Managing bottlenecks Bottleneck (production)

1 managing bottlenecks

1.1 increasing number of operators or employees
1.2 minimising downtime, setup , changeover time
1.3 eliminating non-value activities
1.4 provide constant buffer stock upstream

managing bottlenecks

once bottleneck has been identified, assessing degree of bottleneck crucial determining how manage bottleneck. bottleneck either minor or severe. minor bottlenecks may not need addressed, whereas severe bottlenecks should dealt immediately. there several ways eliminate bottlenecks. means of doing are: adding resources bottleneck operation (more people), minimising downtime, eliminate non-value activities, investing in more machinery completes same action , optimising bottlenecks operation. other sources suggest once bottleneck has been identified best ensure maintained, provide constant buffer stock upstream of bottleneck, reduce time wasted in set ups , changeovers , train more operators bottlenecked machines. these further explained below. having production scheduling optimise efficiency means of utilising bottlenecked machine. minimises possibility situation production quota not met. scheduling reduces number of situations production halted due lack of personnel, due increased organisation , greater planned out production. allows full advantage of time available taken pockets of time can found keep machine running many hours possible in week.

increasing number of operators or employees

increasing number of operators or increasing number of staff can beneficial multiple reasons. increasing number of operators can increase efficiency can work different timed shifts , hence bottlenecked machine can run longer hours. in addition, if 1 worker sick, unable work or quits, there available replace him. increasing number of employees can beneficial increasing efficiency. because can reassigned work on parts of bottlenecked machines operations can broken down smaller activities , reassigned reduce work load of machine hence reducing accumulation. reassigning other work different machines, less accumulation or delay bottlenecked machine has , hence speeds production reduces wait time of machines farther along chain of processes increase productivity.

minimising downtime, setup , changeover time

to compensate being weakest link in chain of processes, bottleneck machine have run longer periods of time. changeover , setup time should minimised allow machines run longer, reducing impact of bottleneck. minimising downtime having bottlenecked machines run earlier until later common strategy working around problem, increase likelihood machine overloaded , need regular maintenance.

eliminating non-value activities

in removing non-value activities, reduce amount of redundant tasks performed bottlenecked machine , hence maximize efficiency. removing waste operations results in shorter cycle time hence allowing machine complete each process in less time.

provide constant buffer stock upstream

in order optimise usage of machine, machine should kept running long possible , hence should never have wait materials or stock increase productivity. can achieved putting buffer stock in place machine has task can doing. down side inventory space needed store buffer when machine before in chain of processes working.