My experience.... Start with hourly monitoring of key / critical process Understand the gaps - process inconsistent, defects ,rework, input materials, lack of skill, fatigue, setup loss, imbalance in operations etc., Study and reestablish to meet the takt time.

The best answer is to follow the principles of the book Goal. This way we can slowly eliminate bottlenecks, understand them and improve based on demand and supply. Regards

Back to the basic 4M. 1.Man, 2.Machine, 3.Method & 4.Material. Do the genba & identify which 'M' are the rootcause. For example If the 1st M is the rootcause then you may need to look at the opportunity to improve on the Method/process plus to highly consider added the appropiate tools/Machine to improve the overall process flow & line balancing.

Re-Evaluate the process flow, study each process carefully to ensure the constriants in the process which are causing the disturbance into the defined takt time or cycle time Identify the potential cause using tools and techniques that determines the cause Define actions to ease rhe bottlenecks Follow thru the actions and ensure implementation and reveiw the results

I would prefer to follow below approach: 1. Taking Input from the floor: Operators and staff usually have an idea where the issues occur. 2. Gemba Walk: Observing WIP buildups on particular stations OR Monitoring wait times and queues. Excessive worker movement 3. Value Stream Mapping (VSM): A thorough flow mapping with respective cycle times/throughput rates at each step. resource allocation and equipment efficiencies. It additionally helps in identification of value-added and non value-added activities. Analyzing the data obtained to identify bottleneck stages: a) Floor staff might point at it. b) In-process inventory buildup would be observed. c) Longer than standard cycle times. Lower throughput rates. Excessive equipment downtimes.

Para detectamos gargalos, se faz necessário mapearmos todo o processo, medir os tempos e comparar o tempo takt, ou seja, o tempo estipulado por engenharia. Através do mapeamento, serão levantadas as principais dores, que causam esses gargalos e consequentemente ao solucionar estas dores, poderemos alcançar o takt estipulado e eliminar os gargalos daquele projeto.

Basándome en el libro La Meta de Eliyahu Goldratt, que vimos en la materia Relaciones Laborales en la carrera de Ing. Industrial de la FCEIA - UNR el autor presenta una metodología para encontrar el cuello de botella (de ahora en más CB) que es el recurso o proceso que limita la capacidad del sistema. La Teoría de Restricciones (TOC) sugiere estos pasos para identificarlo: 1. Observar tiempos de espera: Los CB acumulan trabajo pendiente. 2. Evaluar capacidad de cada recurso: El CB tiene menor capacidad que la demanda o que otros procesos. 3. Buscar uso constante: Los CB están siempre en uso sin tiempo ocioso. 4. Identificar soluciones improvisadas: Son áreas donde se aplican parches para no retrasar el flujo.