Mottainai: Japanese ethos of waste minimisation and its intersection with TIMWOOD

Excess inventory directly contradicts Mottainai principles, as it ties up resources that could be better utilised elsewhere

Integrating the Japanese concept of Mottainai with the TIMWOOD framework offers a powerful approach to waste minimisation and resource optimisation. By respecting the intrinsic value of resources and striving to eliminate waste in all forms, companies can achieve greater efficiency, sustainability, and profitability. This holistic approach benefits the organisation and contributes to a more sustainable and respectful use of the world’s resources. Embracing Mottainai is not just about reducing waste; it’s about fostering a culture of respect, responsibility, and continuous improvement in every aspect of business operations

Mottainai culture synthesised with TIMWOOD techniques

The Japanese term “Mottainai” embodies a sense of regret over waste, capturing a deep-seated respect for resources and a commitment to using them wisely. The word is steeped in cultural significance, encapsulating not just environmental consciousness but also a holistic approach to appreciating the value of what one has. In business and manufacturing, this concept aligns closely with lean management principles, specifically the TIMWOOD framework (developed from Toyota’s seven wastes), which identifies seven types of waste. This article explores how “Mottainai” can enrich the understanding and application of TIMWOOD, fostering a more sustainable and efficient approach to offices, factories, schools and personal lives.

Let’s face it: we are a wasteful nation. We see waste everywhere. Even during the recent economic crisis, we wasted electricity and fuel. We waste food. We waste water. We waste fertiliser. A Japanese expert once said we have the coldest hotels in the world. What a waste to set temperatures to “freezing” cold in hotels. We need warm clothes for dinner in some five-star hotels because it is so cold. We mistakenly believe that we are a developed nation and that waste symbolises prosperity. There is waste in homes, Government offices and corporate offices. We need to address this expeditiously.

Understanding Mottainai

“Mottainai” is akin to the Sinhala phrase “Mona nasthiak da?”, or “Aparade nasthiya”. This is a sentiment I always express at the sight of wasted food at buffets, waste of energy in buildings, and the waste of time at doctors’ channels. Mottainai, on the other hand, reflects a deep respect for the inherent value of objects, time, and resources. This concept is believed to have roots in Buddhism and Shintoism, which espouses frugality and abhors waste. It believes that wasting customers’ time is wrong. Shintoism believes that everything has a spirit, thus warranting careful and respectful use. In contemporary Japan, Mottainai has evolved to encompass environmental sustainability, encouraging practices that reduce waste and promote recycling. 

With sustainability coming into greater focus with the new IFRS disclosure standards applicable in 2025, and the new worldwide demands for sustainable practices, Sri Lankan organisations must formulate action plans to reduce waste and create a Mottainai culture within their organisations.

The TIMWOOD framework

TIMWOOD is an acronym for the seven types of waste identified in lean manufacturing: Transportation, Inventory, Motion, Waiting, Overproduction, Over-processing, and Defects. Each category represents a specific type of inefficiency that can occur in production processes or in providing services. Addressing these wastes is crucial for optimising operations and improving productivity.

1. Transportation: Unnecessary movement of materials or products.

2. Inventory: Excess products or materials needing to be processed.

3. Motion: Unnecessary movement and motions of people.

4. Waiting: Idle time when resources are not being used.

5. Overproduction: Producing more than what is needed.

6. Over-processing: Performing more work or using more components than necessary.

7. Defects: Products or services that do not meet quality standards.

Integrating Mottainai with TIMWOOD

Integrating the ethos of Mottainai with the TIMWOOD framework offers a more culturally enriched approach to minimising waste. Here’s how each type of waste in TIMWOOD can be addressed through the lens of Mottainai:

1. Transportation

Unnecessary transportation is a waste of energy and resources. Reducing transportation waste involves:

• Optimising the layout of the production floor.
• Using efficient routing.
• Employing local suppliers to minimise the distance materials and semi-finished components need to travel.

This method reduces fuel consumption and transportation equipment wear and tear, embodying the Mottainai respect for resources. In my consultancy work, I have seen many good examples of internal layouts where one unit’s output is another’s input, with no movement of semi-finished products. I have seen even more examples of bad layouts with no consideration for distances travelled to transport materials and stationery. A Mottainai culture will encourage people to focus on this waste and find methods to reduce excessive transportation. Today, the necessity of physical meetings has given way to online meetings, reducing the high cost of fuel, traffic congestion, and time.

2. Inventory

Excess inventory directly contradicts Mottainai principles, as it ties up resources that could be better utilised elsewhere. By implementing just-in-time (JIT) inventory systems, companies can ensure that materials arrive only as they are needed, minimising storage requirements and reducing the risk of obsolescence. This approach respects the intrinsic value of materials, ensuring efficient and effective usage. Huge inventories are usual in poorly managed operations where the management covers all their mismanagement with high inventories.

Like an iceberg, we notice only the problems above the water line. The more significant issues can be seen only when the portion below the water level of an iceberg is looked at. The inefficiencies are covered by excess inventory. Excess inventory ties up working capital and increases the cost of financing it. In my consultancy work and career, I have seen excess inventory with vast stocks of obsolete inventory arising from wrong stock control practices, incorrect scheduling of production and poorly formulated incentive schemes. 

