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Work in process or work-in-process, (WIP),[1][2][3][4] work in progress (WIP),[5][6][7] goods in process,[1] or in-process inventory refers to a company's partially finished goods waiting for completion and eventual sale, or the value of these items.[8] The term is used in supply chain management, and WIP is a key input for calculating inventory on a company's balance sheet. In lean thinking, inappropriate processing or excessive processing of goods or work in process, "doing more than is necessary", is seen as one of the seven wastes (Japanese term: muda) which do not add value to a product.[9][10]

WIP inventory in supply chain management

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WIP inventory calculations can help a company assess their supply chain health and guide in supply chain planning.[11] In most cases, it is ideal to have low WIP inventory levels,[11] and companies that manage their inventory level efficiently tend to have lower costs.[12] Managing WIP inventory requires coordination between several functions within a company, as well as with suppliers and customers.[12] Higher WIP inventory levels are advantageous in that they can support a surge in demand, as well as improve cycle time since there is more material in production. However, this can also increase storage costs and obsolescence risk, as well as lead to waste if demand is lower than expected.[13] To mitigate these risks, companies are increasingly turning to demand forecasting software.[14] These tools analyze historical data, market trends, and customer behavior to predict future demand with greater accuracy. This allows companies to optimize WIP levels, ensuring they have enough material to meet anticipated demand without carrying excessive inventory that could become obsolete.[15]

WIP inventory in accounting

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WIP inventory refers to goods that are in production and not yet a finished good.[16] On the balance sheet, WIP inventory is aggregated into the inventory line under current assets along with raw materials and finished goods.[17]

To calculate WIP inventory at the end of an accounting period, the following 3 figures are required: beginning WIP inventory, production costs, and finished goods. Beginning WIP inventory is the WIP inventory figure from the previous accounting period. Production costs includes all costs associated with manufacturing a product, such as raw materials, labor, and overhead costs. Finished goods is the total value of goods ready for sale in the current accounting period. The formula for calculating WIP inventory is as follows: beginning WIP inventory + production costs – finished goods.[11]

Tax treatment

[edit]

In the United Kingdom, HMRC has no specific definition of work-in-process, but three different types of uncompleted items are identified for tax purposes:

  • manufactured products
  • contracts for services
  • construction contracts[18]

References

[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

Work in process

View on Grokipedia
from Grokipedia
Work in process (WIP) inventory refers to the partially completed goods and materials that are in various stages of the manufacturing production process but have not yet been transformed into finished products ready for sale. These items represent an intermediate category of inventory, distinct from raw materials that have not entered production and finished goods awaiting shipment to customers. Classified as a current asset on a company's balance sheet, WIP captures the value of resources invested up to the point of partial completion, aiding in the accurate reflection of ongoing operational costs. The costs included in work in process typically encompass direct materials that have been introduced into production, a portion of direct labor based on the stage of completion, and allocated overhead such as utilities and on . Valuation of WIP is determined by estimating the percentage of completion for each item or batch, allowing for the proportional assignment of these costs; for instance, if a product is 60% complete, 60% of the expected labor and overhead is accrued. A common formula for calculating ending WIP balances is: Beginning WIP + Total Costs Incurred - Cost of Goods Manufactured (transferred to ). This approach ensures that WIP reflects real-time production progress without overstating or understating asset values. Effective management of work in process is essential for manufacturers to identify production bottlenecks, optimize , and maintain lean operations by minimizing excess WIP that ties up capital. In financial reporting under U.S. Generally Accepted Principles (), as governed by ASC 330, inventories like WIP must be measured at the lower of cost or net realizable value to prevent overvaluation. While the term "work in process" is often used interchangeably with "work in progress," the former specifically denotes short-term inventory, whereas the latter may apply to longer-term projects in sectors like or .

