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RECOGNIZING AND MANAGING
BOTTLENECKS
IN PROCESS PLANTS
Peter L. King
Lean Dynamics, LLC
October 2011
Definition of a bottleneck
Bottlenecks in process plants
Capacity Constraint Resources (CCRs)
Finding the bottleneck ~ Value Stream Mapping
Root causes of bottlenecks
Bottleneck management ~ Theory of Constraints
Bottlenecks can move!
Successive bottlenecks
Additional examples
2
AGENDA
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3 © 2010 - LEAN DYNAMICS LLC - ALLRIGHTS RESERVED
BOTTLENECK DEFINITION
Any resource where capacity is less than or equal to Takt (rate)
Any resource whose capacity is less than or equal to the
demand place upon it
Any process step with a utilization of 100% or greater
The process step with the lowest capacity
4
WHY BOTTLENECKS REQUIRE ATTENTION
A primary objective of Lean is to achieve smooth continuous flow
Bottlenecks restrict flow
Bottlenecks cause inventory
Bottleneck management requires more inventory
A bottleneck may prevent you from making Takt
Thus bottlenecks must be identified
and opened up as much as practical
And bottlenecks must be very well managed
-->
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BOTTLENECKS IN
PROCESS PLANTS
6
BOTTLENECKS IN PROCESS PLANTS
In parts manufacture and assembly processes –
people are often the limiting factor
So managing bottlenecks focuses on people
Appropriate staffing
Task leveling
Judicious use of overtime, extra shifts
In most process plants, throughput is limited by equipment -
not by people
So managing bottlenecks becomes optimization of the
performance of the bottleneck step
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7
BOTTLENECKS IN PROCESS PLANTS
Examples of process bottlenecks
Paper making – lineal speed of the web processing equipment
Paint manufacture – resin production batch time
Synthetic fiber manufacturing – threadline windup speed or
meter pump capacity
Batch chemicals – reaction time
Synthetic rubber – chemical reaction time, extrusion rates
Additional labor or overtime won’t help
Most plants are run 24 x 7, so running additional shifts is not
an option
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8
CAPACITY CONSTRAINTS
Throughput can be limited by equipment design, by the inherent
capacity or a piece of process equipment
Throughput can be limited by a piece of equipment ‘s performance
Reliability issues
Yield losses
Changeover time
Throughput can also be limited by equipment scheduling, and by
how well flow is synchronized with other process steps
A Capacity Constraint Resource (CCR) is defined as:
Any resource which, if not properly scheduled and managed, is likely to cause
the actual flow of product through the plant to deviate from the planned flow.
Synchronous Manufacturing, Umble and Srikanth, 1990
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CAPACITY CONSTRAINT IN CEREAL PLANT
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PACKAGING
STORAGE SILOS
SHAPE MANUFACTURING
FLAKE MANUFACTURING
CAPACITY CONSTRAINT IN CEREAL PLANT
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PACKAGING
STORAGE SILOS
SHAPE MANUFACTURING
FLAKE MANUFACTURING
The VSM shows the packaging area at 75% Utilization
Silos often fill up, so flake or shape production goes down
The culprit is poor scheduling, no synchronization
Any resource that has enough
effective capacity to meet customer
demand – but can’t because of poor scheduling – is
called a Capacity Constraint Resource
DIAGNOSING THE BOTTLENECK
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One of the best tools for finding the bottlenecks in your process is a
VALUE STREAM MAP
CUSTOMER
SERVICE
REPS
ORDER
GRANTS
MATERIAL
RELEASES
SALES &
OPERATIONS
PLANNING
DEMAND
MANAGEMENT
PROCESS
CUSTOMER FORECASTS
(QUARTERLY)
ORDERS
PRODUCTION
SUPERVISOR
CAPACITY FORECAST
(MONTHLY)MASTER PRODUCTION
SCHEDULE (MONTHLY)
DAILY PRODUCTION
SCHEDULE (WEEKLY)
SCHEDULE UPDATES (DAILY)
AGGREGATED
DEMAND
(MONTHLY)
CURRENT
INVENTORIES
Frequency
Lot Size
1 Car/Day
140K lbs
Transp time 7 Days
Frequency
Lot Size
1.8 Cars/Day
140K lbs
