Challenges in reducing total lead time
From the perspective of Total Lead Time, any company mainly wants to have a system that:
- is able to comply with the delivery terms assumed;
- continuously maintains an optimal stock level;
- continuously reduces total lead time (especially in the production area – it’s handy);
- reduces the number of operations and non-value added activities;
- reduces transfer times;
- reduces set-up times and
- masters the required capacity of the bottleneck (takt time).
But in reality I often encounter “opportunities” with effects on manufacturing costs increase:
- material lead time is not synchronized with production lead time;
- production planning does not always take into account the actual capacity of the bottleneck;
- tdelivery time to customers is not synchronized with production delivery time;
- supplies from suppliers have significant fluctuations;
- suppliers’ deliveries create a chronic state of excess material inflows;
- payment of stocks from suppliers is made before the use/sale of stocks;
- not knowing the WIP structure according to the current production mix.
So what do you think, what are the biggest challenges in reducing total lead time and mastering bottleneck?
Source: Alin Posteucă on LinkedIn