Reducing unnecessary movement as part of a value stream analysis incorporates a Lean concept known as the 5S process, which comes from the Japanese words used to create organization and cleanliness in the work place [Seiri (organization); Sieton (tidiness); Seiso (purity); Seiketsu (cleanliness); Shitsuke (discipline)].
The traditional 5S have been translated into the following 5S process, which are perhaps better definitions for English-speaking companies (ReVelle, 2000):
Common outcomes from 5S implementation include:
[Note: In the Six Sigma Demystified text, I present a useful means of quantifying each of the 5S parameters, so their status can be benchmarked and tracked over time. One critical perspective of 5S that I feel compelled to offer is that, contrary to what is apparently a common perception, implementing 5S in itself is not a serious effort at implementing Lean. 5S is a very small aspect of an effective Lean strategy. See also Lean Thinking.
Learn more about the Lean Six Sigma principles and tools for process excellence in Six Sigma Demystified (2011, McGraw-Hill) by Paul Keller, in his online Lean Six Sigma DMAIC short course ($249), or his online Green Belt certification course ($499).