Transp time 7 Days
SUPPLIER 1
SUPPLIER 2
SHEET
FORMING
(4)
SLITTING
(3)
CALENDARING
BONDING
(4)
CHOPPING
(3)
WRAPPING
PACKAGING
LABELING 5 546
6
Order Lead
Time
# SKUs
1 Week
4
Order Lead
Time
# SKUs
1 week
6
Invtry
Days
# SKUs
322M sq Ft
42
2,000
Invtry
Days
#
SKUs
4000
7
1000
Invtry
Days
#
SKUs
3650 R
21
200
Invtry
Days
#
SKUs
2500 R
12.6
50
Invtry
Days
#
SKUs
6.3M lbs
16
6
15 Min
16 Days
17 Min
12.6 Days 21 Days
10 Min
7 Days
10 Min
3 M
8 Min
42 Days
CUSTOMERS,
DISTRIBUTORS
Quantity/time
TAKT
230M Sq Ft/Mo
320K Sq Ft/Hr
Lead time Exp 7 Days
Frequency
Lot Size
12 Trucks/Day
648K Sq Ft
Transp time 3 Days
KEY
K = 1,000
M = 1,000,000
B = 1,000,000,000
NVA Time = 99 Days
VA Time = 73 Min
Effective
Capacity 11.8
9.5TAKT
Utilization 80%
15 MinLead time
Yield 87%
90%Reliability
UPtime 73.6%
50# SKUs
Batch size 1 roll
9 daysEPEI
C/O time 1 hr
2 RollsC/O loss
Avail time 168 hr/wk
3 x 8 x 7Shift schd
(Master Rolls/Hr)
Effective
Capacity 8.9
8.3TAKT
(Master Rolls/Hr)
Utilization 93%
17 MinLead time
Yield 87%
98%Reliability
UPtime 61%
200# SKUs
Batch size 1 roll
13 daysEPEI
C/O time 45 Min
~ 0C/O loss
Avail time 168 hr/wk
3 x 8 x 7Shift schd
Effective
Capacity 10.3
7.2TAKT
(Bonded Rolls/Hr)
Utilization 70%
10 MinLead time
Yield 98%
95%Reliability
UPtime 69%
1000# SKUs
Batch size 1 roll
7 daysEPEI
C/O time 5 Min
~ 0C/O loss
Avail time 168 hr/wk
3 x 8 x 7Shift schd
Effective
Capacity 29
24TAKT
Utilization 83%
10 MinLead time
Yield 100%
98%Reliability
UPtime 98%
1800# SKUs
Batch size 1 Slit Roll
7 daysEPEI
C/O time 0
0C/O loss
Avail time 168 hr/wk
3 x 8 x 7Shift schd
(Slit Rolls/Hr)
Effective
Capacity 200
120TAKT
Utilization 60%
8 MinLead time
Yield 100%
98%Reliability
UPtime 98%
2000# SKUs
Batch size 1 Cut Roll
7 daysEPEI
C/O time 0
0C/O loss
Avail time 168 hr/wk
3 x 8 x 7Shift schd
(Cut Rolls/Hr)
RAW MATERIAL
ORDERS (MONTHLY)
RAW MATERIAL
ORDERS (MONTHLY)
SCHEDULE UPDATES (DAILY)
Information Flow
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Material Flow
VSM COMPONENTS
Timeline
Data boxes
12
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Takt Time = Total available time / Customer demand
Takt Rate = Customer demand/ Available time
Example
A salad dressing line has weekly demand of 45,000 cases for the flavors
made on that line
Three eight-hour shifts per day, 5 days per week
Production continues through lunch, breaks, shift changes
Available time = 3 x 8 x 5 = 120 hours/week
Takt = 45,000 cases /120 hours = 375 cases/hour
So the plant must produce 375 cases per hour to satisfy customer
demand
VALUE STREAM MAP DATA
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Takt Rate = Customer demand/ Available time
The concept of Takt is that you want to synchronize your
throughput to Takt
You are meeting customer demand
With no overproduction
With minimal inventories
VALUE STREAM MAP DATA
VALUE STREAM MAP DATA
Effective Capacity
It represents realistic expectations, not perfection
It should represent what we can realistically do today
15
Effective Capacity = Max Demonstrated Rate (MDR) x OEE
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If the salad dressing line could pack 500 cases/hour on a perfect
day
And OEE (or UPtime) is 85%
Then Effective Capacity is 425 cases/hour
Utilization
A measure of how fully occupied a process step is, how busy it is
If our salad dressing line has an effective capacity of 425 cases/hour
Utilization = 375 cases per hour / 425 cases per hour
Utilization = 88%
Utilization is a good indication of how close to a
bottleneck any process step is
16
Utilization = Takt rate/ Effective capacity
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VALUE STREAM MAP DATA
Cycle Time (Capacity) 30 BALES/SHFT
TAKT 35 BALES/SHFT
Utilization 117%
Lead Time 9.6 MIN
Yield 97%
Reliability 70%
Uptime 60%
# SKUs 14
Batch Size 1 BALE
EPEI 4 DAYS
C/O Time 45 MIN
C/O Losses 1%
Available Time 168 HRS/WK
Shift Sched 8 X 3 X 7
No of Operators 1
FIBER CUTTER/BALER
DIAGNOSING THE BOTTLENECK
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Root causes of bottlenecks can
be diagnosed from the data boxes
This is a B/N!
