Your production line is facing bottlenecks. How can you use data analysis to pinpoint the root causes?

Although many modern production lines automatically record information on the performance of the line, it is often not utilized by organizations. This however is a valuable resource to allow the production/operations teams to make improvement decisions based on facts. Gathering the data and tracking it over time, will allow for the identification of improvement opportunities and will also allow for measurement, monitoring, and evaluation of the improvement initiatives.

1. Go to the gemba: Observe where stock piles up and ask operators why. 2. Collect data: Gather cycle times, wait times, defect rates, and downtime. 3. Identify bottlenecks: Use data and Pareto charts to find slow stages. 4. Evaluate downtime: Spot frequent failures or maintenance needs. 5. Map the value stream: Visualize flow with Value Stream Mapping (VSM). 6. Conduct capacity analysis: Find mismatches causing bottlenecks. 7. Review defect rates: Identify stages causing delays. 8. Implement real-time monitoring: Collect continuous data. 9. Analyze historical data: Look for recurring issues. 10. Simulate scenarios: Use software to test different scenarios. 11. Implement changes: Adjust based on insights and monitor results.

Calcular o Lead time da produ??o juntamente com o tempo de ciclo e o takt time irá nos mostrar a eficiência da linha, que poderá conter desperdícios, recursos limitados ou ociosos. A proje??o do takt time (tempo disponível / demanda do cliente) resultará no tempo que levará para produzir uma pe?a. Este dado deve ser comparado com o tempo real de ciclo de produ??o da mesma pe?a. Se o tempo de ciclo for maior que o takt time haverá gargalos e será preciso identificar se há desperdícios na linha ou se é satura??o dos recursos.

Best way to analyse is to understand the ground reality and step with a collection of data and implement SPL in the process, routine check and monitor mechanism, align to risk factors, do brain storming and plug the hiccup derive the right method onto the root cause and eliminate the hurdles and streaming with effective methods to review on the linear analysis.

Post thorough understanding on system & process involvement & collection of real-time operational data across the line. This statistical data gathers all about trend analysis to identify anomalies and reoccurrences as well as quantum of issues. Data analysis enables pinpointing root causes by scrutinizing large datasets for patterns and anomalies. Through statistical methods and trend analysis, it identifies correlations between variables and uncovers underlying issues contributing to bottlenecks. This empirical approach ensures precise diagnosis, facilitating targeted interventions for optimized production efficiency.

While Value Stream Mapping (VSM) is excellent for waste reduction, identifying bottlenecks can be more effectively achieved using tools like Yamazumi charts or simulation software. Once you've pinpointed the bottlenecks, basic problem-solving techniques such as the 5 Whys can help you determine the root cause and address the issue effectively

Visualizar o fluxo de trabalho usando o Mapeamento do Fluxo de Valor (VSM) pode revelar ineficiências. O VSM, uma técnica de Lean Manufacturing, mostra o fluxo de materiais e informa??es ao longo da produ??o. Ao mapear cada etapa e comparar com os dados coletados, é possível identificar atrasos e entender suas causas.

VSM is of course one of the most powerful technique to identify and analyze the process. Once we have done with VSM, we can continue to find the most possible root cause with several techniques, say, 5 whys and fishbone diagram. Iterating our process to find the root cause is essential to get the best one so we can address more accurate solution.

Once you have your data, inefficiencies may be found by using tools like Value Stream Mapping (VSM) to visualize the workflow. A Lean Manufacturing approach called value stream mapping (VSM) makes it easier to observe how information and materials move through a production line as a product is made. You can identify any delays and start to understand why by outlining each phase and comparing it to your data.

Una vez obtenidos los datos, es necesario realizar un Diagrama de flujo, para poder visualizar todas las operaciones y sus necesidades

Most of the companies have production process set to get desired outcome efficient way, which is actually set a long time ago.All the employees working are trained to follow the SOP set. In this scenario, even if you claim set process & still getting bottlenecks means you can improvise. Removing bottlenecks from your system need few check points: Is it due to 1. insufficient capability of equipments? 2. Insufficient manpower? 3. Inefficient work practices? 4. Ineffective planning on orderflow? If you get all these questions answered, follow action on root cause. If more than one point is responsible then you need to work thoroughly on setting up work practices in particular area. Hope this reply be useful. Any discussion is welcome.

