How to identify bottlenecks in production and projects

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Philip Marris, CEO of Marris Consulting, explains why you are probably wrong about where your capacity constraints (bottlenecks) are both in production and in projects. This conference takes you through a few examples of false bottlenecks and the lessons learned.
Based on a sample of over 30 cases in the past 10 years he points out that in 80% of cases companies are wrong about where there capacity constraint is. Examples are given in: steel production (2), pharmaceutical product development, aeronautical equipment manufacturer, a ball bearing manufacturer and automotive equipment manufacturer (Tier 1 OEM).

He then presents his lessons learned:
- Confusing where the constraint should be with where it really is
- He warns that ERP data is not a reliable way to identify constraints
- That people tend to have an outdated / obsolete analysis of the situation
- That new quality requirements often create new capacity constraints
- That regrettable cost cutting decisions create new bad constraints
- That in the product development companies are trying to develop tomorrow’s products with yesterday’s resources capabilities
- Etc.

As a conclusion, he points out that being wrong about where a company’s constraints are is good news since it implies that there are significant opportunities to improve performance drastically and rapidly.

Marris Consulting is a management consulting firm dedicated to manufacturing companies. Our motto : Factories, People & Results