Bottleneck
A bottleneck is the slowest point in a production process that limits the entire system's output.
A bottleneck is a stage in a manufacturing process where the flow of work is restricted. This happens when the capacity of one workstation or resource is less than the demand placed upon it by other parts of the system. Work-in-progress (WIP) inventory typically accumulates before the bottleneck, while subsequent stations may be starved for work.
The entire production line's throughput is determined by the output of its bottleneck. If a bottleneck machine can only produce 50 units per hour, the entire line cannot produce more than 50 units per hour. This increases lead times, raises inventory costs, and can delay customer deliveries. Identifying and managing bottlenecks is a primary focus for improving operational efficiency.
Manufacturers find bottlenecks by observing where WIP accumulates on the shop floor. They also analyze cycle time data for each process step; the step with the longest cycle time is the bottleneck. Once identified, strategies to manage it include increasing the bottleneck's capacity, ensuring it never runs out of work, and reducing its downtime and changeover times. The Theory of Constraints is a management methodology centered on improving bottlenecks.
A furniture factory's assembly line has a sanding station that processes 10 chairs per hour. The preceding cutting station produces parts for 20 chairs per hour, and the final painting station can handle 15 chairs per hour. The sanding station is the bottleneck, limiting the factory's output to 10 chairs per hour.
What is the difference between a bottleneck and a constraint?
A constraint is any factor limiting system performance. A bottleneck is a specific type of constraint where a resource's capacity is less than the demand placed on it.
Can a production bottleneck move?
Yes. Improving one bottleneck often reveals a new one elsewhere in the process. Changes in product mix or operator skill can also shift the bottleneck to a different workstation.
How do I identify a bottleneck on my shop floor?
Look for the largest pile of work-in-progress inventory, as it will accumulate before the slowest process. You can also measure the cycle time of each step; the longest one is the bottleneck.
Is having a bottleneck always a bad thing?
Every process has a bottleneck. The goal is to manage it so it does not cause major disruptions. Some companies strategically place a bottleneck to control production flow.
What is the first step to improving a bottleneck?
First, maximize the uptime and efficiency of the existing bottleneck resource. Ensure it is never idle during scheduled production and that changeovers are fast before investing in new equipment.
Theory of Constraints
TOCThe Theory of Constraints is a method for improving system performance by identifying and managing the single biggest limiting factor, or constraint.
Throughput
Throughput is the rate at which a system produces finished goods over a specific period.
Cycle Time
Cycle time is the total time required to complete all the steps of a process for one unit of production.
Capacity Utilization
Capacity utilization is a metric that measures the percentage of a facility's total potential production output that is actually being used.
Work in Progress
WIPWork in Progress (WIP) is the inventory of partially finished goods waiting for completion and final inspection.
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