Machine failures are the primary
culprit
Changeover times also
contribute to the constraint (11%
of capacity)
Both must be improved to
resolve the B/N
Effective Capacity
Cycle Time (Capacity) 50 GAL/MIN
TAKT 55 GAL/MIN
Utilization 110%
Lead Time 2 HR
Yield 97%
Reliability 98%
Uptime 74%
# SKUs 12
Batch Size 8000 GAL
EPEI 36 HR
C/O Time 40 MIN
C/O Losses 1%
Available Time 168 HR/WK
Shift Sched 12 hr X 2 sh X 7 d
No of Operators 1
RESIN REACTOR
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This is also a B/N!
Yield and reliability are not
the problem
Changeover times are the
issue here – 22% of the
available capacity is
consumed in C/Os
DIAGNOSING THE BOTTLENECK
Effective Capacity
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ROOT CAUSES OF BOTTLENECKS
Once a bottleneck has been identified, it is important to
understand why it is a bottleneck.
The most common causes in process plants:
Inherent equipment capacity limitations
Mechanical or electrical reliability problems
Yield losses
Long changeovers
Inappropriate scheduling or lack of synchronization (CCRs)
TYPICAL BOTTLENECK ROOT CAUSES
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Based on a small sampling of VSMs from process plants
Data boxes of bottleneck or near-bottleneck resources were studied for
most significant root cause
When more than one reason contributed, partial weight was given to each
Disclaimer: this is not based on any
scientific, statistically valid study!
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MANAGING
THE
BOTTLENECK
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MANAGING THE BOTTLENECK
Once the bottleneck has been identified and its root cause(s)
determined, it’s time to open it up, to increase flow.
If that can’t be done, at least make sure the bottleneck is not
further constrained by limitations elsewhere in the process
Theory of Constraints is the best way to do this
CONSTRAINT MANAGEMENT PROCESS
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CONSTRAINT MANAGEMENT PROCESS
24
IDENTIFY THE BOTTLENECK
EXPLOIT THE BOTTLENECK
SUBORDINATE EVERYTHING TO THE BOTTLENECK
ELEVATE THE BOTTLENECK
CAPACITY
FIND THE NEXT BOTTLENECK AND
REPEAT
Theory of Constraints Eliyahu M. Goldratt, 1990
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CONSTRAINT MANAGEMENT PROCESS
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IDENTIFY THE
BOTTLENECK
EXPLOIT THE
BOTTLENECK
SUBORDINATE
EVERYTHING TO
THE BOTTLENECK
Look for inventory
Study the VSM
Mathematical analysis (Excel, FlexSim)
Make sure the B/N is running at max rates
Reduce changeover times - SMED
If CCR, improve flow synchronization
Don’t let the B/N be constrained by
upstream or downstream limitations
Theory of Constraints Eliyahu M. Goldratt, 1990
PROCESS SYSTEM INTERACTIONS
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STEP
A
STEP
B
STEP
C
CAPACITY 100 GPM
50 GPMTAKT
UTILIZATION 50%
90%OEE
CAPACITY 48 GPM
50 GPMTAKT
UTILIZATION 104%
90%OEE
CAPACITY 100 GPM
50 GPMTAKT
UTILIZATION 50%
90%OEE
Where is the bottleneck?
What is the flow through the bottleneck?
