The story
We ran into the new waste before we named it.
The practice grew up inside the discipline: value streams, standard work, kaizen, run for two decades across manufacturing and commercial work. When inference became a tool of the trade, we did what the discipline demands — we pointed it at our own operation first. A six-week process came out running in two days, at equal quality and price. Then we did it again, and again, across hundreds of processes.
The Five New Wastes are not a theory we adopted. They are what kept turning up.

