Lean Manufacturing In Supply Chains

We emptied an 80,000 sq ft warehouse using painted golf balls. Early 90s. Fresh out of university. Economy in the tank. Six months to land my first job at an automotive plastics company making parts for Honda and Toyota. Not the design role I wanted. But Toyota was about to teach me something that would reshape everything I thought I knew about operational excellence. A few years into my tenure there, Toyota offered to implement their production system in our plant. Free. No invoice. No consultants in suits. Just one requirement: if they said move a machine over the weekend, we moved it. No excuses. I was put in charge. At 24 years old, I had no idea what I was getting into. Six months later, we'd transformed our operation using: • Kanban cards • Painted golf balls • Tape on the floor • Time studies with a stopwatch The results still sound impossible: Mold changeovers went from 3 hours to 11 minutes. Warehouse space dropped from 10,000 sq ft to under 1,000. Assembly footprint shrunk from 8,000 sq ft to 1,500. Six months later, we applied the same to the rest of our facilities and emptied an 80,000 sq ft warehouse, opening it up for more revenue generating production. But here's the part that makes production managers' heads explode: We completely stopped scheduling production. No MRP runs. No planning meetings. No expeditors. Toyota picked up twice daily. Whatever we built in the morning, they took that afternoon. Whatever we built in the afternoon, they took the next morning. A painted golf ball showed up at your station? Build that part. That color. Right now. The operators ran the schedule themselves. You could walk the floor and understand everything in 30 seconds. Problems surfaced immediately. Inventory couldn't hide. Everyone had ownership. It was the most elegant production system I've ever seen. And it ran on paper cards and painted golf balls. Thirty years later, we're still not seeing this kind of discipline widespread. Why? Because discipline is not sexy. Most companies would rather add sensors, software, and automation than fix their underlying system. The real truth: Technology doesn't create discipline. It amplifies whatever discipline, or chaos, already exists. Tomorrow morning, walk your production floor. If you can't understand what's happening in 30 seconds without looking at a screen, you don't have a system. You have expensive theatre. For the full story > [LINK in the comments] 💡 Innovation isn't about ideas - it's about execution. And execution begins with simplicity. #ManufacturingExcellence #LeanManufacturing #OperationalExcellence #ToyotaProductionSystem

#LeanManufacturing #CycleTime #Kaizen #ContinuousImprovement #OperationalExcellence #IndustrialEngineering #Manufacturing #LeanLeadership How to Reduce Cycle Time by 30% Without Buying New Equipment Most companies try to increase production speed. Lean companies remove the reasons why production slows down. Step 1. Measure the Real Cycle Time Don’t use ERP data. Stand next to the process with a stopwatch and record at least 30 consecutive cycles. You’ll often discover that a “45-second process” actually varies from 32 to 67 seconds. Variation is your first problem—not speed. Step 2. Find the Hidden Lost Time Break one cycle into categories. • Value-added work • Walking • Searching for tools • Waiting • Machine delay • Inspection • Rework Example: Cycle Time = 90 sec Customer value = 42 sec Waste = 48 sec (53%) You don’t need a faster operator. You need less waste. Step 3. Record the Process Film 15–20 production cycles. Watch the video at half speed. Count every: * hand movement * body rotation * walking step * waiting period Small losses repeated 600 times per day become hours of lost production. Step 4. Attack the Biggest Loss Don’t improve everything. Improve only the largest delay. Example: Searching tools = 14 sec Install shadow boards. New searching time = 2 sec. Cycle Time immediately drops by 12 seconds. Step 5. Balance the Work Operator A = 95 sec Operator B = 61 sec Operator C = 70 sec The line speed is always limited by the slowest station. Move work—not people. Step 6. Remove Micro-Stops Typical hidden losses: • Picking screws one by one • Turning parts twice • Walking for labels • Waiting for forklift • Resetting fixtures • Looking for gauges Each takes only seconds. Together they consume hours every shift. Step 7. Standardize the New Method If improvement exists only in one operator’s head, it doesn’t exist. Create Standard Work. Train everyone. Audit every week. Example Initial Cycle Time: 96 sec Searching tools: -9 sec Walking: -6 sec Fixture redesign: -7 sec Balanced workload: -8 sec Final Cycle Time: 66 sec Improvement = 31% No new equipment. No automation. Just better process design. Follow Arthur Buhaichenko