Fundamentals

Definition and Types

Work in process (WIP), often used interchangeably with but sometimes distinguished from work in progress, refers primarily to partially completed goods in manufacturing that have undergone some production efforts but require additional work before they can be considered finished and ready for sale. This category of inventory captures the accumulated costs, including raw materials, labor, and overhead, associated with items in the intermediate stages of production, distinguishing it from fully unprocessed inputs or market-ready outputs. In accounting terms, WIP represents assets that span multiple fiscal periods, often formalized by contracts for long-term projects, and is reported on the balance sheet to reflect ongoing value creation. WIP manifests in various types across industries, tailored to the nature of production processes. In , it includes commodities undergoing fabrication, such as half-assembled automobiles on an , where costs for undelivered items under long-term contracts are accumulated until completion. For services, particularly , WIP encompasses uninvoiced or milestones in client engagements, like ongoing consulting projects or where code for features remains incomplete. In , WIP accounts for the value of projects underway, such as partially built structures with framing and foundational work done but interiors unfinished, tracking costs until the building is habitable or operational. A key distinction of WIP lies in its position within the production cycle: unlike raw materials, which are unprocessed awaiting initial transformation, WIP involves items where fabrication or processing has commenced and some value has been added through labor and overhead. In contrast to , which are fully completed and available for immediate sale without further modification, WIP requires additional operational efforts to reach market readiness, ensuring accurate classification for financial reporting.

Importance and Historical Context

Work in process (WIP) inventory represents a critical component of operations, as it ties up significant capital that could otherwise be allocated to other needs, directly impacting and overall financial health. Effective of WIP enhances production efficiency by providing insights into progress and helping identify bottlenecks that hinder throughput. For instance, monitoring WIP levels allows manufacturers to optimize resource allocation, reducing idle time for labor and machinery while aligning production more closely with demand. Excessive WIP poses substantial risks, including overstocking that ties up resources. Conversely, insufficient WIP can result in production delays and stockouts, disrupting delivery schedules and eroding trust. These imbalances not only inflate carrying costs—such as storage and handling—but also signal underlying inefficiencies in process design, underscoring the need for balanced WIP to maintain operational stability. The concept of WIP emerged during the in the , as mechanized factories in Britain and the shifted from artisanal production to mass manufacturing, necessitating the tracking of partially assembled goods amid complex assembly lines and increased labor division. This period marked the formalization of inventory management practices to handle the flow of materials through multi-stage processes, laying the groundwork for modern production systems. WIP management evolved significantly in the 1970s with the development of the (TPS) in , where just-in-time () principles, pioneered by , aimed to minimize WIP as a form of waste by producing only what was needed, when needed, thereby reducing excess inventory and improving flow. TPS's emphasis on waste elimination, including overproduction and unnecessary stockpiling, influenced global practices that treat high WIP as an indicator of inefficiency. In the post-2000s era, WIP has gained renewed relevance within Industry 4.0 frameworks, where digital technologies like digital twins enable real-time and optimization of production processes to lower WIP levels without compromising throughput. For example, integrating sensors and analytics allows for precise WIP tracking, facilitating predictive adjustments that enhance efficiency in smart factories. This digital integration supports lean principles by further reducing waste through data-driven visibility into production stages.

Applications in Supply Chain and Manufacturing

Role in Supply Chain Management

Work in process (WIP) inventory serves as a critical buffer within the , bridging the gap between upstream activities and downstream distribution efforts. By maintaining partially completed goods, WIP absorbs variations in inflows and production rates, thereby stabilizing the overall flow of materials and reducing the risk of bottlenecks that could halt operations. This buffering function directly influences lead times, as excessive WIP can extend cycle times due to increased handling and storage demands, while optimized levels enhance responsiveness to customer orders by facilitating smoother transitions across stages. WIP levels also play a key role in demand , providing real-time insights into production capacity and potential imbalances between . Monitoring WIP helps identify emerging surges in orders or impending shortages by revealing discrepancies between planned and actual throughput, allowing managers to adjust and scheduling proactively. For instance, elevated WIP may signal relative to current , prompting revised forecasts, whereas low levels could indicate constraints that necessitate accelerated supplier coordination. In efficient supply chains, maintaining low WIP is a hallmark of , enabling quicker adaptation to market changes and minimizing idle resources. This approach contrasts with traditional high-inventory models by prioritizing flow over stockpiling, which shortens lead times and improves overall chain velocity. A seminal example is Ford Motor Company's implementation of the moving in , which drastically reduced WIP by synchronizing parts delivery to the production rhythm, allowing vehicles to be completed in hours rather than days and setting a precedent for lean, responsive in the automotive sector. Global disruptions, such as those during the early 2020s supply chain crises triggered by the , have underscored the challenges of managing WIP, often necessitating temporary increases to mitigate risks from delayed shipments and volatile . These events exposed vulnerabilities in tightly integrated chains, where sudden halts in led to WIP buildup or depletion, amplifying variability and straining distribution networks. In response, many firms expanded WIP buffers to enhance resilience, though this shift required careful balancing to avoid inflating costs without proportional gains in reliability. As of 2025, ongoing trends include nearshoring and hybrid just-in-time/just-in-case strategies to better manage WIP amid persistent geopolitical and technological shifts. Lean principles, such as just-in-time production, offer strategies to minimize such excesses while preserving adaptability.

