Struggling to meet deadlines in Lean Manufacturing?

When identifying bottlenecks try to identify real bottleneck, this is crucial to eliminate problem of missing deadlines. For example there are 3 machines in a line, First having Cycle time of 10 seconds, second having cycle time of 12 seconds and third having cycle time of 8 seconds. Which is the theoretical bottleneck machine? From cycle time it is second machine. But imagine if first machine is down for 40% of available time, then it will become real bottleneck. Theoretical bottleneck and real bottleneck may be different and work is to be done on real bottleneck first

Need to define bottlenecks. There is a flow consisting of several consecutive steps, each step generating value. This flow requires input, and through these steps, valuable output is generated. One of these steps is unable to complete the work within the given time, resulting in the flow being unable to output value within the given time, which is the bottleneck. When observing a flow, such as a manufacturing flow, it is found that the bottleneck is wandering, sometimes here and sometimes there, then the flow lacks management and needs improvement - until the bottleneck stabilizes at a certain step. If the bottleneck of a flow stabilizes at a certain step, use it to control the rhythm of the entire flow and ensure timely delivery.

Some points to consider: 1. Before starting to investigating for bottlenecks - evaluate all the business indicators followed by the linked indicators to understand the real opportunity ($) 2. Based on the above - develop a business case with a charter that specifically identifies what in the supply chain would be evaluated and what would be the final measurable metrics impacted. Also specifically identify what will not be evaluated as part of this effort - so the team spends the time necessary effectively and efficiently 3. Make sure that all the stakeholders involved in the scoped areas are on board with the lean effort 4. Educate the team and all the people who actually touch the processes involved with the in-scope day to day steps

Aqui o segredo é "menos é mais", ou seja, simplificar pode, muitas das vezes, potencializar os resultados. Mas para se chegar nos gargalos ou rupturas do processo, é fundamental realizar um bom mapeamento das principais etapas do mesmo, e, nesse sentido, o VSM é a melhor ferramenta. Porém, o seu uso requer bons conhecimentos e, principalmente, a disponibilidade e o acesso aos dados necessários para a identifica??o das atividades que n?o agregam valor.

Aqui na minha experiência uma das formas de potencializar o uso do JIT é realizar parcerias com fornecedores e utilizar tecnologias que possibilitem a gest?o integrada da cadeia, especialmente no que tange a uso de sistemas compartilhados, gest?o de inventário em tempo real, ressuprimento automático, rastreamento da cadeia por IoT, blockchain etc.