When you think about your production lines, do you have a vague sense that you could be producing more / better / faster, but aren’t sure exactly what’s standing in your way? This is common. We talk to many plant managers who know they should be getting more out of their lines, but aren’t sure […]
Category Archives: Lean
Common Production Constraints, Part 2: Food Packaging Lines
In the previous article, we identified the main places bottling lines get hung up during beverage processing. Here, we look 5 common constraints along food packaging lines. Wrappers/baggers Like with beverages, in food manufacturing, moving from the processing to packaging can be challenging. For example, we worked with a client that made bagels. The line […]
How Much Are Production Line Bottlenecks Costing You?
$3,552,000! I know that seems like a lot. But that’s how much profit one winery was missing out on before they took steps to reduce the impact of the bottleneck on their production line. We’ve performed our Garvey Line Analysis with hundreds of companies. And, while the results vary, we typically find that companies are […]
How to Find the Constraint in Your Production Line
Do you know what the bottleneck is in your manufacturing process? The limiting factor that’s keeping you from ramping up your production or sometimes even meeting your goals? This bottleneck is your constraint, and it should be your top priority because it’s setting the pace for the rest of your line. Until you increase the […]
Maximizing Thruput: Choose Your Constraint
Most people’s approach to increasing production is to “identify ” the constraint. I believe there is a better approach. My approach is to look at the process and decide “where” you want the constraint. Once you shift your perspective to this method, your approach becomes proactive as opposed to a reactive. In a proactive approach, […]
Maximizing Thruput: The Myth of Efficiency
Efficiency improvement feels like a good thing. I mean it makes sense, doesn’t it? If we can make something more efficient, it stands to reason that it should improve the process. Not always. I propose that in most cases increases in efficiency will be of little benefit, if any, to the overall process. In fact, […]