Struggling with supply chain bottlenecks hindering cost reduction in manufacturing engineering?

Cause analysis is?a systematic way to identify the root causes of problems, rather than just treating the immediate symptoms.?It can help to identify where processes or systems have failed, and to uncover and apply appropriate solutions.? Here are some tools and techniques that can be used to analyze cause:? Fishbone diagram A visual representation of cause and effect, where the problem is depicted at the head of the fish, and possible root causes are depicted as the bones.? ? Failure mode and effects analysis (FMEA) A method for root cause analysis that involves determining how something can fail, and the effect of each failure on the overall problem.? Fault tree analysis A technique for root cause analysis.

Durante los a?os en que he gestionado equipos de producción me he encontrado con diferentes problemas que generaban los cuellos de botella : Ingeniería de procesos del puesto mal dise?ada , esto implicaba tiempos de proceso por encima del takt estándar. Redise?o del proceso .Reforzar puesto hasta cerrar incidencia. Equipo/máquina en mal estado: Correctivo, revisión y actualización del plan de mantenimiento , realizar predictivo Operaciones de montaje sin add value Movimiento y desplazamientos innecesarios hacen que el tiempo de montaje se incremente. Realizar actividad kaizen para reducir/eliminar desperdicio Equipo/máquina de nueva implantación. Reajuste parámetros . Refuerzo de las operaciones manualmente hasta solventar problema

Supply chain bottlenecks that hinder cost reduction can be addressed in several ways. For certain cases, placing orders for parts well in advance can help. Additionally, choosing commonly used parts and standardizing components wherever possible can streamline procurement. For new products, interaction between the R&D team and the sourcing team is crucial to mitigate supply chain issues related to the procurement of new parts being purchased for the first time. Localization too helps in mitigating delays and cost reduction in certain cases. Coming to just in time, there some lessons to be learned from Covid time.

Supply chain disruptions can also result in increased expenses for both businesses and consumers. For instance, loading dock limitations that cause delays in truck pickups can impact timely deliveries and extend a company's operational hours. These costs are frequently passed on to customers through higher prices, particularly when global bottlenecks cause prices to rise. If the global supply chain had not been exacerbated by COVID-19 bottlenecks, for example, inflation in the manufacturing sector “would have been 20 percentage points lower in November 2021,” according to the Federal Reserve Bank of St. Louis Review.

During my internship as a Supply Chain Trainee at a Food Manufacturing Industry, I carried out Time and Motion Study, which is a lean tool aimed at reviewing individual tasks carried out in the workplace to eliminate unproductive and unnecessary movements so as to ensure timely completion of work. I carried out a T&M study to find out the causes of delays in delivery and pick up trucks. The problem was discovered and later solved! So yes, I can say that lean principles is effective to minimize waste and optimizing process.

O pensamento "enxuto" juntamente com a "busca pela eficiência/eficácia" é a base para constru??o de um modelo de trabalho positivo, n?o resumiria tudo ao "princípio lean", pois temos diversa ferramentas, como: kaizen e 5 S, e que tem um fundo "filosófico" mas que muitas vez paramos na aplica??o pontual e nos "gráficos" nos painéis. Fala-se muito de "enxuto" mas temos empresas com 10 VPs, 50 Diretores, etc (só exemplo didático), a filosofia "enxuta" deve estar em todo lugar

JIT is such a great idea, but it's apparent simplicity causes dangers. Without control of the supply chain, it's important to identify supplier reliability as a minimum. Understanding failure modes and effects within the supply chain enables mitigating measures and plans to be put in place. The alternative may be HIT (Hopefully In Time) or JTL (Just Too Late).

Applying lean manufacturing can ease supply chain bottlenecks by reducing waste and optimizing processes like just-in-time (JIT) inventory.

In my Malabar Gems & Jewellery project, I applied lean manufacturing principles to optimize resource use and reduce inefficiencies. By implementing Just-in-Time (JIT) inventory and continuous improvement through Kaizen, we tackled key supply chain challenges. We enhanced communication with suppliers and established a demand-driven procurement system, reducing lead time for gemstones and excess inventory. By eliminating non-value-adding activities in polishing and setting processes, we improved workflow efficiency. This increased production speed and reduced downtime, leading to a smoother supply chain and better flexibility to adapt to sudden demand changes.

Every strategy is of importance and need to fulfil one achievement I.e. keeping the header of supply items full with minimum holding cost and ok material. It encompasses the principles of lean, operational excellence, process optimisation and best use of technologies for supply management. Only rules to follow are speed of operations, on time delivery and never forgetting the goal.