48 GPM?
Wrong! The average flow is 39 GPM. (48 GPM x 90% x 90%)
The bottleneck resource suffers whenever there is an upstream or
downstream interruption
B/N MANAGEMENT ~ THEORY OF CONSTRAINTS
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STEP
A
STEP
B
STEP
C
CAPACITY 100 GPM
50 GPMTAKT
UTILIZATION 50%
90%OEE
CAPACITY 48 GPM
50 GPMTAKT
UTILIZATION 104%
90%OEE
CAPACITY 100 GPM
50 GPMTAKT
UTILIZATION 50%
90%OEE
BUFFERINVENTORY
EMPTYBUFFER
Buffer inventories can alleviate the interaction
They can de-couple the various interruptions
They won’t eliminate the bottleneck
But they will prevent the bottleneck flow from being further
constrained
B/N MANAGEMENT ~ THEORY OF CONSTRAINTS
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STEP
A
STEP
B
STEP
C
CAPACITY 100 GPM
50 GPMTAKT
UTILIZATION 50%
90%OEE
CAPACITY 48 GPM
50 GPMTAKT
UTILIZATION 104%
90%OEE
CAPACITY 100 GPM
50 GPMTAKT
UTILIZATION 50%
90%OEE
BUFFERINVENTORY
EMPTYBUFFER
This should be kept full to feed Step B when Step A is down
If max downtime duration on Step A is 2 hours….
Buffer should be ~ 5800 gallons
(2 hr x 60 min x 48 GPM)
This should be kept empty so that
there is a place to put material
from Step B while Step C is down
How large
should this
buffer be?
CONSTRAINT MANAGEMENT PROCESS
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FIND THE NEXT
BOTTLENECK AND
REPEAT
ELEVATE THE
BOTTLENECK
CAPACITY
Increase the effective B/N capacity
Reduce Yield losses
Improve reliability – implement TPM
Increase ideal capacity – modify the
equipment
Once this B/N is no longer the B/N
Find the new B/N
There is usually a B/N!
Theory of Constraints Eliyahu M. Goldratt, 1990
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MOVING
BOTTLENECKS
BOTTLENECKS CAN MOVE WITH PRODUCT MIX
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AVERAGE OF ALL PRODUCTS
6
SHEET
FORMING
1
1.5
BONDING
1
1.5
Invtry
Days
# SKUs
625 Rolls
12.6
8
Eff Cap 2.22
2.1TAKT
(Rolls/hr)
94%Utilization
Eff Cap 2.95
2.4TAKT
(Rolls/hr)
81%Utilization
The bottleneck may move as the process cycles through the various
products being made.
In his case, both forming and bonding have enough capacity to meet
customer demand
PRODUCT-SPECIFIC BOTTLENECK
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PRODUCT 432A
6
SHEET
FORMING
1
1.5
BONDING
1
1.5
Invtry
Days
# SKUs
625 Rolls
12.6
8
Eff Cap 2.35
2.4TAKT
(Rolls/hr)
102%Utilization
Eff Cap 2.22
2.1TAKT
(Rolls/hr)
94%Utilization
When forming products with very high basis weight, forming must run
at slower lineal speeds - mass flow is the limiting factor
Thus forming becomes the bottleneck when making these products
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PRODUCT-SPECIFIC BOTTLENECK
PRODUCT 4516F
6
SHEET
FORMING
1
1.5
BONDING
1
1.5
Invtry
Days
# SKUs
625 Rolls
12.6
8
Eff Cap 2.95
2.4TAKT
(Rolls/hr)
81%Utilization
Eff Cap 1.9
2.1TAKT
(Rolls/hr)
110%Utilization
For products that must be bonded at higher temperature, the bonder
must run slower to allow more time in contact with the heated roll
So for these products, bonding becomes the bottleneck
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PRODUCT-SPECIFIC BOTTLENECK
Other examples:
Synthetic fiber production
Fiber winding is the B/N for very fine fibers
The metering pump is the B/N for thicker fibers
Salad dressing and ketchup bottling lines
For larger bottles, the bottle filler will be the B/N
For smaller bottles, the label applicator may be the B/N
For very small cartons for convenience stores, the carton
erector/filler may become the B/N
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WHY DOES THIS MATTER?
PRODUCT 4516F
Doesn’t it all average out over time?
Yes, but so does commuter traffic
and you see what can happen during rush hour!
