Bottleneck Analysis & Capacity Utilisation
Identify, Prioritise, Elevate, and Subordinate Operational Bottlenecks
This module compares rated or assumed capacity against actual output, identifies capacity gaps, ranks bottlenecks by severity and urgency, and recommends whether to elevate the constraint, subordinate surrounding processes, rebalance work, or monitor.
Add Process Capacity Data
Live Bottleneck Ranking
Recommendation: Elevate this bottleneck
Recommendation: Elevate this bottleneck
Recommendation: Subordinate flow and rebalance work
Recommendation: Monitor
Theory of Constraints Guidance
Identify
Find the process with the biggest capacity gap, lowest utilisation against required output, or highest urgency.
Exploit
Make the bottleneck work without avoidable waiting, missing materials, unclear instructions, or unnecessary interruptions.
Subordinate
Align upstream and downstream processes to the bottleneck so the whole system supports the constraint instead of creating excess WIP or waiting.
Elevate
Add capacity through training, machine improvement, better staffing, maintenance, method change, layout change, or investment.
Bottleneck Analysis Table
| Rank | Process | Rated Capacity | Actual Output | Gap | Utilisation | Urgency | Priority | Recommendation |
|---|---|---|---|---|---|---|---|---|
| 1 | Skiving | 1000 | 680 | 320 | 68.0% | High | High | Elevate this bottleneck |
| 2 | Stitching | 1000 | 720 | 280 | 72.0% | High | High | Elevate this bottleneck |
| 3 | Finishing | 1000 | 860 | 140 | 86.0% | Medium | Medium | Subordinate flow and rebalance work |
| 4 | Cutting | 1000 | 920 | 80 | 92.0% | Medium | Low | Monitor |
Bottleneck Identification Methodology
How To Identify The Real Bottleneck
Bottlenecks should be identified through structured observation, activity sampling, capacity comparison, workflow analysis, and actual shop-floor evidence. The system should not depend only on assumptions or opinions.
1. Select Observation Area
Choose the line, department, process, workstation, or machine where output is below required capacity.
2. Observe for 7 Working Days
Collect activity sampling data for seven working days. Ignore the first two days for final analysis because workers may behave differently when they know they are being observed.
3. Use Last 5 Days for Analysis
Use days 3 to 7 as more reliable data for standard work, non-standard work, idle time, waiting time, and interruption analysis.
4. Classify Activities
Mark every observed activity as standard work, non-standard work, idle time, waiting for material, waiting for machine, rework, movement, or supervision delay.
5. Tally Each Action
Use tally marks for each observation. Four right slashes followed by one back slash equals five observations. This makes manual counting simple and reliable.
6. Compare With Capacity
Compare actual output with rated or assumed capacity. The process with the biggest capacity gap and high idle/waiting impact is a likely bottleneck.
Activity Sampling Categories
Standard Work
Productive work done according to the defined method, sequence, quality requirement, and expected cycle.
Non-Standard Work
Rework, unnecessary movement, searching, correction, repeated handling, unclear method, or avoidable extra work.
Idle / Waiting Time
Waiting for material, machine, supervisor decision, instruction, maintenance, previous process, or next process.
Manual Tally Method
During observation, each activity is recorded using tally marks: four right slashes followed by one crossing back slash equals five observations. Example: //// then cross it to complete one group of 5. This allows quick manual counting before transferring data into the software.