You break down total production demand into small, fixed-time batches instead of trying to produce everything in one long run. A large order is completed through several repeated production cycles. Each cycle has a defined duration and includes both production and the necessary change-over. This makes the workload predictable and easier to manage. By using fixed-time batches, you stabilize the production and change-over sequence. The same products are made in the same order, over and over again. This reduces variability and surprises. Change-over preparation is planned as part of normal production time, rather than treated as an exception or emergency. The goal is to keep total change-over time below 10% of total production time. Because change-overs happen frequently but in a controlled way, thy can be standardized as well so teams get faster and more consistent at them. Problems become visible quickly instead of being hidden inside long production runs. Standard work becomes possible because the process no longer changes every day. With standards in place, teams can begin kaizen activities to remove workarounds, shortcuts, and “getting by” behaviors, and steadily improve safety, quality, cost, and delivery. Small standardized batches will allow you to react better to change in mix in customer demand and not carry so much inventory. #LeanIsBetter

Every minute an operator leaves the line to get their own material is a minute the line isn't producing. The milk run is one of the simplest concepts in lean manufacturing and one frequently ignored. The name comes from the old milk delivery route. One truck, fixed schedule, multiple stops, predictable delivery. The milkman didn't wait for a phone call. He showed up on time because the route was designed to keep the customer supplied before they ran out. On a manufacturing floor, the milk run works the same way. One material handler follows a fixed route through the plant on a timed cycle. Every workstation gets replenished on schedule. The operator never leaves the line. The material shows up before the bin runs empty. Many plants don't run it this way. Many plants run on the shout system. The operator runs low, shouts for material or walks to the stockroom, grabs what they need, walks back, and restarts. Multiply that by every operator on every line across every shift and the production time lost to material retrieval is staggering. Nobody tracks it because it doesn't show up as downtime. It shows up as efficiency loss that nobody can explain. Toyota built the milk run into the Toyota Production System for a reason. The operator's job is to produce. The material handler's job is to supply. When those two jobs get combined because nobody designed the replenishment route, the operator is doing two jobs and neither one gets done well. A functioning milk run requires four things. A fixed route that covers every workstation in a defined sequence. A timed cycle that matches consumption rate so material arrives before the station runs dry. Visual signals at each station that tell the material handler what's needed on the next pass. And a material handler who owns the route and nothing else. The mistake many plants make is treating the material handler as a utility player. They run the route when they can, but they also unload trucks, stage shipments, and cover for absent forklift drivers. The route breaks down and operators start retrieving their own material again. Within two weeks the milk run is dead and nobody remembers it existed. The milk run doesn't fail because the concept is wrong. It fails because the discipline to protect the route and the role never gets built into daily management. How does material get to your operators right now, by system or by shout?

