The Six Big Losses: Identifying and Eliminating Productivity Loss for Operational Excellence

The Six Big Losses: Identifying and Eliminating Productivity Loss for Operational Excellence

In today’s competitive business landscape, organizations strive to improve their productivity and operational efficiency to meet customer demands and stay ahead of the competition. The concept of the Six Big Losses provides a framework for identifying and eliminating the major sources of productivity loss in manufacturing and operational processes. By addressing these losses, organizations can streamline their operations, reduce waste, and enhance overall productivity. In this blog post, we will explore the concept of the Six Big Losses, their significance, strategies for mitigating them, and practical applications for achieving operational excellence.

Understanding the Six Big Losses: Definition and Origins:

Definition of the Six Big Losses: Explain the Six Big Losses as the major sources of productivity loss in manufacturing and operational processes, identified within the Total Productive Maintenance (TPM) framework.

Origins of the Six Big Losses: Discuss the historical context of the Six Big Losses and their integration into Lean manufacturing and TPM principles.

Overview of the Six Big Losses:

Equipment Failure: Discuss the loss caused by equipment breakdowns, malfunctions, and unplanned downtime.

Set-up and Adjustment Loss: Highlight the loss resulting from the time and resources required for equipment changeovers, setups, and adjustments.

Idling and Minor Stoppages: Explain the loss caused by short-duration equipment stoppages, minor malfunctions, or temporary disruptions.

Reduced Speed: Discuss the loss resulting from equipment operating at lower speeds than their design or rated capacity.

Process Defects and Rework: Explore the loss associated with defects, errors, or rework in the production process, leading to wasted time and resources.

Startup and Yield Loss: Highlight the loss caused by production delays during startup or low yield rates during the initial phases of a process.

Mitigating the Six Big Losses

Root Cause Analysis:

Identifying the Root Causes: Discuss the importance of conducting root cause analysis to identify the underlying factors contributing to the Six Big Losses.

Tools and Techniques: Explain various tools and techniques, such as the 5 Whys, Ishikawa (fishbone) diagrams, and Pareto analysis, for root cause analysis.

Strategies for Mitigation:

Equipment Maintenance and Reliability: Discuss the significance of proactive equipment maintenance practices, predictive maintenance techniques, and effective asset management to minimize equipment failure and downtime.

Standardized Work and Training: Highlight the importance of establishing standardized work procedures, providing comprehensive training programs, and ensuring skill development to reduce setup and adjustment times.

Autonomous Maintenance: Explain the concept of autonomous maintenance, empowering operators to perform routine equipment checks, preventive maintenance, and minor repairs, reducing idling and minor stoppages.

Overall Equipment Effectiveness (OEE): Explore the use of OEE as a key performance indicator to measure equipment performance, including speed losses, and identify improvement opportunities.

Process Optimization and Error-Proofing: Discuss process optimization techniques, such as value stream mapping, error-proofing (poka-yoke), and quality management practices, to reduce defects and rework.

Lean Startup Practices: Explain the importance of implementing Lean startup practices, including thorough planning, pre-production testing, and effective risk management, to minimize startup and yield losses.

The Six Big Losses: Identifying and Eliminating Productivity Loss for Operational Excellence
The Six Big Losses: Identifying and Eliminating Productivity Loss for Operational Excellence

III. Practical Applications of Six Big Losses Mitigation

Manufacturing Industry:

Lean Manufacturing: Explore how organizations in the manufacturing sector can apply Six Big Losses mitigation strategies to improve productivity, reduce downtime, and enhance overall efficiency.

Total Productive Maintenance (TPM): Discuss the integration of Six Big Losses mitigation within TPM initiatives, emphasizing the importance of operator involvement, equipment maintenance, and continuous improvement.

Service Industry:

Service Delivery Optimization: Explain how organizations in the service industry can identify and mitigate the Six Big Losses to streamline service delivery processes, reduce waiting times, and enhance customer satisfaction.

Service Quality Improvement: Discuss the application of Six Big Losses mitigation strategies in service quality management, including error prevention, process standardization, and continuous training.

Healthcare Industry:

Operational Efficiency in Healthcare: Explore how healthcare organizations can apply Six Big Losses mitigation techniques to improve patient flow, reduce equipment downtime, and optimize resource utilization.

Patient Safety and Quality Improvement: Discuss the significance of Six Big Losses mitigation in healthcare settings for reducing medical errors, minimizing defects, and enhancing patient safety.

Overcoming Challenges and Ensuring Sustainable Improvement

Organizational Culture:

Leadership Support: Emphasize the importance of leadership support and commitment to drive Six Big Losses mitigation initiatives, foster a culture of continuous improvement, and empower employees.

Employee Engagement: Discuss the significance of involving employees at all levels, encouraging their active participation, and providing opportunities for collaboration and skill development.

Continuous Improvement Mindset:

Kaizen Philosophy: Highlight the integration of Kaizen, a philosophy of continuous improvement, in sustaining Six Big Losses mitigation efforts and driving ongoing improvement.

Learning and Adaptation: Emphasize the need for organizations to foster a culture of learning, where feedback is valued, and lessons learned are incorporated into future improvement initiatives.

Performance Measurement and Analysis:

Key Performance Indicators (KPIs): Discuss the selection and tracking of relevant KPIs, such as OEE, setup time, defect rate, and equipment reliability, to monitor the effectiveness of Six Big Losses mitigation efforts.

Data-Driven Decision Making: Highlight the importance of collecting and analyzing data to identify improvement opportunities, prioritize initiatives, and make informed decisions for sustainable improvement.


The Six Big Losses provide organizations with a framework to identify and eliminate major sources of productivity loss, leading to enhanced efficiency, reduced waste, and improved operational performance. By implementing strategies to mitigate equipment failure, setup and adjustment loss, idling and minor stoppages, reduced speed, process defects and rework, and startup and yield loss, organizations can streamline their processes and achieve operational excellence. Practical applications of Six Big Losses mitigation can be observed in various industries, including manufacturing, services, and healthcare. Overcoming challenges and ensuring sustainable improvement requires leadership commitment, employee engagement, and a continuous improvement mindset. By fostering a culture of continuous improvement, empowering employees, and using data-driven decision-making approaches, organizations can effectively mitigate the Six Big Losses, optimize their operations, and achieve long-term success in today’s competitive business environment.

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About Pharmaguidanaces Channel

Ms. Abha Maurya is the Author and founder of pharmaceutical guidance, he is a pharmaceutical Professional from India having more than 18 years of rich experience in pharmaceutical field. During his career, he work in quality assurance department with multinational company’s i.e Zydus Cadila Ltd, Unichem Laboratories Ltd, Indoco remedies Ltd, Panacea Biotec Ltd, Nectar life Science Ltd. During his experience, he face may regulatory Audit i.e. USFDA, MHRA, ANVISA, MCC, TGA, EU –GMP, WHO –Geneva, ISO 9001-2008 and many ROW Regularities Audit i.e.Uganda,Kenya, Tanzania, Zimbabwe. He is currently leading a regulatory pharmaceutical company as a head Quality. You can join him by Email, Facebook, Google+, Twitter and YouTube

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