3. Motion

Unnecessary motion, created by employees walking back and forth to fetch tools or carry materials, can be seen as a waste of human energy and time. Streamlining workflows, arranging workstations ergonomically, and employing automation wherever feasible can significantly reduce motion waste. This approach respects the value of workers’ time and effort, aligning with the Mottainai principle of minimising waste in all forms. The famous Frank Gilbreth, the pioneer of motion study who invented the “Therbligs”, was a pioneer in analysing the motions of factory workers and used unique cameras to study and improve human motions; this saved considerable costs for his client companies. In Sri Lanka, I see tons of wasted motion everywhere. Non-value-adding motions could be significantly improved by using Flow Process Charts, String Diagrams and Motion Studies.

4. Waiting

Idle time due to waiting for materials, information, or equipment is a waste of valuable resources. Implementing better scheduling systems, predictive maintenance, and real-time communication tools can help reduce waiting times. By ensuring that all elements of the production process are synchronised, companies can make better use of their resources, which is in line with the Mottainai ethos. Unnecessary customer waiting time is a “crime”. In many workplaces where I worked as an Industrial Engineer or CEO, I have implemented methods to measure and reduce waiting time. However, without a Mottainai culture, such waste would be seen as part of life and considered as unavoidable.

5. Overproduction

Overproduction is a significant waste, leading to excess inventory, wasted materials, and unnecessary energy consumption. Adopting demand-driven production strategies, such as make-to-order or Japanese “Kanban” systems, can help mitigate this waste. This approach ensures that products are only manufactured when there is a demand, respecting the Mottainai principle by preventing the waste of materials and labour. On average, Sri Lankan workplaces which do not practice lean management have huge stores, while in Japan, with more “Just-in-Time” methods, the average inventory is meagre, thus removing the necessity for large store buildings for the over-produced products.

6. Over-processing 

Over-processing is caused by adding more features or processes than necessary, which can save materials, time, and energy. Streamlining production processes to focus on essential features and functions can reduce this waste. By avoiding unnecessary steps, companies can respect the value of their resources, adhering to the Mottainai philosophy. In designing a product or building, the concept of Value Engineering is appropriate. The most cost-effective functional value and the esteem value are determined scientifically. Value Engineering will certainly reduce processes that do not add value.

7.Defects

Defects represent a waste of materials, time, and effort, as defective products must be reworked or discarded. Implementing stringent quality control measures at every stage and fostering a culture of continuous improvement can help minimise defects. By striving for perfection and valuing quality, companies can ensure that their resources are used efficiently, which aligns with Mottainai principles. Quality is not the separation of good and bad quality at the end of the process. Instead, quality must be built into a product or service at every production stage.

More recently, the Western world introduced an 8th waste: the waste of skills/talent by underusing human resources. Japan was one of the first countries to recognise the potential of workers’ brains. Assigning lower-level tasks to skilled/qualified people is a waste. The potential of people must be fully used.

Cultural and economic benefits

Mottainai will create a culture of identifying waste, focusing on it and eliminating it. Embracing Mottainai within the TIMWOOD framework offers cultural and economic benefits. Culturally, it fosters a sense of responsibility and respect for resources, which can enhance employee morale and corporate reputation. Economically, it leads to more efficient use of materials, time, and labour, reducing costs and improving profitability. It will make your organisation more competitive.

Practical applications and case studies

Several Japanese companies have successfully integrated Mottainai with lean principles to achieve remarkable results. For instance, Toyota’s production system, the epitome of lean manufacturing, incorporates respect for people and resources, reflecting the essence of Mottainai. This approach has enhanced Toyota’s operational efficiency and positioned it as a leader in sustainable manufacturing.

Another example is Sony, which has implemented stringent waste reduction practices. By embracing the Mottainai ethos, Sony has reduced its environmental footprint, improved resource efficiency, and enhanced its brand image as an environmentally responsible company. Sony’s “Mottainai Kitchen” promoting zero waste and sustainable food is an interesting initiative 

Conclusion

Integrating the Japanese concept of Mottainai with the TIMWOOD framework offers a powerful approach to waste minimisation and resource optimisation. By respecting the intrinsic value of resources and striving to eliminate waste in all forms, companies can achieve greater efficiency, sustainability, and profitability. This holistic approach benefits the organisation and contributes to a more sustainable and respectful use of the world’s resources. Embracing Mottainai is not just about reducing waste; it’s about fostering a culture of respect, responsibility, and continuous improvement in every aspect of business operations.

The first step in waste reduction is inculcating a Mottainai culture. One good example is the non-profit organisation “Mottainai Japan,” which promotes the concept among children with short stories by Mariko Shinju under the pseudonym Mottainai Baasan (a wise and healthy Grandmother). The stories teach children not to waste food and to follow the concept of waste-not-want-not. Mottainai Japan has changed the 3Rs of sustainability to 4Rs: reduce, reuse, recycle, and respect.