Uma maneira simples de identificar o desempenho na produ??o é através da identifica??o do work in process (WIP) que é uma forma de analisar os estoques intermediários nas etapas do processo. Quanto maior for esses estoques intermediários menor será a taxa de saída de produ??o sinalizando lentid?o na linha através dos gargalos.

The next stage after visualizing your workflow is to examine worker and machine performance. Look for trends in the data that indicate regular slowdowns. Is a specific machine using more time than anticipated? Do certain shifts have a discernible decrease in output? This study might assist you in identifying if the problem is with workers' skill gaps, defective equipment, or even inefficient scheduling that causes overburdening.

la observación del comportamiento de tus maquinas te dará una idea clara de como van a interactuar con el proceso de forma cotidiana y así poder definir los planes de desviación al proceso para que este siga funcionando.

Bottleneck process can be identified through Takt Balance Chart and it will give opportunity to identify the work distribution of line's associates. Based on balancing of work -Ist step of Bottleneck CT reduction action need to take & then focus on 3M identification & reduction....

1st step. Watch the wip between stages. The stage with highest wip is the first bottleneck. Tackle it with 3M. Then move on to next and so on

Examine each step of your processes for waste, which is defined as anything that does not add value to the customer in Lean. Measure the Seven Wastes—overproduction, waiting, transport, improper processing, unnecessary inventory, unnecessary movement, and defects—with the help of your data. Your improvement can be guided by determining which of these wastes are present at the bottleneck points.

Aquí entramos en el proceso de mejora continua. vuelves a observar, recopilas mas información y ves como puedes reducir desperdicios y hacer tu proceso mas capaz.

Data generation is concept of outcome monitoring, again with several variables. But if did have right leader like me to justify with what data need to generate regularly. All these bottle necks cannot solved with minor data. Logic u think right material right mc and right process is it maintaining then your data will be correct. Served better you keep no proper track then leads confusion.

Antes de implementar a solu??o avalie utilizar simula??o! Lembre-se que a cria??o de modelos de simula??o poderá ajuda-lo a estudar diversas situa??es e cenários possíveis para a solu??o em um ambiente livre de riscos a um baixo custo. Assim você partirá para a implementa??o de forma assertiva e eficiente. KAIZEN WAY OF LIFE + SIMULATION, uma jun??o fantástica para a melhoria contínua.

Before making any changes, use your data to simulate potential solutions. Create models to predict how changes will affect your production line. For instance, if information suggests that a machine is a bottleneck due to frequent breakdowns, replicate the effect of planned maintenance or, in any case, replacing the machine. You can be sure that the solutions you choose will effectively address the underlying causes of bottlenecks by employing a predictive approach.

Si el resultado da como consecuencia hacer una inversión muy grande, hay que hacer pruebas por separado de como podemos reducir los tiempos ciclos,para dar tiempo a los mantenimientos requeridos en el proceso.

Finally, data analysis is an ongoing process rather than a one-time undertaking. Indeed, even after you've tended to the ongoing bottlenecks, persistent observing is crucial for keep your creation line chugging along as expected. Routinely survey your information to guarantee that changes are yielding positive outcomes and to get new bottlenecks as they structure. Your production line will remain agile and efficient thanks to this proactive approach, which is central to Lean Manufacturing.

En esta etapa del proceso, el equipo multidiciplinario tiene que estar muy atento de como se ve afectado el proceso y ver que no aparezcan otros cuellos de botella que no se tenían en la mira. y es de esta manera que se puede decir que comienza el proceso de mejora continua.

Alguns pontos interessantes a se pensar! - Troque insights com outras empresas e descubra como elas lidaram com a mesma situa??o. - N?o esque?a de documentar e sempre discutir sobre as li??es aprendidas e desafios enfrentados nos projetos e eventos kaizen.