Detailed Planning of Production Processes
Explore how we delivered a lightweight, Excel-based planning tool when a client’s shift to 24/7 production exposed critical gaps in their existing planning methods.
GOOD STORIES
Partnering with a leading food manufacturer, we supported a productivity improvement initiative aimed at meeting rising demand. With the production line already running at full capacity, the challenge was to increase output without investing in a costly new line. Our focus was on leveraging data to identify and exploit the bottleneck, improving overall capacity. We also established systems to visualize Overall Equipment Effectiveness (OEE) and track lost capacity.
THE CHALLENGE
Partnering with a leading food manufacturer, we supported a productivity improvement initiative aimed at meeting rising demand. With the production line already running at full capacity, the challenge was to increase output without investing in a costly new line.
Our focus was on leveraging data to identify and exploit the bottleneck, improving overall capacity by visualizing Overall Equipment Effectiveness (OEE) and tracking lost capacity at the constraint.
OUR APPROACH
We combined advanced production data analysis with Gemba visits to identify the bottleneck of the production line and uncover productivity potential.
Guided by the Theory of Constraints (TOC), we focused on pinpointing the most critical bottleneck and deciding how to exploit it, ensuring that improvements delivered maximum impact. TOC also emphasized aligning other processes to support the bottleneck and creating a repeatable approach for continuous improvement, which informed how we prioritized technical interventions.
A productivity monitoring and performance management system was introduced, with OEE data at its core, to visualize the bottleneck’s current output and identify improvement opportunities.
Together with internal technicians, we developed and implemented targeted technical improvements. The process emphasized close collaboration, ensuring employees not only contributed to the initiatives but also built internal expertise for sustaining future productivity gains.
THE RESULTS
By focusing on the critical bottleneck identified through the Theory of Constraints (TOC) and combining technical fixes, data-driven systems, and employee engagement, the project achieved rapid productivity growth and laid the foundation for ongoing performance improvements.
The TOC approach helped ensure that improvements were focused on the systems bottleneck, increasing throughput and overall output without adding new capacity.
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Discover How We Can Support Your Organization
Interested in learning more about how we support organizations unlock hidden productivity potential? Reach out to Jakob Thorup from our Improvement team to start the conversation.
Jakob Gradert Thorup
Partner
