Bottleneck workplaces

What percentage of your total workplaces would you guess are bottleneck woik-places  

After all, those workplaces which are truly bottlenecks because of their zero-resources flexibility are the ultimate challenge for the SCM. 

Let us be honest how many bottleneck workplaces do you have I will bet on it that your estimate is too high Because you are always hearing about bottlenecks in the enterprise which - not surprisingly - are difficult to eliminate when they are detected too late. 

You will soon see that overestimating the number of bottlenecks is yet another paradigm rooted in the actual status. 

When is a bottleneck a true bottleneck A real bottleneck is characterized by the following  

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The bottleneck workplace is running 24 hours per day constantly and exclusively for work on customer orders. 

It is only after carefully reviewing all of these criteria that we can talk about a bottleneck workplace. You will see that not one of your so-called bottlenecks remains. 

What is the loss in revenue sustained by your enterprise when it takes an hour to set up a real bottleneck workplace ... 

Let your data processing system determine which internally-produced parts run through your actual bottlenecks workplaces. 

There are only a very few actual bottleneck workplaces. A real bottleneck workplace runs three shifts and Saturdays. It cannot be substituted. Do you really have some Do not increase the lot sizes until you are not completely convinced that what you have found is an actual bottleneck. 

Direct costs, neutral-value Engineering in the WSC Bottleneck workplaces Bottlenecks... 

Also not recommendable is the frequently practiced limitation of the number of simulated parts and workplaces. This method assumes that you know precisely who the bottleneck candidates are and that you want to keep them. This means all other resources must be consciously over-sized and remain so. This in turn is simple profit-consuming contravening of the efficiency rule. The intentional oversupply of resources that cannot be simulated burdens the output of the enterprise to such an extent that this route can never lead to a profitable, lean enterprise. 

If it were possible to be aware of this information before approving the production plan desired by your enterprise (primary demand) across the board for all purchased parts and internally-produced parts as well as for all workplaces and of all other relevant resources (Fig. 36), you would be able to eliminate the bottlenecks which threaten to destroy deadlines, prolong throughput times, increase capital tie-up, slow productivity and devour profits... 

If an imminent imbalance is relevant to schedule effectiveness, the simulation identifies it as an imminent danger and notifies supply chain management. The SCM then informs the responsible buyer or supervisor of the workplace affected of the imminent danger. The expert, specifically the service renderer, now has the opportunity to broaden the bottleneck identified as imminent carefully and more efficiently than he would have when confronted with actual bottlenecks or deadline delays that had already occurred. 

Luckily, there are only a few true bottlenecks. Virtually no workplace in arrears with backlog is a bottleneck. There can be only a very few bottlenecks because we... 

Take a critical look at the so-called bottlenecks and have a watchful eye on the true bottlenecks Check your bottlenecks yourself As a rule, they limit your sales and revenue entirely unnecessarily since they - seen in broad daylight - are far from being actual bottlenecks. Whenever I hear someone talking about true bottlenecks within the performance process, I ask to visit the workplace. Let me give you two practical examples ... 

This frees this workplace from bottlenecks, thereby harmonizing it. The first requirement, the successful harmonization following freedom from backlog, is fulfilled. Does this synchronize this workplace with all other workplaces The answer is y s , provided harmonization of all other workplaces and supplier s parts is successful. 

Complete freedom from backlog and bottlenecks at all workplaces as well as guaranteeing the supply of all purchased parts is the first of only two basic requirements for complete schedule effectiveness, short throughput times, low capital tie-up, and the high productivity of your enterprise. 

It makes no sense to set up only individual workplaces within theperformance process to be free of backlog and bottlenecks. 

If you set up terminals that have access to the Supply Chain Simulation for your process drivers, they will be able to communicate directly with the control system, free your workplaces from bottlenecks and optimize your work on hand lists, e.g. the work sequence. 

Determine which workplaces are true bottlenecks. You will find very few. Stop powering these machines down, e.g. during breaks, and spend money on reducing the setup times of this actual bottleneck. 

The process simulation charges the capacities of all workplaces with the times used up to date (allowed time x level of performance). In this way, imminent bottlenecks are recognized by the simulation at the earliest possible point. They are eliminated before they can cause backlog. 

From the experience of the supply chain managers we have learned that the flexibility and schedule effectiveness of the individual process drivers is realized relatively quickly. There is a set number of workplaces manned by employees from your own enterprise. They are trained and soon convinced of the concept of the bottleneck-free enterprise. 

Page 115 Figure 41 A forward harmonized workplace (no bottlenecks)... 

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