Inventory Control and Lean Principles

In , effective for work in process (WIP) emphasizes strategies that minimize excess inventory while ensuring smooth production flow. Central to this are pull production systems, which trigger based on actual demand rather than forecasts, contrasting with push systems that produce in advance based on predictions and often lead to and accumulated WIP. Pull systems, as implemented in the (TPS), authorize production only when downstream processes signal a need, thereby limiting WIP to what is immediately required and reducing the risk of bottlenecks. Kanban systems serve as a key visual control mechanism for enforcing WIP limits in pull-based environments. Developed by at in the 1940s, Kanban uses signaling devices—such as cards or electronic signals—to instruct the production or movement of items only when authorized, preventing and maintaining predefined WIP caps at each stage. By visually representing on boards, Kanban highlights constraints and promotes adherence to limits, fostering a self-regulating system that aligns with customer pull. Within lean principles, WIP is classified as a form of muda—non-value-adding —that ties up capital, obscures quality issues, and prolongs lead times. , architect of TPS, identified excess inventory, including WIP, as one of the original seven , arguing that it stems from uneven production (mura) and overburden (muri), ultimately hindering flow . To address this, lean techniques like (SMED) target setup time reductions, enabling smaller batch sizes and lower WIP levels without sacrificing throughput. Developed by for , SMED separates internal (machine-stopped) and external (machine-running) setup activities, achieving average changeover reductions of 94%, which allows for more frequent switches and diminished in-process stockpiles. Reducing WIP through these methods yields significant benefits, including lowered holding costs from minimized storage needs and enhanced by enabling earlier defect detection in shorter cycles. In practice, companies adopting lean WIP controls report 20-30% operational cost savings in the first year, alongside improved on-time delivery and reduced rework. A seminal case is Toyota's adoption of TPS from the to 1980s, where Ohno's innovations—starting with supermarket-inspired in the late 1940s—progressively cut WIP inventories by synchronizing just-in-time production across suppliers, significantly boosting productivity while eliminating waste during post-war resource constraints. This evolution, refined through the 1970s oil crises, solidified TPS as a benchmark for global efficiency. Implementing WIP controls in lean environments follows structured steps to ensure . First, analyze current workflows to identify bottlenecks and set initial WIP caps based on capacity—typically starting conservative, such as one item per stage, and adjusting via iterative testing. Next, deploy visual tools like boards to enforce limits, training teams to stop starting new work when caps are reached and redirect efforts to clearing queues. Ongoing monitoring uses dashboards to track metrics like cycle time and throughput, enabling data-driven adjustments; for instance, digital tools can alert violations in real-time, promoting continuous . This approach, rooted in TPS, requires cultural commitment to pull principles for long-term adherence.

Accounting and Valuation

WIP Inventory in Financial Reporting

Work in process (WIP) inventory is classified as a on the balance sheet under both U.S. and IFRS, typically presented within the broader category alongside raw materials and . According to , specifically ASC 330, inventories are stated at the lower of and net realizable value, with WIP representing the accumulated costs of partially completed goods. Under IFRS, IAS 2 requires similar treatment, measuring WIP at the lower of and net realizable value, ensuring it reflects the economic value of goods not yet ready for sale. This placement distinguishes WIP from other , such as fixed assets, to accurately portray the company's short-term position. Financial reporting standards mandate disclosures for WIP when it is material to the , often in the notes to the balance sheet, including the policies used for valuation and any significant write-downs. For SEC registrants under GAAP, Regulation S-X Rule 5-02(6)(a) requires separate presentation or footnote disclosure of major classes, such as WIP, if material. Similarly, IFRS under IAS 2 requires disclosure of the carrying amount of inventories, including WIP, and the amount of any write-downs recognized as expenses. These disclosures provide transparency into composition and help stakeholders assess . WIP levels also influence key ratios, such as the (current assets divided by current liabilities), where elevated WIP can inflate current assets but may signal potential liquidity constraints if conversion to cash is delayed. Auditors focus on verifying the accuracy of WIP valuations, particularly the estimation of completion stages, to ensure costs are not overstated or understated. Procedures include physical inspections of production facilities to observe the stage of completion, testing management's estimates through analytical reviews of production records, and vouching costs to supporting documentation like labor time sheets and material requisitions. Under PCAOB standards, such as AS 2510, auditors must obtain sufficient evidence on inventory existence and valuation, often attending physical counts and performing substantive tests on WIP progressions. These steps mitigate risks of material misstatement, especially in industries with long production cycles. For example, consider a bakery at year-end with unbaked dough representing WIP; if raw materials (flour and yeast) cost $10,000 and direct labor for mixing added $5,000, with the dough 50% complete, the WIP value might be recorded at $7,500 (half of total incurred costs, assuming equivalent effort per stage), presented as part of current inventory assets. This valuation, derived from accumulated production costs, ensures the balance sheet reflects the partial economic benefits of goods in process without recognizing premature revenue.

