You're struggling with production inefficiencies. How do you pinpoint the bottlenecks affecting quality?

When conducting work flow analysis, mapping the process requirements to the necessary skill sets and levels is crucial for below two important reasons 1. **Alignment of Skills and Tasks:** Ensuring that the right skills are matched to the corresponding tasks in the process helps in achieving efficiency and effectiveness. If a process requires a high level of expertise, it’s essential to assign personnel with the appropriate skills to avoid errors and delays. 2. **Built-in Quality:** By aligning skills with tasks, the process can incorporate built-in quality. Skilled workers are less likely to make errors, leading to higher-quality outcomes from the start, reducing the need for rework or quality checks later in the process. I

In Manufacturing Operations, Quality & Production inefficiencies are closely linked to each other and many times, circular in nature, i.e., production inefficiencies lead to product quality issues and an inferior quality of RM and/or PM would result in a drop in yield, increased wastage, rework etc. thereby negatively impacting the overall production efficiency. Critical Control Points (CCPs) could serve as stage gates that can identify the bottlenecks affecting quality Focusing on Process consistencies & implementing Continuous Improvement Plans, Training & Development, Good Operation Practices like TPM, Reliability-Centered Maintenance (RCM) & Predictive maintenance can help in eliminating the bottlenecks & drive operational excellence.

First all all have a clear definition of product flow. Once the product starts moving on its own, the next things is to remove the NVA and brings the maximum efficiencies. Nothing new we need to learn. VSM is the best tool to remove inefficiencies from the production or any other operations.

When we struggle to achieve productivity then the underlying reasons usually pertains to any of the M-factors (Man , Machine , Material , Morale) . So , it is pertinent to understand the reasons behind the lack . In my opinion , I start with 4M audits to understand the reasons behind in efficiency from the bottleneck or critical processes . When the issues are identified, and understood, the next step is to follow up the problem resolution scheme using applicable problem solving tools or technique . Usually the bottleneck is dynamic i.e; once you resolve one bottleneck , you will find another in the process flow or production line . So it is an ongoing PDCA cycle which keeps on going until the time you have achieved your desired outcome.

As a general rule, quality problems lead to inefficiencies and vice versa: people try to compensate the inefficiencies by rushing production, shortening the verification processes, and relaxing the quality inspections. The very first step is making people aware of this situation so that a task force team can work on reinforcing the importance of executing the quality controls and ensuring that the workflow is well understood by everyone involved in the process. This is the foundation for the following steps.

A coleta de dados de fato precisa ser algo que nos mova em dire??o a uma ou mais solu??es, para isso é importante treinar a pessoa ou time que irá executar a coleta de dados, como conhecimento técnico, tempos e métodos, movimentos necessários, fluxos de processo, vis?o do todo, questionador, criativo, curioso….portanto exija qualidade na coleta de dados para termos possibilidades de solu??es criativas, eficientes e colaborativa entre processos, postos ou setores. N?o se trata de solu??es pontuais, coletas de dados eficiente precisa ligar um ponto ao outro visando produto final melhorado.

If the process has already been validated, it is recommended to track and analyze all data based on 4Ms (Man, Machine, Materials, Method), as there is likely to be an issue in 4Ms. One of them may be running incorrectly. If the cause cannot be found in 4Ms, the manufacturing environment needs to be checked. Sometimes, sensitive electronic devices react to surrounding noise and subtle environments.

Gather Data and Measure Key Metrics : Cycle Time: Track how long each stage of the process takes. Long cycle times at any step are a good indicator of a bottleneck. Throughput: Measure the output per unit of time for each phase. Low throughput may signal inefficiency or quality issues. Yield and Defect Rates: High defect rates in certain stages of production could point to equipment or process issues that contribute to poor quality. Tracking yield (the percentage of units produced correctly) helps pinpoint quality problems.

Gathering data means collecting information you need to understand a situation or problem. This can include numbers, facts, or observations. You can get data from different sources like reports, surveys, or interviews. The goal is to have accurate and relevant data to make informed decisions or analyze a process.

Un dato que es importante es la nivelación de la producción. Analizar si las líneas productivas están niveladas, en su trabajo. A veces sucede que una línea esta recargada y la otra con poco trabajo. Debemos tender a tener todas las líneas ocupadas por igual, para eso hay que trabajar en la planificación del trabajo con líneas polifuncionales y fáciles de intercambiar. Otro dato importante es la relación entre el tiempo de producción y puesta a punto, es importante poder reducir los tiempos de puesta a punto de un equipo

Nadie conoce el equipo mas que quien lo opera, de la misma forma nadie conoce las perdidas de tiempo, o incomodidades que quien trabaja en el proceso. Nunca se debe hacer un análisis sin consultar a quienes operan el proceso, a quien es responsable del proceso. Hay que poder generar un clima agradable donde se pueda opinar sin temores a ser rechazado por la opinión. El que trabaja en el proceso debe tener la formación necesaria para poder aportar su experiencia en favor de la mejora del proceso

O bom gestor n?o decide e define nada sem que quem mais importa s?o os colaboradores que est?o dia a dia na atividade, trazê-los junto das tomadas de decis?es s?o a melhor forma de garantir a boa condu??o, pois dos próprios funcionários às grandes sugest?es e melhorias muitas vezes s?o as melhores ideias do ajuste de sua decis?o e mudan?a.

Employees' insights are valuable feedback and observations from the people who work directly with processes or products. They often know what’s really going on, what works well, and what doesn’t. Gathering their input helps identify problems, improve efficiency, and boost morale, leading to better overall performance and workplace satisfaction.