PRODUCT 432A
6
SHEET
FORMING
1
1.5
BONDING
1
1.5
Invtry
Days
# SKUs
625 Rolls
12.6
8
Eff Cap 2.35
2.4TAKT
(Rolls/hr)
102%Utilization
Eff Cap 2.22
2.1TAKT
(Rolls/hr)
94%Utilization
6
SHEET
FORMING
1
1.5
BONDING
1
1.5
Invtry
Days
# SKUs
625 Rolls
12.6
8
Eff Cap 2.95
2.4TAKT
(Rolls/hr)
81%Utilization
Eff Cap 1.9
2.1TAKT
(Rolls/hr)
110%Utilization
6
SHEET
FORMING
1
1.5
BONDING
1
1.5
Invtry
Days
# SKUs
625 Rolls
12.6
8
Eff Cap 2.35
2.4TAKT
(Rolls/hr)
102%Utilization
Eff Cap 2.22
2.1TAKT
(Rolls/hr)
94%Utilization
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WHY DOES THIS MATTER?
The process runs at the rate of the slowest asset
So you can’t catch up – things don’t average out!
Buffering ala Theory of Constraints will minimize the consequences
of moving bottlenecks
You must understand all of the steps that can be B/Ns –
to make sure all buffers are in place
PRODUCT 432A
PRODUCT 4516F
6
SHEET
FORMING
1
1.5
BONDING
1
1.5
Invtry
Days
# SKUs
625 Rolls
12.6
8
Eff Cap 2.95
2.4TAKT
(Rolls/hr)
81%Utilization
Eff Cap 1.9
2.1TAKT
(Rolls/hr)
110%Utilization
SUCCESSIVE BOTTLENECKS
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Once the bottleneck has been opened, and is no longer a
bottleneck, don’t assume that the process can now make
Takt.
There may be other steps which are bottlenecks – this may have
been masked by the most obvious bottleneck
An accurate VSM would have brought this to light
However….. The primary bottleneck can restrict flow in a way that
masks restrictions at other steps
Or…… managers may be making assumptions about bottleneck
locations without benefit of a VSM
EXAMPLE – SALAD DRESSING
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The plant manager of a salad dressing production and bottling
facility wanted to increase throughput on a sold-out line from 300 BPM
to 400 BPM
He and the plant engineer believed (correctly) that the bottleneck
was in the bottle filling step – based on experience and intuition
The technical staff developed a new filling nozzle, which could fill at
the higher flow rate with no increase in pressure.
However, before fabricating a complete set of new nozzles, they
developed a VSM
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HOMOGENIZER
EFF CAPACITY 60 GPM
75 GPMTAKT
UTILIZATION 125%
90%OEE
WAREHOUSE
Salad Dressing
Bottle Filling Line
SURGE
TANK
BOTTLE
FILLING
MACHINE
EFF CAPACITY 300 Bot/Min
400 BPMTAKT
UTILIZATION 133%
85%OEE
BOTTLE
CAPPER
EFF CAPACITY 500 BPM
400 BPMTAKT
UTILIZATION 80%
94%OEE
ACCUMULATING
BOTTLE
CONVEYOR
BOTTLE
LABELER
EFF CAPACITY 360 BPM
400 BPMTAKT
UTILIZATION 111%
82%OEE
CASE
PACKER
EFF CAPACITY 33 cases.min
34 cases/minTAKT
UTILIZATION 101%
73%OEE
NOTE: All capacities and Takt are relative to 24 oz bottles,
which is the primary size run on his line
SHRINK
WRAP
TUNNEL
EFF CAPACITY 122 cases/min
34 cases/minTAKT
UTILIZATION 28%
90%OEE
CASE
PATTETIZER
EFF CAPACITY 100 cases/min
34 cases/minTAKT
UTILIZATION 34%
94%OEE
PALLET
STRETCH
WRAPPER
EFF CAPACITY 224 pallet/hr
26 pallet/hrTAKT
UTILIZATION 12%
92%OEE
PALLET
LABEL
PRINTER
APPLICATOR
EFF CAPACITY 170 pallet/hr
26 pallet/hrTAKT
UTILIZATION 15%
76%OEE
BN #1 BN #2 BN #3 BN #4
Current State VSM, with the higher Takt requirement
EXAMPLE – SALAD DRESSING
EXAMPLE – SALAD DRESSING
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The plant manager of a salad dressing production and bottling
facility wanted to increase throughput on a sold-out line from 300 BPM
to 400 BPM
He and the plant engineer believed (correctly) that the bottleneck
was in the bottle filling step – based on experience and intuition
The technical staff developed a new filling nozzle, which could fill at
the higher flow rate with no increase in pressure.