Cost Accumulation Methods

Cost accumulation methods for work in process (WIP) inventory involve systematically assigning direct and indirect manufacturing costs to partially completed goods during production. These methods ensure that WIP reflects the true of ongoing operations, facilitating accurate valuation and financial reporting. Primary approaches include absorption costing, variable costing, and , each differing in how they treat fixed and variable overhead. Absorption costing, also known as full costing, allocates all costs—direct materials, direct labor, variable overhead, and fixed overhead—to WIP . This method is mandated under Generally Accepted Accounting Principles () for external financial reporting, as it matches production costs with related revenues. Under absorption costing, overhead is applied to WIP using a predetermined rate, often based on direct labor hours or machine hours. The valuation for ending WIP is: Ending WIP=Beginning WIP+Direct Materials Added+Direct Labor+Applied Overhead−Cost of Goods Completed\text{Ending WIP} = \text{Beginning WIP} + \text{Direct Materials Added} + \text{Direct Labor} + \text{Applied Overhead} - \text{Cost of Goods Completed} This formula accumulates costs progressively through production stages, transferring completed units to finished goods while leaving unfinished costs in WIP. Variable costing, in contrast, assigns only variable manufacturing costs—direct materials, direct labor, and variable overhead—to WIP, treating fixed overhead as a period expense rather than cost. This approach provides clearer insights into contribution margins for internal decision-making but is not permissible for external reporting under , as it understates values by excluding fixed costs. While variable costing simplifies WIP tracking by focusing on traceable costs, it requires separate absorption adjustments for compliance purposes. Activity-based costing (ABC) refines cost allocation by identifying specific activities that drive and assigning them to WIP using multiple cost drivers, such as machine hours, setup times, or number of orders, rather than a single plant-wide rate. This method pools overhead costs by activity and applies rates based on actual consumption, enhancing accuracy in diverse or complex production environments. For example, machine-related overhead might be allocated per machine hour used in WIP processes. ABC is particularly useful for WIP in multi-product settings, where traditional methods may distort costs./04%3A_Activity-Based_Costing/4.04%3A_Activity-based_costing_for_a_manufacturing_business_to_estimate_factory_overhead) Absorption costing excels in for external reporting but can lead to less precise cost signals in operations with varying activity levels. Variable costing offers simplicity and focus on controllable costs for but limits its use to internal . ABC provides superior accuracy for complex operations by better tracing , though it demands more and effort, making it ideal for high-volume, diverse . These methods ultimately contribute to WIP's presentation on sheet as a .

