Are your manufacturing processes well coordinated throughout the process?
The individual process sub-steps must fit together. Each sub-step has an interface with a subsequent sub-step and one with the preceding sub-step. At these interfaces, you can recognize idle times, i.e. activities that have been carried out but are not taken up by any of the subsequent process steps in a way that adds value. This is waste that you should avoid.
You can also recognize underperformance at interfaces. Inferior performance occurs when necessary work results are not available to a process sub-step because they were not previously produced in the required form.
In disturbed interfaces, both forms of performance faults are often present.
As part of the analysis of the individual sub-steps, it is advisable to analyze the workload of the employees and machines in the individual process sections and to compensate for extreme workload and time consumption by an appropriate allocation of resources.
Not to be underestimated is a possible increase in motivation, which can be achieved by adjusting resources in the manufacturing process. Overall, leadership is an effective lever for optimizing the manufacturing process.
Cross-company management systems that can also be certified are recommended for routine and coordinated processes in manufacturing.