Quem está no dia a dia executando as tarefas saberá mais sobre as dores, oportunidades, solu??es simples e baratas, portanto para melhorar um processo o envolvimento, de mente aberta, de todo time que executa é de fato necessário.

El Know how de las personas dentro de una empresa es una de las más importantes, muchas veces estas habilidades y conocimientos no se documentan; por lo que hace que el proceso no sea repetitivo.

Part of the evaluation of the work processes is not only making sure the work instructions are up to date but the processes are understood and being followed. If you’re trying to produce a product the same way each time, everything has to be in place: resources, tooling, people, etc. If you’re seeing a lot of quality issues, make sure the people performing the build are fully trained and understand the process. Part of the training is identifying early in the process any defects or bad parts. It would also help if engineering or other departments come out on the floor and observe some of the processes to better understand where issues could arise. You can’t evaluate something you don’t understand.

Process evaluation helps identify where a workflow is getting stuck or slowing down. It starts by mapping out each step to see how things are supposed to work. Then, data is collected on time, resources, and errors at each stage. By comparing expected outcomes with actual performance, bottlenecks—areas causing delays—are identified. The next step is to analyze these bottlenecks to understand their root causes, such as outdated procedures or lack of training. Finally, the evaluation provides suggestions to fix these issues, improving overall efficiency and effectiveness in the workflow.

Process evaluation often lead us to the bottlenecks and guide us toward posible solutions. Once collect data that is starting point then use some Lean Six Sigma to analise and get to the root cause.

Parte de la evaluación de procesos nos llevara a realizar una minuciosa revisión de las diferentes aristas que se mantienen en una línea o proceso de producción. Podremos evaluar y comprobar si se encuentran estandarizados nuestros procesos, si dichas estandarizaciones se encuentran actualizadas, como están capacitados los operadores, como están planificados los mantenimientos, etc. Al recorrer el proceso evaluando todas sus partes podremos determinar los diferentes cuellos de botella que se puedan presentar identificando su causa raíz para buscar soluciones eficientes que nos permitan aumentar nuestra productividad minimizando los costos.

A busca pela solu??o das ineficiências passa por comparativos, busca de melhores práticas e vis?o do todo para encontrar solu??es já existentes e portanto mais baratas simples de implementa??o e rápidas com envolvimento de todo time pois só assim teremos a garantia da perenidade e melhoria contínua pois sempre há condi??o de melhorar.

A implementa??o requer um piloto em área pequena, ajusta o que precisar, envolve time, provoca as mudan?as de comportamento e processos necessários e assim forma mais gente para implementar ajustes nos demais processos.

When making changes, begin by testing small-scale modifications so you can evaluate their effects without completely stopping operations. Testing new equipment in a particular area, for example, can yield useful information about productivity and quality enhancements. Involve frontline employees in the process; their perspectives can result in workable solutions and encourage ownership, which will facilitate implementation. To properly track the outcomes, define precise success metrics as well, such as cutting cycle time or faults. It is essential to monitor and adapt continuously because manufacturing conditions can change and today's solutions may need to be modified.

Remember the word Kaizen! Continuous Improvement is the only way to succeed. Take measures and analyze their impacts. Small steps can lead to huge changes. Continuously monitor the results derived from your steps and keep trying to improve them.

Com uma compreens?o clara de onde est?o seus gargalos, você pode come?ar a implementar mudan?as. Comece pequeno com ajustes que podem ter um impacto imediato no fluxo de produ??o. Isso pode significar reatribuir funcionários, atualizar equipamentos ou alterar cronogramas de produ??o para distribuir melhor a carga de trabalho. Monitore de perto os efeitos dessas mudan?as, pois elas podem fornecer feedback valioso e orientar melhorias adicionais. Lembre-se de que aprimorar as opera??es de fabrica??o é um processo iterativo que requer refinamento contínuo.

Avanzando correctamente en todas las etapas anteriores podremos llegar a las conclusiones correctas sobre cual es el problema raíz que esta ocasionando nuestro cuello de botella. Con esta información clave podemos tener las soluciones y el plan de acción a seguir para comenzar a implementar los cambios. Estos pueden comenzar siendo de peque?a escala para minimizar el impacto en la productividad y los costos, a medida que los cambios se van probando podemos ir aplicándolos a mayor escala, la información y los datos obtenidos de este proceso resultaran importantes para continuar aplicando el modelos en otros cuellos de botella que pudiesen aparecer en el proceso. Por lo que los conocimientos y experiencia obtenidos nos serán de gran utilidad.

If you have a true flow process set up with management by eye, all you need to do is look. Bottlenecks are obvious by material qued in front of the process step and a lack of material after the same process step. The same is true for monitoring the process. Is the material flowing smoothly or are some operations backed up while following operations lack material.

Once you've collected data and insights, it's time for a comprehensive process evaluation. Examine each step for potential inefficiencies, such as outdated methods or equipment that may be slowing down production. Assess whether the current layout of your factory floor facilitates smooth transitions between processes. Sometimes, simply rearranging equipment or streamlining steps can alleviate bottlenecks and significantly improve quality.

Value Stream Map One should already exist for the functions in question. If not go and look the process and see where product is backing up

Como parte de este ciclo virtuoso de mejoramiento, no debemos olvidar mantener a nuestro equipó retroalimentado en cada uno de los pasos anteriores, avances y retrocesos, y recoger sus distintas visiones, en definitiva, una escucha activa.