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The book ‘Performance Behavior’ (by Neil Webers) describes how an organization can link performance to behavior to minimize waste and optimize performance behavior.
8 FORMS OF HUMAN-WASTE are outlined which obstruct continuous improvement:
| Leadership-waste | the result from too much push-management (based on authority) |
| Comfort-waste | the result of targets that aren’t enough stretching |
| Communication-waste | the result of misunderstandings that usually originate from meetings |
| Discipline-waste | the result when people are not being held accountable for not adhering to standards |
| Goal-waste | the result of employees having no idea of what is expected of them |
| Engagement-waste | the result of asking people to take responsibility for events or results which they cannot influence themselves |
| Solving-waste | the waste of capacity to solve problems when people work on solving problems without focusing on the root-cause of a problem |
| Tuning-waste | is the waste where people talk about different problems or solutions |