🚀 Understanding Takt Time in Manufacturing Excellence To deliver the right product at the right time, every production line must flow to the rhythm of customer demand. That rhythm is Takt Time. 🔹 Cycle Times (CT): CT1 = 4 min CT2 = 8 min CT3 = 2 min CT4 = 4 min 🔹 Available Production Time (Monthly): 20 working days/month 1 day = 8 hours = 480 mins ➡️ Total Available Time = 9600 mins/month 🔹 Customer Demand: 2000 units/month 📌 Takt Time = Available Time ÷ Customer Demand ➡️ 9600 ÷ 2000 = 4.8 minutes/unit 💡 What Takt Time Tells Us: Takt Time is the heartbeat of production. It defines the pace at which products must be completed to meet customer demand—no more, no less. ✔️ If Cycle Time < Takt Time → System is faster → risk of WIP & overproduction ❌ If Cycle Time > Takt Time → Process is slower → bottlenecks, delays, unmet demand ⚙️ In This Line Analysis: • CT1 = 4 min ✔️ • CT3 = 2 min ✔️ • CT4 = 4 min ✔️ • CT2 = 8 min ❌ → Critical bottleneck (slower than takt) 📊 Action Plan: To align with takt and ensure smooth flow: 🔧 Reduce CT2 through method improvement, layout changes, ergonomics, or SMED ➕ Add manpower or parallel stations if necessary 🛠️ Rebalance line to synchronize all processes with the 4.8-minute takt ✨ A stable takt time is the foundation for: ✔️ Lean flow ✔️ Predictable output ✔️ Zero bottlenecks ✔️ Customer satisfaction ✔️ Operational excellence #Manufacturing #LeanManufacturing #TaktTime #CycleTime #ProcessImprovement #ContinuousImprovement #LeanThinking #OperationalExcellence #ProductionManagement #ManufacturingExcellence #IndustrialEngineering #ProcessEngineering #Automation #FactoryManagement #OEE #Kaizen #SixSigma #LeanTools #ProductionPlanning #TimeStudy #ManufacturingInsights #EngineeringExcellence #SupplyChain #OperationalEfficiency #Industry40 #SmartManufacturing #ProductivityImprovement #QualityManagement #ManufacturingLeadership #LeanTransformationa

What if you could predict capacity issues before they happen? One of my Linkedin connection DM'ed me asking to talk about impact of PMTS on Capacity planning. Predetermined Motion Time Systems (PMTS) can enhance capacity planning for any manufacturing setup, enabling you to avoid delays, overtime, and delivery issues. Here’s how PMTS drives proactive capacity planning and operational efficiency: 1) Precision in Time Calculation – PMTS allows you to accurately calculate time standards for tasks before production begins, creating a solid foundation for effective capacity planning. With this reliability: - You have a clear baseline for estimating production times. - Managers can forecast task durations with confidence. - Production schedules can be created with accuracy and trust. 2) Early Capacity Planning – PMTS empowers proactive capacity planning, often well before the sampling or initial production stages. The benefits are significant: - Production capacity can be estimated earlier in the development cycle. - Bottlenecks are spotted early and managed proactively. - Resources are allocated more effectively from the start. 3) Refined Production Scheduling – With PMTS, production scheduling is no longer a guessing game: - Line balancing becomes easier with accurate time data. - Workloads are evenly distributed across production lines. - Daily targets are realistic, setting up teams for success. 4) Reducing Overtime and Delivery Delays – By streamlining capacity planning, PMTS cuts down on overtime and reduces risks of late deliveries: - Reliable schedules reduce the chance of overbooking production. - Last-minute rush orders are minimized. - Potential delays are flagged early, allowing for timely mitigation. 5) Optimized Resource Allocation – PMTS gives clarity in resource planning and allocation: - Managers can accurately determine the optimal workforce for each task. - Equipment and machinery requirements are forecasted with precision. - Cross-training needs are identified to add flexibility and resilience. 6) Foundation for Continuous Improvement – PMTS doesn’t just set standards; it creates a launchpad for ongoing improvement: - Time standards are reviewed and updated regularly. - Inefficiencies in methods are pinpointed and resolved. - New production techniques are evaluated for time-saving potential. 7) Enhanced Decision-Making – PMTS provides data-driven insights, enabling strategic decisions with confidence: - Accurate costing improves pricing and profitability analysis. - Make-or-buy decisions are made with reliable data. - Capacity expansion needs are identified long before they become urgent. Leveraging PMTS for capacity planning allows manufacturers to set realistic production schedules, maximize resource use, and drastically cut overtime and delivery risks. This proactive approach boosts efficiency and ensures customer satisfaction with dependable delivery performance. - Insightful? ♻️ Repost and empower your network!

