CASE STUDIES
Case Study 1:
Finding the Real Bottleneck Behind Delivery Delays
The Challenge
During a review of production performance, the welding department was widely considered to be the bottleneck responsible for delivery delays. Additional welding capacity was already being discussed as a possible solution.
The Observation
Before drawing conclusions, the complete production flow was analysed. Production capacity, work orders, outsourced operations, supplier deliveries and material availability were reviewed instead of focusing on a single department.
The analysis showed that welding capacity was sufficient throughout the planning period. Delays occurred much earlier in the production process.
Findings
The main causes of delay were:
- Missing materials
- Delayed supplier deliveries
- Outsourced operations
- Incomplete production orders
- Late release of components from upstream departments
Because these issues occurred before welding, increasing welding capacity would not have solved the actual problem.
Result
The focus shifted from adding capacity to improving the upstream production flow. By identifying the real operational constraint, management gained a much clearer understanding of where actions would have the greatest impact on delivery reliability.
Case Study 2:
Looking Beyond the Main Production Order
The Challenge
Production planning was primarily managed through the final collection orders. Although these orders appeared to be on schedule, delivery dates were regularly missed.
The Observation
Instead of monitoring only the final production order, the complete order structure was analysed, including all underlying production orders and purchased components.
This created visibility into where delays first appeared within the production process.
Findings
Several late deliveries were caused by:
- Delayed sub-assemblies
- Missing purchased components
- Outstanding outsourced operations
- Dependencies between production orders
The final order was not the problem; it only reflected delays that had already occurred earlier in the process.
Result
Monitoring shifted towards the underlying production flow instead of the finished order. This provided earlier visibility of risks and created opportunities to intervene before customer delivery dates were affected.
Case Study 3:
Turning Operational Data into Management Information
The Challenge
Large amounts of production data were available, but management lacked a clear overview of which orders required immediate attention and why.
The Observation
Information from production planning, capacity, suppliers and work orders was combined into one structured overview.
Instead of reporting raw data, the analysis focused on operational risk.
Findings
Orders were classified into three categories:
- On Schedule
- Critical
- Immediate Management Attention
For every critical order, the actual cause was identified rather than simply reporting that delivery was at risk.
Result
Management received clear decision-making information instead of large quantities of production data. This made it easier to prioritise actions, focus resources and improve overall production control.
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