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What are the most effective techniques for identifying bottlenecks in a value stream?

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Bottlenecks are the points in a value stream where the flow of products or services is slowed down or stopped by constraints, such as limited capacity, inefficient processes, or poor quality. Identifying and eliminating bottlenecks is essential for improving the performance and profitability of any lean manufacturing system. In this article, you will learn about some of the most effective techniques for finding and resolving bottlenecks in your value stream.

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Himanshu Sharda

Managing Director India at Alcomex Springs. Ex - GE, Cummins, Wika and Gates Corp
Zain Ahmed

Lean Manufacturing | Technical Project Management | New Product Launch | 8 Years experience in Automobile and EV…
Dr. Sergey Likharev

Founder & CEO @ Waste-To-En | Sustainability enthusiast | Experienced C-suite executive in manufacturing, logistics…

1 Value stream mapping

One of the first and most widely used techniques for identifying bottlenecks is value stream mapping (VSM). VSM is a visual tool that shows the flow of materials and information from the supplier to the customer, along with the value-added and non-value-added activities, cycle times, inventory levels, and quality indicators. By analyzing the VSM, you can spot the sources of waste, variation, and inefficiency that cause bottlenecks and affect the overall lead time and value proposition of your product or service.

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Faizan Baig

Open minded engineer willing to solve problems where no template exists
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There are many tools to identify the bottlenecks in a process. I prefer to use material and information flow analysis from a holistic perspective of the operation. It can explain the physical constraints of the system- the choke points of the complex value chain. Once these choke points are identified, time and motion analysis usually does the trick for capturing the bottleneck process(es) in the value chain or manufacturing process. Things are alot simpler on assembly lines where takt time, cycle time studies along with method studies can help to initiate the de-bottlenecking process .

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Emil B. Karas

Senior Director of Hygiene Plants - North America
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Statistical tools are such as cycle and TAKT time will give you a general idea of where bottleneck may exist. However, when value streaming, the first stage should be performing a process map with the team that conducts the task routinely. Process maps will identify bottlenecks. The final stage is conducting a SMED event and recording in actual practice where the bottlenecks exist. Then determining how they can be removed, streamlined for greatest efficiency, or even automated. Use the scientific method, in solving the problem and test that the solution is repeatable and sustainable.

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Maimoonah Magad

Managing Consultant at SQ Consulting
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Conduct a process capability study as well to check your process status. Mainly capability analysis is summarized in indices, and these indices show the ability of the system to meet the numerical requirements. The main objective of capability analysis is to meet the numerical needs of the system to increase overall performance and growth.

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Daniella Silva

Gest?o de Pessoas e Projetos USP | Qualidade SENAI | Sustainability | ESG | Mapeamento de processos
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A gest?o de projetos é crucial na chamada economia de projetos, onde as estratégias mudam rapidamente no plano de a??o da qualidade e dos processos, é essencial que os portfólios de projetos em qualidade estejam alinhados à estratégia e à execu??o.

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2 Takt time analysis

Another technique for identifying bottlenecks is takt time analysis. Takt time is the rate at which the customer demands your product or service, calculated by dividing the available production time by the customer demand. Takt time represents the ideal pace of your value stream, and it can be used to compare and balance the capacity and output of each process step. By measuring the actual cycle time of each process and comparing it with the takt time, you can identify which processes are underperforming, overproducing, or creating queues and delays.

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Himanshu Sharda

Managing Director India at Alcomex Springs. Ex - GE, Cummins, Wika and Gates Corp
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Check the cycle times for all workstations and compare with takr time. Cycle time greater than takt time is the bottleneck station. Once identified start working on de bottlenecking the station with focus on different lean methods (NVA elimination/SMED etc.)

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Zain Ahmed

Lean Manufacturing | Technical Project Management | New Product Launch | 8 Years experience in Automobile and EV industry | Continuous Improvement | Installation & Commissioning |
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Make a Yamazumi chart of cycle times of all given stations against the takt time. Identify cycle times exceeding the takt time and it will give you the bottle neck. Be sure, once you solve the biggest bottle neck the second most lengthy process will become your new bottle neck.

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Michael, Zhang Junpeng

Create positive impact through lean + coaching: Career coach
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Theoretical cycle time can be calculated to compare with TAKT time to analyze if there is a bottleneck (Cycle time > TAKT), then confirm with the actual situation if there is a pile-up stock before the bottleneck process. How to do the calculations is based on actual process situation, eg batch size, process time, shift work, FPY...

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3 Theory of constraints

A third technique for identifying bottlenecks is the theory of constraints (TOC). TOC is a management philosophy that focuses on improving the throughput of a system by identifying and managing the most critical constraint that limits its performance. TOC uses a five-step process to identify and eliminate bottlenecks: 1) identify the constraint, 2) exploit the constraint, 3) subordinate everything else to the constraint, 4) elevate the constraint, and 5) repeat. By applying TOC, you can optimize the utilization and productivity of your bottleneck resource and increase the flow and value of your value stream.

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Guilherme Souza

Melhoria Contínua | Lean Manufacturing | Green Belt Six Sigma | Engenharia de Produ??o
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O gargalo é a opera??o com maior tempo de ciclo entre as opera??es. Entretanto, toda etapa do processo com tempo de ciclo maior do que o takt time será um problema para entrega da demanda, levando a empresa a ter que fazer horas extras para n?o prejudicar a imagem com o cliente.

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4 Little's law

A fourth technique for identifying bottlenecks is Little's law. Little's law is a mathematical formula that relates the average number of items in a system (inventory), the average time an item spends in the system (lead time), and the average rate at which items leave the system (throughput). The formula is: inventory = throughput x lead time. By using Little's law, you can estimate the impact of changes in any of these variables on the others, and identify the optimal inventory level and throughput rate for your value stream. You can also use Little's law to identify where the inventory is accumulating or fluctuating, which can indicate a potential bottleneck.

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5 Process flow analysis

A fifth technique for identifying bottlenecks is process flow analysis. Process flow analysis is a method of studying and documenting the sequence of activities, inputs, outputs, and resources involved in a process. Process flow analysis can help you identify the root causes of bottlenecks, such as unnecessary steps, rework, errors, variations, dependencies, or conflicts. You can use various tools to conduct process flow analysis, such as flowcharts, spaghetti diagrams, process maps, or value stream maps. By using process flow analysis, you can streamline and standardize your processes, eliminate waste, and improve quality and efficiency.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Dr. Sergey Likharev

Founder & CEO @ Waste-To-En | Sustainability enthusiast | Experienced C-suite executive in manufacturing, logistics, and supply chain management | PhD, MBA, CSCP, CLTD
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Bottlenecks are easily visible in the shop floor without any sophisticated calculations: a lot of work in process inventory before, a lot of idle workstations after

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What are the most effective techniques for identifying bottlenecks in a value stream?

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2

3

4

5

6

1 Value stream mapping

2 Takt time analysis

3 Theory of constraints

4 Little's law

5 Process flow analysis

6 Here’s what else to consider

Lean Manufacturing

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What are the most effective techniques for identifying bottlenecks in a value stream?

1

2

3

4

5

6

1 Value stream mapping

2 Takt time analysis

3 Theory of constraints

4 Little's law

5 Process flow analysis

6 Here’s what else to consider

Lean Manufacturing

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