Could you increase bottleneck capacity by 56%… without buying a single new machine or hiring anyone new? Most manufacturers think the only way to increase output is to add people, machines, or overtime. But what if you could get 12.5 hours of daily bottleneck coverage: instead of 8- with zero additional spend? Here’s how it works: ✅ Map your value stream ✅ Identify your true bottleneck ✅ If it’s chronic and severe—make a change Let’s say your team currently runs one shift, 7:00–3:30, often scrambling with overtime. Instead of stretching your current crew thin, ask the team who wants to work different hours: Anyone want to start early (say 5:00–1:30)? (someone is probably already coming in to fire things up) Anyone prefer a late shift (9:00–5:30) after dropping kids at school? (shipping and accounting probably already do this...) This works across your whole team: office, production, maintenance. Example: 20-person shop (12 production / 8 office) → Just 3 early birds (one must be production, have 3 total for safety and PTO) → Just 3 late starters (again, one must be production) ✅ Boom: your bottleneck now runs 12.5 hours a day → With cross-training, you can flex people to wherever the bottleneck moves Still hold meetings from 9:00–1:30 so everyone can join. Breaks and lunches? Naturally staggered. Truly a full 12.5 hours! Benefits: ✔️ No added payroll ✔️ No added equipment ✔️ No need for a full second shift ✔️ Less overtime ✔️ Happier, more flexible workforce ✔️ Way more throughput This is Lean at its best: Use what you already have. Eliminate waste. Focus on flow. So: 👉 Have you tried this? 👉 Could you try it? Let’s talk smart ways to boost flow without breaking the bank. #LeanManufacturing #Bottleneck #Throughput #NoNewMachines #CrossTraining #LeanLeadership #FlowMatters #OperationalExcellence 👉 PS if you are running multiple shifts already, how might this concept apply? _________________________________________________ Hi, I’m Matthew; your Lean Guide. I help manufacturing companies (revenues from $15M to $50M) engage their teams, implement Lean principles, and boost output by 20-30% - all with your current resources. No new machines. No extra hires. Just better flow. Want to get started? Grab my FREE Lean Starter Guidebook or let’s chat about how to get your plant running like a well-oiled machine.

Forward scheduling, backward scheduling or controlled forward scheduling? I often think about these three scheduling approaches in job shop production which consists of very limited resources. Forward scheduling is a Push system subject to resource availability. It may be good for on-time delivery and throughput but terrible for control of lead times and WIP. The backward scheduling from due dates is supposed to be a #pull system. But this can be pretty messy if resources are very limited. Unless buffers are inserted into the backward schedule, variation cannot be easily accommodated in the schedule. Projects involve uncertainty and a lot of variation. I do not know how #pullplanning in Lean Construction deals with uncertainty and variation. I understand that some ERP software for job shops perform forward and backward scheduling alternatively with a lot of repetition for generating a decent, feasible schedule. This method takes enormous time on computer but the outcome is still not great. In Drum-Buffer-Rope method of TOC for production control, rope creates the pull. In CONWIP, job completion times create the pull. For the last 20 years, I have been adopting "controlled" forward scheduling of order-driven, high-variety production in complex job shops. It is good for on-time delivery, throughput, job lead times and WIP. It is based on rigorous, scientific scheduling logic. One can see more comments on this approach in my LinkedIn articles: 1). "Simplified Production Control in Job Shops Based on Optimal Order Release Times " at https://lnkd.in/gHcFNina 2). "Controlled Push Rather Than Pull For High-Variety, Discrete Manufacturing" at https://lnkd.in/ge2V45U5 #scheduling #productionscheduling #leanconstruction #jobshops #hmlv #schedlyzer

