"We can’t keep up!" – When high capacity becomes a risk
But how can you relieve pressure under full load – without immediately investing in new machines or hiring more staff?
The answer lies in a targeted look at processes, role distribution, and untapped potential.
We present three methods that have proven effective in over 100 projects – fast, practical, and sustainable.
Bottleneck Mapping: Where exactly is the blockage – and why?
The term "bottleneck" is quickly mentioned – but often vaguely defined in practice. Is it a machine? A person? A department? Information?
Bottleneck mapping means making the bottleneck visible and measurable. This combines classic process analysis (e.g., time studies based on REFA methods):
Typical approach:
- Mapping all main processes along a product/order
- Time-based evaluation (REFA or Lean): processing time, waiting time, setup time, etc.
- Identification of backlogs, search times, duplicate work, coordination effort
- Differentiation between technical and personnel-related bottlenecks
Case study:
In a supplier company with 60 employees, the "bottleneck" was not the CNC machine – but the work planner, who spent 30–40 minutes daily answering questions from production. With clear routing cards and a digital order release process, this time was cut in half – with a huge impact on delivery performance.
Cross-Training: Unlock hidden capacity through skills networking
Personnel bottlenecks are often self-made: many companies rely on key individuals for entire workflows. Their absence causes downtime – and their availability limits capacity.
Cross-training aims at systematically expanding team capabilities: Who else can do what? Who can substitute whom – and what’s missing?
Concrete steps:
- Create a qualification matrix per department
- Identify critical single dependencies ("key man risk")
- Train 2–3 employees specifically on bottleneck processes
- Track progress using a skill board or digital tool
Case study:
A plastics processing company identified three bottleneck workstations, each with only one trained operator. A two-week tandem phase with focused training enabled two floaters to operate those machines – immediately reducing weekend and shift pressure.
Process & Interface Optimization: Eliminate the "dead minutes"
Many bottlenecks don’t result from overload – but from friction during handovers, missing information, or unclear responsibilities.
In practice this means:
- An employee is waiting because material is missing.
- A machine stands idle because the inspection report is missing.
- The team leader is called from the office because no one knows how to prioritize the order.
Helpful methods include:
- Interface analysis (SIPOC, swimlane diagram)
- Daily boards or Gemba meetings
- Digital shopfloor communication (e.g., via tablet, screen or app)
- Standardized handover protocols (e.g., setup checklists)
Results in numbers:
At a mid-sized metal processing company, introducing setup checklists and preparing materials in advance saved 15 minutes setup time per order.
At 25 orders per week: 6.25 hours of freed-up time weekly.
The external efficiency check – 60 minutes that pay off
Often, an external view helps: With a structured shopfloor walk, targeted interviews, and basic REFA time studies, it’s possible to identify first levers within just one hour – from layout and information flow to workforce planning.
We currently offer a free 60-minute efficiency check for selected companies in Germany, Austria, and Switzerland.
Take your chance – learn more here!
Small levers, big impact
Not every bottleneck requires a million-euro investment. Often, clear transparency, smart role allocation, and simple standards are enough to provide immediate relief – and set up operations to be more stable and resilient in the long run.
Those who act now gain more than throughput – they gain time, calm, and trust within the team.
Take action now:
Book your free 60-minute efficiency check.
Or connect with us via LinkedIn – we’ll get back to you with a suggested appointment:
Bettina Dirks
