how do you distinguish “above and beyond” from “unnecessary and unvalued”?

We often hear the phrase “go the extra mile for the customer” as a mantra for great service. In many ways, it’s a noble aim, and when done right, it absolutely drives customer loyalty. But here’s the Lean challenge: how do you distinguish “above and beyond” from “unnecessary and unvalued”?

The answer lies in recognising overprocessing, one of the 8 Lean Wastes (TIMPWOOD), and asking ourselves the essential Lean question: does this add value to the customer?

Overprocessing waste is when we do more than what is required, more work, more effort, more tweaking, more communication, without a direct benefit to the end customer. It's deceptively dangerous because it often masquerades as "great service" or "added value," when in reality, it drains time, resources, energy, and costs, often without the customer even noticing, let alone appreciating it.

Let’s look at five real-world examples and break down both why they become overprocessing, and the hidden costs behind them. In each, we’ll also explore how Lean Thinking reframes the behaviour to align service with true value.

1. Providing Unnecessary or Excessive Services

Example: A hotel introduces pillow menus with 10+ types, nightly turn-down with elaborate towel origami, and unsolicited wake-up calls.

On the surface, these sound like luxury touches. But ask the average guest: are they requesting 10 pillow choices? Are they thrilled by the 15-minute room visit before bedtime?

Lean lens: These extras consume staff time, increase inventory complexity (more SKUs, more purchasing), and require training and standard work updates. They’re not just costing money, they’re often completely unnoticed or unwanted by the customer.

The cost of overprocessing here includes:

• Time waste: Housekeeping takes longer.

• Inventory waste: Extra pillows stocked and maintained.

• Motion & transportation waste: Staff movements for non-essential services.

• Overproduction: Services created “just in case.”

Better approach? Use customer feedback or surveys to prioritise features that guests truly value. Offer simplified, opt-in extras only when requested.

2. Customising Products Too Much

Example: A furniture maker lets every customer choose from 1,200 fabric colours, 300 leg finishes, and 20 cushion firmness levels.

Sounds like premium service, right? But behind the scenes, this level of customisation creates operational chaos. Every order becomes a bespoke challenge, triggering delays, errors, miscommunication, and batch sizes of one, which rarely align with Lean flow.

The cost of overprocessing here includes:

• Inventory waste: Holding rarely-used materials.

• Defects: Errors from miscommunication.

• Waiting: Increased lead times.

• Overproduction: Unused custom parts.

Lean principle in action: Set defined customisation tiers based on popular choices. Introduce modularity instead, where pieces can be swapped or upgraded post-purchase. That’s still “customer-centric,” but it’s far more efficient.

3. Ignoring Standardisation in Favour of Personal Touch

Example: A coffee shop lets every barista “express themselves” when preparing drinks, leading to wildly inconsistent outcomes.

Personalisation can be lovely… until a customer gets a perfect flat white one day and a watery one the next. Inconsistent service is frustrating, and it stems from lack of standardisation, which in Lean is a foundational element of quality.

The cost of overprocessing here includes:

• Defects & rework: Remaking incorrect drinks.

• Training waste: Onboarding becomes longer and harder to scale.

• Customer frustration: Poor repeatability leads to lost loyalty.

Lean fix? Set a standard first, then allow space for individuality within clear boundaries. For instance, standardise the drink-making process but allow unique latte art.

4. Offering Promotions That Don’t Add Value

Example: A retailer launches a BOGOF (buy one, get one free) on jumpers just as spring begins.

In this case, it’s not a value-add, it’s a clearance tactic disguised as generosity. If customers don’t want winter jumpers, giving them two isn’t a treat; it’s inventory offloading that backfires when the store shelves are full of stagnant stock.

The cost of overprocessing here includes:

• Overproduction: Too much seasonal stock made.

• Inventory waste: Overstocking the wrong items.

• Transportation waste: Moving products that won’t sell.

• Misaligned effort: Promotions that don’t shift meaningful volumes.

Lean marketing perspective: Promotions should emerge from data. Offer value that customers actually want, not what you want to get rid of.

5. Over-communicating With Customers

Example: A business sends daily email updates, SMS messages, app push notifications, and postal follow-ups.

Yes, communication is key, but there’s a fine line between engaging and overwhelming. When customers receive too many touchpoints, they tune out, unsubscribe, or disengage entirely. That’s effort and cost wasted.

The cost of overprocessing here includes:

• Time waste: Planning, writing, and scheduling content.

• Motion waste: Unnecessary steps in email creation workflows.

• Customer disengagement: Messages lose their impact through volume.

Lean communication principle: Deliver the right message, to the right person, at the right time. Use segmentation and automation to serve useful, timely communications, not blanket broadcasts.

So, What Does “Cost of Overprocessing” Really Mean?

Let’s distil it: Overprocessing = invisible cost + invisible frustration.

It’s not always easy to spot, because it often masquerades as “above and beyond.” But its consequences can be damaging: reduced efficiency, rising costs, lower staff morale, burnout, defects, and ultimately lost customers.

In Lean Thinking, we strip back the non-value-adding layers and ask:

• What is the customer actually asking for?

• What are we doing for them vs. what are we doing for ourselves or out of habit?

• Where are we investing time and money that we could redirect to true value creation?

Lean service Is still excellent service

Going above and beyond isn’t wrong, but it must be intentional, aligned and value-driven. True Lean service doesn’t cut corners. It removes the fluff, the waste, the assumptions, and focuses on delivering what matters most to the customer.

Whether it’s a product feature, a customisation option, a promotional offer or a service quirk, pause and ask: who is this for, and is it really needed? Because when you operate from a Lean mindset, “less” really can mean more, for the customer and the business.