Offsite Construction vs. Lean Manufacturing: The Difference Will Define the Winners in the AI Era Over the last few years, “offsite construction” has become a popular buzzword. The idea sounds appealing: take field construction, move it into a building, and gain efficiency. But here’s the hard truth: Many organizations have simply moved construction indoors — with the same inefficiencies they had in the field — and now they pay transportation costs on top of it. That is not manufacturing. That is construction in a warehouse. In the era of AI deployment, this approach will not meet the moment. AI Has Changed the Game AI data center infrastructure is being deployed at unprecedented speed. Schedules are compressed. Power densities are extreme. Quality and on-time delivery are no longer nice-to-haves — they are mission-critical requirements. To succeed, we must stop thinking like constructors and start thinking like manufacturers. True lean manufacturing — the kind pioneered by automotive companies — is the model. This is not about building projects. It is about producing products. Lean Manufacturing Is Not Construction Lean manufacturing requires: • Deep upfront planning • Standardized designs • Controlled workflows • Repeatable processes • Relentless focus on waste elimination You cannot “wing it” in lean manufacturing. You must plan better than ever — and execute on time, every time. Pull Planning and Daily Review One of the most effective tools we’ve implemented is lean pull planning. When teams review the plan daily, constraints are identified early, work stays synchronized, and surprises are eliminated. Planning is not a one-time event. It is a daily discipline. Gemba Walks: Leadership Where the Work Happens Another essential element is the Gemba walk — managers going where the action is. Observing processes firsthand. Removing obstacles. Solving problems in real time. You cannot manage a factory from a conference room. Leadership must live on the floor. 5S and Kitting: The Foundation of Speed Housekeeping is not cosmetic — it is strategic. 5S organization ensures tools, materials, and workspaces are always ready. Material planning and kitting ensure teams never wait on parts. Finally, the path to success is radical transparency. Customers deserve visibility into schedules, production progress, and risks. Trust is built when there are no surprises. In a world where AI infrastructure deployment schedules can define market leadership, transparency is not optional — it is essential. The Bottom Line Offsite construction is not the answer. Lean manufacturing is. Those who adopt true manufacturing discipline — planning, pull scheduling, Gemba leadership, 5S organization, and transparent execution — will deliver the speed, quality, and predictability the AI era demands. At Bentley Mission Critical, we are not doing construction in a building. We are building mission-critical infrastructure like a product.

Mixed-Model Value Stream Design is an advanced Lean technique for creating flow in environments where multiple product types (or service variants) must be produced on the same resources. Unlike a single product value stream, where flow is straightforward, mixed-model design deals with variety, shared resources and fluctuating demand and still aims to deliver at takt, with minimal waste. What It Is A value stream: the end-to-end set of activities that deliver value to the customer. Mixed-model: multiple product families or variants share the same processes, equipment and people. Design: intentionally structuring flow, scheduling and resource allocation so that all models can be produced smoothly, without excess inventory or delays. Key Principles of Mixed-Model Value Stream Design 1. Define Product Families Group products that share ~80% of process steps and have similar workloads. This reduces complexity and makes flow design manageable. 2. Calculate Family Takt Time Takt = Available Time ÷ Total Demand (for the family). Ensures the system is designed to meet aggregate demand across models. 3. Establish Production Intervals Decide how often each product in the family will be produced (e.g., every hour, every shift). Shorter intervals = lower inventory, faster response. 4. Balance Machines and Operators Use Yamazumi (operator balance charts) to distribute work evenly across operators for all models. Ensure machines and people can keep pace with family takt. 5. Enable Quick Changeovers SMED (Single-Minute Exchange of Dies) is critical. The faster you can switch between models, the shorter the production interval and the leaner the flow. 6. Design Pull Systems Kanban loops sized for mixed demand. Supermarkets or FIFO lanes to buffer shared resources. 7. Visual Management Mixed-model heijunka boards (level-loading boards) to schedule variety without chaos. Obeya dashboards to track flow efficiency across models. Example Imagine a factory producing three types of pumps (A, B, C) on the same line: Daily demand: A = 200, B = 100, C = 50 → Total = 350 units/day. Available time: 420 minutes/day. Family Takt = 420 ÷ 350 ≈ 1.2 minutes/unit. The line is designed so that every 1.2 minutes, some pump (A, B, or C) comes off the line. A heijunka schedule sequences them (e.g., A-A-B-A-C …) to level demand and avoid batching. Why It Matters Flexibility: Handles product variety without excess inventory. Responsiveness: Shorter lead times, faster reaction to customer demand. Efficiency: Shared resources are optimized, not overloaded. Scalability: Supports growth and product diversification without redesigning the entire system. Mixed-Model Value Stream Design is a perfect bridge between Lean rigor and enterprise complexity. It’s especially powerful when paired with digital Obeya dashboards, so leaders can see in real time how variety impacts flow.