时，鸡肉的过度生产会造成大量浪费。为了最大限度地减少浪费，肯德基启动了再利用计划，将未使用的熟食分发给慈善机构。另一种类型的浪费可能是在某种意义上等待，因为员工有一段时间无所事事，而浪费的时间也不会为公司创造任何价值。同样，当人手短缺时，从订单到交付给客户的交付周期会更长。通常情况下，肯德基的提前期目标是在顾客点餐后一分钟内将食物送到顾客手中。拉动是指仅在客户需要时或在最终客户订购产品后提供。这在肯德基这样的快餐店是完全不可能的。需求是非常不可预测的，只取决于以前的销售记录。肯德基在订购时需要非常小心，尤其是鸡肉和肉类等易腐产品。另一件事是，它需要一直准备一定量的鸡肉，而且烹饪产品有时间限制。一旦温度低于需要的温度，它就会被浪费掉。
Perfection is the step where continuous improvement results in finding of the reasons that are causing waste. KFC does tries many ideas for controlling waste but it seems it is very hard to apply this in the fast food restaurant. For example: When the restaurant is quiet then to save the cost and control the waiting wastage the staff gets sent home and what if it certainly gets busy again. The overproduction is hard to control because the demand is very unpredictable. Too much cooking creates the wastage and less cooking results in longer lead-time for the customers. The delivery time is also a non-value adding activity because sometimes if delivery is late the company lose the business from the product that are out of stock.
完善是指不断改进，找出造成浪费的原因的步骤。肯德基确实尝试了许多控制浪费的想法，但似乎很难将其应用于快餐店。例如：当餐厅安静时，为了节省成本和控制等待浪费，员工会被送回家，如果餐厅再次繁忙怎么办。生产过剩很难控制，因为需求是不可预测的。烹饪过多会造成浪费，烹饪次数少会延长客户的交付周期。交货时间也是一项不增值的活动，因为有时如果交货延迟，公司就会因为缺货的产品而失去业务。
According to Melton (2005) the benefits of being lean are reduced inventory, less processing time, reduction in lead-time, cost saving, reduced inventory and less rework. In KFC restaurants, it started the one-minute waiting time to avoid the customer for waiting long and efficient working by removing queues. Melton (2005) also adds that the lean thinking forces to review the whole supply chain and finds out the bottlenecks and inefficiencies. Christopher (2011, p. 139) mentions that bottleneck is the slowest activity in the chain which could be machine or also the part of the information flow like order processing. The supply chain of the KFC is it receives the chicken from the suppliers that comes in the store and is prepared freshly to serve the customers. The bottleneck can be delivery time, staff turnover and the frying machines for the stores. Traceability is important because there was an incident in a store in meadow bank about the halal chicken resulting in closure of store for few days.
根据Melton的说法，精益的好处是减少库存、减少加工时间、缩短交付周期、节省成本、减少库存和减少返工。在肯德基餐厅，它开始了一分钟的等待时间，以避免顾客排队等待时间长而高效。Melton还补充道，精益思维迫使我们审视整个供应链，找出瓶颈和效率低下的地方。Christopher提到，瓶颈是链中最慢的活动，可能是机器，也可能是订单处理等信息流的一部分。肯德基的供应链是从商店里的供应商那里接收鸡肉，并新鲜烹制，为顾客服务。瓶颈可能是交货时间、员工流动和商店的油炸机。可追溯性很重要，因为草地银行的一家商店发生了一起清真鸡肉事件，导致商店关闭了几天。
Following the lean green, KFC focused in its packaging materials to be recyclable and sustainable, replacing the palm oil by rape seed oil and sunflower oil that is used for frying chicken, food waste to be recycled by donating to local charities, reduce the total energy per customer by 20% by 2020, turning wastage oil into bio diesel, send the 5% of wastes for landfill and reduced CO2 emissions from constructing materials. Communication and relation between the staffs are essential for which staff party and together are done from time to time.
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