource Planning (ERP) systems: to improve coordination and provide real-time access to data.
- Lean Manufacturing practices: to identify and eliminate non-value-added steps.
- Empowering teams to make faster decisions: to reduce delays in operations.
- Digital dashboards and real-time performance monitoring: to detect bottlenecks instantly and address them before they escalate into major stoppages.
Adopting these digital and lean solutions ensures smoother operations, reduces production losses, and improves overall organizational performance.
Maintenance: A Key Factor
Unexpected equipment breakdowns are among the largest contributors to wasted time. Preventive Maintenance (PM) and Predictive Maintenance (PdM) programs reduce failures and ensure smooth operations. Proactive maintenance prevents production stoppages before they occur, while skilled maintenance teams minimize downtime through rapid response.
At one PMI facility, the air compressor tank faced a recurring problem due to water accumulation caused by humidity. The water fills the tank instead of air, directly affecting production. If this water passes through with the compressed air to the machines, it can cause severe damage to hydraulic and pneumatic components, as well as air drills, in addition to corroding the tank itself.
Previously, drainage was done manually during production breaks, requiring the operator to wait until production stopped or finished to perform the drainage. In some cases, the operator might even forget to open the drain valve, leading to additional failures and production losses. This created a “double waiting” scenario: waiting to drain the water and then waiting again to repair the resulting damages.
The solution was simple yet transformative: installing an Automatic Drain Valve with a timer. This eliminated dependence on manual intervention, reduced downtime, and protected equipment from long-term failures. The lesson was clear—smart maintenance directly drives productivity.
Operator Competency
Even the best machines underperform if operators lack training. Inexperienced staff may delay setups, troubleshooting, or adjustments, extending waiting times and cutting efficiency. Regular training programs, both internal and external, ensure operators remain skilled in machine handling and safety protocols.
Cross training further strengthens resilience. When multiple employees can operate critical equipment, production continues even if one operator is absent, preventing unnecessary stoppages. Competent operators not only reduce downtime but also build a culture of efficiency.
Workplace Environment
Organizations that invest in operator competencies often report additional benefits such as reduced workplace accidents, higher job satisfaction, and better use of advanced machine features that would otherwise remain underutilized.
The surrounding environment also influences machine reliability. For instance, air compressors placed in dusty or humid areas face frequent filter blockages, overheating, and premature failures all causes of waiting. Ensuring clean, ventilated spaces with proper filtration reduces risks, stabilizes performance, and lowers repair costs.
Beyond the physical environment, workplace organization also plays a role. Cluttered production areas, poor material handling, or unclear signage often force operators to wait for tools, components, or instructions. Implementing 5S workplace organization practices—Sort, Set in Order, Shine, Standardize, Sustain—creates a structured environment where everything is available at the right time and place.
Framework for Addressing Waiting Waste
To systematically reduce waiting time, a structured framework separates proactive and reactive measures:
Proactive Actions (Before waiting occurs):
- Implement preventive maintenance schedules
- Use ERP systems and live dashboards
- Apply Lean planning and capacity leveling
Reactive Actions (After waiting begins):
- Rapid response to breakdowns
- Cross-training operators for flexible deployment
- Visual alerts and signal-based escalations
Top 3 Recommended Actions:
- Preventive Maintenance – Reduces unplanned downtime by addressing issues early.
- Digital Dashboards & ERP – Provides real-time visibility to detect bottlenecks quickly.
- Operator Cross-Training – Maintains production flow when operators are unavailable.
Strategic Perspective
Reducing waiting time should not be viewed only as a shop-floor challenge. It is a strategic initiative that strengthens competitiveness, customer trust, and market responsiveness. When companies shorten internal delays, they can respond faster to customer orders, adapt quickly to market fluctuations, and build stronger supply chain reliability.
As one manager put it, “Time on the factory floor is like water in a leaking bucket—no matter how much you pour in (resources, labor, materials), if the leaks (waiting time, poor coordination) aren’t fixed, productivity will keep draining away.” This metaphor highlights that true efficiency is not about adding more resources but about plugging the leaks that waste them.
Moreover, leaders who champion the elimination of waiting time often instill a broader culture of continuous improvement. Employees at all levels begin to view time as capital, actively seeking small improvements that collectively drive large gains.
Conclusion
Forward-thinking organizations treat time as capital. By addressing waiting time through smart maintenance, skilled operators, structured workplaces, and digital monitoring, businesses not only boost productivity but also achieve sustainable growth, lower operational costs, and stronger customer satisfaction. Eliminating waiting time is, in essence, an investment in efficiency, resilience, and long-term success.
