Vous êtes aux prises avec des goulets d’étranglement dans la production ?

To address production bottlenecks, first, identify where delays occur by observing workflows and analyzing data. Understand the root cause using tools like the 5 Whys. Optimize by reallocating resources, streamlining processes, or upgrading equipment. Implement changes gradually and monitor their impact. Consider long-term solutions like investing in automation or redesigning the workflow to prevent future bottlenecks

Identification of the bottlenecks are crucial. Some of the methods that can be employed are Value Stream Mapping, Work In Progress (WIP) levels, Queue times and Resource Utilisation.

What I find helpful is to first identify and visuals your processes through creating a value stream map (VSM) and preforming a timestudy to get the actual cycle time of each process which you will then document in the VSM. Once you have the VSM ready you will be able to effectively assess your bottlenecks, identify the wastes and optimize the flow.

Identifying production bottlenecks is crucial for enhancing manufacturing efficiency by eliminating delays, reducing waste, and boosting productivity. We should start by observing the production flow to spot work accumulation, analyze data and KPIs to uncover inefficiencies and use value stream maps to identify waste. We need to conduct root cause analysis with tools like the 5 Whys and fishbone diagrams, and apply GEMBA for firsthand process insights. Gathering operator feedback, simulating scenarios, and monitoring work-in-progress (WIP) inventory also help in pinpointing and resolving bottlenecks, leading to a more streamlined operation.

Behaviour: Go to the floor and see (Genchi & Genbutsu). Concept: The ultimate conceptual goal of lean is to shorten the lead time = E2E synchronisation. E2E Synchronisation relies on processes that are: 1. Available (4Ms in place). 2. Capable (100% FPY). 3. Adequate (without bottlenecks). Action on the Floor: Identify the wastes related to bottlenecking the line or value chain: Wait, WIP Inventory, and People Not Used. If the product is not touched/transformed, a bottleneck is ahead. Bottlenecks are the Lean Six Sigma focus for "Breakthrough Improvements". Rather than the cultural focus of TPS Kaizen (also important), eliminating the bottleneck will significantly impact the cost savings $$$$$$

If we face production bottlenecks, we should focus on analyzing the probable causes to find effective solutions. Root Cause Analysis (RCA) systematically helps us identify the fundamental cause of a problem by gathering data, defining the issue, mapping potential causes with tools like fishbone diagrams, and implementing corrective actions. The 5 Whys technique complements this by repeatedly asking "why" to drill down to the root cause of the issue. Combining RCA and the 5 Whys will helps us understand and address the underlying problems, leading to a more efficient and streamlined production process.

Use gemba or go see to watch the process for ideas on why the bottleneck exists. This should be an extended observation to watch multiple cycles or fluctuations. Document when the process stops, slows down or sits idle. Compare with electronic data if possible. Gather all the reasons for unused or lost capacity and make a parado chart for which is the largest cause of loss.

Causes for a bottleneck need to be analyzed. For instance, it can be human or team factor which can be lack of training or lack of engagement due low morale or it can be capacity constraints (especially in machineries), lack of coordination or just inefficient workflow design.

To start with once you eliminate a bottleneck a new one will ALWAYS appear. If you have a parado chart work on easiest large loss cause to gain momentum before moving onto the next phase. Repeat until the desired output is achieved.

To solve bottlenecks, address capacity constraints by reallocating resources, upgrading technology, or adding more staff where needed. Streamline workflows by eliminating inefficiencies, balancing workloads, and improving communication and coordination among teams. Enhance training to address skill gaps and ensure that quality control measures are robust to prevent rework. Regularly monitor and adjust processes to maintain efficiency, continuously seeking small improvements in line with Lean principles.

Empowering a team can be highly effective in solving bottlenecks because it encourages proactive problem-solving and fosters a sense of ownership over the process. When team members are given the authority and resources to make decisions, they can quickly address issues as they arise, preventing small problems from escalating into major bottlenecks. Empowered employees are more likely to collaborate, share ideas, and implement continuous improvements, which can lead to more efficient workflows and the elimination of inefficiencies. Additionally, by involving the team in identifying and resolving bottlenecks, you tap into their frontline insights and expertise, leading to more practical and sustainable solutions.