However, before fabricating a complete set of new nozzles, they
developed a VSM
This revealed three other steps which would become bottlenecks as
throughput approached 400 BPM
The new nozzles would increase the bottle filler to 400 BPM, but line
speed would only increase to 320BPM!
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The cost of fitting the bottle filler with new nozzles was easily
justifiable
However, the cost of eliminating all 4 potential bottlenecks
was not
The decision was made to build a new line to handle the
increased demand
This also provided additional capacity for future demand
growth
They ultimately would have gone that way
The VSM and bottleneck analysis got them to the right
decision much sooner
And avoided the cost of a set of stainless steel nozzles.
EXAMPLE – SALAD DRESSING
Do you have any bottlenecks in your plant?
Is it clearly understood where they are?
How do you manage them?
42
BOTTLENECKS IN PROCESS PLANTS
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MORE EXAMPLES OF
BOTTLENECKS
IN PROCESS PLANTS
1) Film slitters in a plastic film plant
2) Curing ovens in a electronics circuit board factory
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X-RAY FILM MANUFACTURING EQUIPMENT CONFIGURATION
Pouching, Boxing, Palletizing
MATERIA
L FLO
W
Coater 1 Coater 2 Coater 3 Coater 4
X-ray Casting Machine 1
X-ray Casting Machine 2
X-ray Casting Machine 3
Roll Slitting Machine 1
Roll Slitting Machine 2
Roll Slitting Machine 3
Chopper 1
Chopper 2
Chopper 3
Chopper 4
Chopper 5
Theoretically each step should have more than enough capacity to
handle the throughput
Especially the slitters - Utilization is ~ 70%
But flow can’t match demand
The Value Stream Map showed the Slitter OEE to be 60%
Root causes
Slitters had low maintenance priority
TPM wasn’t being practiced
PMs weren’t being done
45
1 – FILM SLITTING
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Roll Slitting Machine 1
Roll Slitting Machine 2
Roll Slitting Machine 3 Is there a
bottleneck?
Solution
Give slitters an equal priority for maintenance
Implement TPM
Result
Slitter Utilization > 85%
Slitters no longer a bottleneck
Flow matches demand
46
1 – FILM SLITTING
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47
2 – CURING OVENS – ELECTRONIC SUBSTRATES
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SUBSTRATE PREPARATION
COPPER PREPARATION
LAMINATING & CUTTING
CURING OVENS
EDGE TRIM PACKAGING
UPPER LAYER
PREPARATION
OEE on the Laminator and Edge Trimmer is good, = 90%
But that means they are down 10% of the time each
Ovens (2) have a 12 hour curing cycle
Ovens are very much the bottleneck
Oven utilization ~ 100%
Next is the Laminator, at 75%
48
2 – CURING OVENS – ELECTRONIC SUBSTRATES
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SUBSTRATE PREPARATION
COPPER PREPARATION
LAMINATING & CUTTING
CURING OVENS
EDGE TRIM PACKAGING
UPPER LAYER
PREPARATION That won’t relieve the bottleneck
– it’s still the bottleneck
But at least it won’t suffer from Laminator or
Trimmer downtime
Solution – put buffers in front of
and after the Bottleneck
B B
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Bottlenecks matter!
They constrain material flow
They prevent you from meeting customer demand
They require inventory
Bottlenecks in process plants are usually the equipment, not staffing
Adding people won’t help, nor will overtime, extra shifts
So you must confront the root causes
Opening the bottleneck requires performance improvement
Yield improvement
Reliability improvement (TPM)
Changeover reduction (SMED)
Whenever there are bottlenecks, Theory of Constraints should be applied
Summary
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TO LEARN MORE …..
The material in this presentation is featured in
Productivity Press
May 2009
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Questions?
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Do you have any bottlenecks in your plant?
Is it clearly understood where they are?
How do you manage them?
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BOTTLENECKS IN PROCESS PLANTS
© 2010 - LEAN DYNAMICS LLC - ALLRIGHTS RESERVED