Integrating technology like ERP, SCM, and IoT improves visibility and real-time data, helping predict and resolve supply chain bottlenecks efficiently.

Implemente tecnologias e sistemas que automatizem tarefas repetitivas, aumentando a produtividade. Melhore a Gest?o de Edtoques, use técnicas como Just-in-Time (JIT) para reduzir excessos e evitar faltas, mantendo um fluxo mais constante. Trabalhe em estreita colabora??o com fornecedores para melhorar a comunica??o e prever demandas. Invista em treinamento para que a equipe possa lidar com imprevistos e operem de maneira mais eficiente. Evolua o Planejamento e Previs?o, utilize modelos de previs?o de demanda para planejar melhor as opera??es. Estabele?a KPIs para monitorar o desempenho da cadeia de suprimentos e fa?a ajustes conforme necessário.

Most organisations operate through various software systems like ERP, SCM, MES, WMS, TMS, and many others. In very few cases are these platforms integrated at a process level, with a structure that gathers the right data that needs to be shared between the applications. The data should not just be content, but should be in a context that supports the supply chain dependencies.

I am a big fan of technology Implementing systems is great and you have to have some ground rules: - what are the constraints in the system - what is the change process approval when things need changed - what data is collected and how do you use it? - how often is the data analyzed and what solutions does it generate? - how do you use the data as a new input in the system? Any system output is as good as the input Data accuracy and tight controls are the key to success.

Developing strategic collaboration and partnership between companies and its key suppliers is critical. Beyond ensuring you have priorities for deliveries, the ability to access and leverage new advanced technologies that could help to capture new markets is critical. In the era of AI and Software-Defined-Product/Services, companies have to collaborate with its supply base in order to stay competitive.

Yes, involve the supply chain experts within your company as soon as you have a concept design (before you are ready to start to put it to paper). Bring in key suppliers around this time to optimize your supply chain reducing cost and lead times.

Customer and suppliers are the two essential components of any business. Working with suppliers to create a win-win strategy always helps to ensure business stability and take the business to newer heights. Open and honest communication is a bridge for the partnership.

All supply chains are or should be a collaboration with mutual benefits. This is true at a technical and relationship level, and a good collaborative relationship will help with mitigation of bottlenecks and problems.

Supplier Collaboration is the most important thing to involve all potential strengths and find the best solution for both parts!

A strong relationship with suppliers is essential for effective inventory management. When suppliers hold inventory on our behalf, it's vital to have contractual terms that support timely material consumption. Regular optimization of safety stock levels is key to preventing overstocking or material shortages.

For the inventory strategies - suppliers back up - supply chain system that drives demand based on your clients’ demand and production status - solid internal processes to assure accurate data collecting (like work station scanning that creates demand) - make vs buy analysis

Please never underestimate the power of safety stock!! Strikes, mother nature, power failures, many factors that seem far away but that can delay you for weeks on committed deliveries.

What I Experienced as a process engineer that, By improving workflows, manufacturing facilities can identify inefficiencies, reduce waste, and better manage resources. Techniques such as lean manufacturing or just-in-time inventory can shorten lead times and lower operational costs. Enhancing the coordination between suppliers and production helps minimize delays and excess inventory, making operations more efficient. Ultimately, optimizing processes allows manufacturers to address bottlenecks effectively, leading to significant cost savings.

Ich denke die Prozessoptimierungen ist ein wichtiger Meilenstein um auf unvorhergesehene Ereignisse zeitnah reagieren zu k?nnen. For example, ausstehende Auftr?ge schnell abarbeiten zu k?nnen und insbesondere ohne den weiteren Prozess zu st?ren abarbeiten zu k?nnen. Das setzt strategische K?nnen und Weitsicht voraus .

Continuous reviews and refinement can be disruptive to manufacturing, but using Six Sigma principles, and involving key staff to refine and adapt to changing circumstances, can be of great benefit in ensuring inefficiencies and delays are minised. Analytics and monitoring OEE to ensure continuous improvement can create a feedback loop for process improvement.

Integrating sustainable practices like reducing waste and optimizing resources use into the supply chain can lead to long-term cost savings. However, developing contingency plans for potential supply chain disruptions can prepare manufacturers for unforeseen challenges. Companies can identify critical vulnerabilities and create strategies to address them.

Internal audits of production processes are a good tool for the detection of failures, gaps or errors that may be a hindrance to the process. Keeping an eye on the cards on the table avoids the day-to-day blindness that prevents process improvement.