Tax Treatment of WIP

In the United States, work in process (WIP) inventory is treated as a under (IRC) Section 471, meaning costs incurred to produce it cannot be immediately deducted as expenses but must instead be capitalized and included in until the goods are completed and sold. This approach ensures that deductions align with the realization of income, preventing taxpayers from accelerating expense recognition ahead of revenue. WIP valuation for tax purposes generally follows cost methods such as first-in, first-out (FIFO) or last-in, first-out (LIFO), incorporating direct materials, labor, and allocable overheads, and must conform to the best accounting practices in the relevant trade or business. Additionally, under IRC Section 263A (uniform capitalization rules), certain indirect costs must also be capitalized into WIP . Deduction of WIP costs occurs primarily through inclusion in the (COGS) upon completion and sale of the , at which point the accumulated costs reduce for that period. For long-term contracts, such as those in or exceeding one year, IRC Section 460 mandates the use of the , where income and costs (including WIP) are recognized progressively based on the proportion of work performed, typically measured by costs incurred relative to total estimated costs. This method applies to most contracts entered into after July 10, 1989, with exceptions for contracts and for small contractors whose average annual gross receipts for the three preceding taxable years do not exceed $30 million (as of 2025), where the completed-contract method may be used to defer recognition until project completion. In the , HM Revenue & Customs (HMRC) classifies WIP into three main categories for purposes: manufactured products (uncompleted physical goods where the producer retains title), contracts for services (such as professional or building services without significant physical assets), and construction contracts. Valuation of WIP is generally at the lower of cost or net realizable value (market), with cost determined using either the direct cost method (materials and labor only) or the on-cost method (adding a proportion of overheads), ensuring consistency with generally accepted accounting principles. For service contracts, and associated WIP costs are often recognized using the percentage-of-completion approach under Financial Reporting Standard (FRS) 102, attributing value based on the stage of completion. Tax accounting for WIP typically builds upon financial reporting valuations but adjusts as necessary to comply with specific revenue authority rules, such as excluding certain reserves not permitted under tax law. Non-compliance with WIP reporting and valuation rules can result in significant penalties. Under IRS guidelines, inaccuracies in inventory valuation, such as overstating WIP to understate taxable income, may trigger accuracy-related penalties of 20% of the underpayment if the understatement exceeds 10% of gross income or $5,000, with higher rates (up to 40%) for negligence or substantial distortions. HMRC imposes penalties ranging from 0% to 30% of the additional tax due for careless errors in WIP valuation, escalating to 20% to 70% for deliberate inaccuracies, and up to 100% for deliberate and concealed non-disclosure, often following compliance checks or audits.

International Variations and Compliance

In the , the VAT treatment of work in progress (WIP) for certain supplies, particularly continuous services or those involving progressive payments, involves recognition based on the chargeable event, such as invoice issuance or payment receipt, allowing for progressive VAT accounting rather than full deferral until completion. This approach aligns with the VAT Directive's rules on timing, where pre-2015 transitional measures taxed payments at the supplier's location, but post-2015 shifts to the customer's location for ongoing supplies. For example, in mixed supplies like installation services involving WIP goods, VAT is applied as a single transaction under special place-of-supply rules. In , exporters benefit from a VAT rebate system on indirect taxes paid during production, which effectively defers taxation on inventories including WIP until , with rebates calculated on the FOB value at rates up to 13% for eligible like processed items. Recent adjustments, such as reductions to 9% for 209 products including batteries and effective December 2024, aim to control overcapacity while maintaining incentives for export-oriented manufacturing. This contrasts with domestic inventory taxation, where WIP is subject to standard VAT without rebate. Compliance with WIP reporting varies by jurisdiction, building on foundational principles like those in the U.S. and where WIP is typically valued at cost under rules. In the United States, the Sarbanes-Oxley Act () mandates internal controls over processes, including WIP valuation and tracking, to prevent material misstatements in financial reports, with Section 404 requiring annual assessments of control effectiveness. Companies must implement gateways like physical counts and reconciliation to ensure SOX compliance for WIP accuracy. Under (IFRS), share-based payments in service industries—such as equity-settled compensation to employees contributing to ongoing projects—must be measured at and recognized as expenses over the period per IFRS 2, potentially capitalizable as part of WIP costs if directly attributable to contract fulfillment. This ensures that service WIP, like unbilled hours in consulting, incorporates such costs progressively. Inventory valuation methods also differ internationally; in Brazil, tax authorities require WIP and finished goods to be valued using either the average cost or FIFO method, prohibiting LIFO to align with income tax calculations and prevent income manipulation. This mandatory choice contrasts with jurisdictions like the U.S., where LIFO remains optional for tax purposes. Post-2020 shifts to remote work have prompted updates in international tax compliance for service WIP, as home offices may create permanent establishment risks under OECD Model principles, affecting progress recognition and taxation of cross-border services. The OECD's 2023 discussions on telework taxation highlight the need for bilateral agreements to allocate taxing rights, potentially impacting WIP valuation in multinational service firms. For instance, extended remote arrangements could trigger source-country taxation on service income, requiring adjusted WIP accruals.

Measurement and Management

Key Metrics and Calculation

Key metrics for assessing work in process (WIP) inventory focus on , , and production flow, enabling manufacturers to evaluate how effectively partially completed are managed. The primary metrics include WIP turnover, days WIP, and the WIP to throughput ratio, each providing insights into utilization and operational performance. These measures help identify bottlenecks, optimize , and align production with demand, with calculations typically derived from financial and operational data such as (COGS) and balances. WIP turnover ratio quantifies how many times WIP inventory is converted into finished goods or sold over a period, typically a year, indicating production efficiency. It is calculated as: WIP Turnover=COGSAverage WIP Inventory\text{WIP Turnover} = \frac{\text{COGS}}{\text{Average WIP Inventory}} where average WIP inventory is determined by: Average WIP Inventory=Beginning WIP Inventory+Ending WIP Inventory2\text{Average WIP Inventory} = \frac{\text{Beginning WIP Inventory} + \text{Ending WIP Inventory}}{2} This ratio highlights whether WIP levels are excessive relative to output; higher values suggest faster processing and lower holding costs. Days WIP extends the turnover metric to estimate the average time WIP spends in production, aiding in cycle time analysis. The formula is: Days WIP=365WIP Turnover\text{Days WIP} = \frac{365}{\text{WIP Turnover}} Lower days indicate streamlined operations, while elevated figures may signal delays or . Lean principles influence targets for these metrics by emphasizing reduced WIP to eliminate and improve flow. The WIP to throughput ratio, derived from , relates average WIP levels to production output rate, effectively yielding average cycle time. It is computed as: WIP to Throughput Ratio=Average WIPThroughput\text{WIP to Throughput Ratio} = \frac{\text{Average WIP}}{\text{Throughput}} where throughput is the rate of completed units per unit time. This ratio helps assess system capacity and identify constraints in the production pipeline. Benchmarks for WIP turnover vary by industry, with an ideal range of 4-6 times annually in general manufacturing, reflecting balanced inventory without excess buildup. In the fashion and apparel sector, turnover is typically higher at 4-8 times or more, driven by seasonal demands and rapid style cycles that necessitate quicker processing. Median benchmarks across manufacturing can reach 15 turns in high-efficiency operations, though targets depend on production complexity and market dynamics. To calculate these metrics accurately, especially average WIP, inventory audits are essential for verifying balances and completion stages. Detailed steps include: conducting physical counts of WIP items at period-end to observe quantities and progress; assessing percentage of completion for each item through production records or supervisor estimates; allocating incurred costs (materials, labor, overhead) proportionally to completion levels; and reconciling audited values against records to adjust for discrepancies like spoilage or errors. These audits ensure reliable data for metric computation and compliance with financial standards. Enterprise resource planning (ERP) systems, such as , facilitate real-time WIP tracking and metric calculations by integrating production data, automating updates, and generating reports on turnover and days WIP directly from inputs.

Tools and Best Practices

Effective management of work in process (WIP) relies on specialized software tools that provide visibility and control over production flows. (MRP) and (ERP) systems, such as , enable precise WIP tracking by monitoring material issuance, assembly progress, and production variances in real time. These platforms support work orders marked as WIP, generating routings and schedules that optimize and reduce bottlenecks. Post-2020 advancements in AI-driven forecasting have further enhanced these tools, using to predict demand and adjust WIP levels dynamically, potentially reducing overall by 20-30% through improved accuracy in segmentation and planning. Best practices for WIP optimization emphasize structured oversight and technological integration to maintain lean operations. Regular audits of WIP inventories ensure accurate cost accumulation and identify inefficiencies, such as excess buildup at production stations, allowing managers to reallocate resources promptly. Implementing WIP limits, adapted from lean and principles, constrains the number of items in progress per stage to prevent overload and promote steady throughput, as seen in systems where limits are set based on team capacity to avoid idle time or delays. Integrating (IoT) devices for real-time monitoring captures data from sensors and RFID tags on WIP assets, providing sub-meter accuracy in tracking movement and duration, which supports automated alerts for deviations and enhances overall production visibility. A notable is Amazon's deployment of in its warehouses during the and , which automated order picking and sorting to reduce manual handling and fulfillment times in high-velocity centers. This automation minimized WIP accumulation by accelerating item flow from receipt to shipment, lowering the need for intermediate storage and contributing to gains. Emerging trends in 2025 focus on technology to enhance WIP across supply chains, creating immutable records of production stages to verify authenticity and compliance in multi-party networks. By decentralizing , reduces fraud risks and enables end-to-end visibility, particularly in complex where WIP items move through global tiers. These tools and practices collectively improve key metrics like cycle time and as direct outcomes of streamlined WIP control.

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