How To Manage And Unblock Bottlenecks

Darryl Bachmeier
Jun 25, 2019

Unblock Bottlenecks

A problem occurs in a process when the input comes faster than using it to create output in the next step. The term compares property (information, materials, products, and human times) to water. When water is poured from a bottle, it must pass through or through the neck of the bottle. The wider the Bottleneck, the more water (input assets) you can pour. The smaller, or narrower, the Bottleneck, the less you can pour - and you end up with a backup or “Bottleneck.”

What are the types of Bottlenecks?

Short-term Bottlenecks

Short-term Bottlenecks caused by temporary complications. A great example is when key team members are sick or on vacation. No one is available and qualified to take over their projects, which causes a backlash in their work until they return.

Long-term Bottlenecks

Long-term Bottlenecks occur all the time. There will be an example when a company’s monthly reporting process is delayed each month because a person has to complete tasks that are consistently time-consuming - and he or she may not even be able to start until the final month statistics are available.

How to fix a bottleneck problem?

To visualize the barrier, draw an inverted soda bottle filled with small pebbles. When the pebbles enter the Bottleneck, they get stuck together, and very few escape from the Bottleneck. Bottlenecks occur when one production station produces more than the next, causing a recession in the production line.

Identify the problem

Before you fix the problem, you need to identify where it starts. Bottlenecks can be caused by an overall effect or entirely from one station. If this is the case overall, many stations are producing slightly more than the following station, with one station having a small overflow until one station is completely submerged. It is easy to fix your problem if only one station produces more than the next; In this situation, you don’t need to update your full functionality.

Continuous action

Once you have identified the cause or reasons for the Bottleneck, you need to open the barrier and determine the best course of action to increase your productivity. You may have to move some employees to the station who are unable to continue or hire new employees to that station. Hiring more staff would require the station to purchase new machinery. If employees are disturbed by having to change systems on machines to accommodate another product, look for ways to reduce unemployment, i.e. reduce the number of people changing your production schedule and reduce their impact. Cross training, your employees can reduce problems at no extra cost.


Bottlenecks cost you money in many ways. When your employees are not able to work due to a problem, they spend money on you for lost productivity, and if you are unable to fill an order due to a problem, dissatisfied customers may look for other manufacturers. Train your supervisors to identify barriers in their early stages so that you can take initial steps and adjust the barrier before it affects your initial stages.


The production line process that accumulates a very long queue is usually a hindrance. This method of identifying barriers can be very effective in producing taxes that process individual items such as the bottle tax. When there are rows in several process steps, the problem situation is more complex, and you need to use additional ways to identify the most important Bottlenecks.


It is directly linked to the output of the bottleneck mechanism. This attribute allows you to identify key Bottlenecks in the production process. If you change the program of each of your machines at a time, the engine is a barrier that will greatly affect the overall output.

Full capacity

Most excise taxes will monitor the usage of each production unit percentage. A unit or machine has a contains capacity, and the production process uses each machine as a percentage of total capacity. A machine that uses a high percentage of its capacity is a hindrance.

How to assess and prevent Bottlenecks?

Graphing your processes is the best way to detect and remove Bottlenecks. Process mapping looks at entire workflows, analyzing everything to see if it works. It also allows you to identify current Bottlenecks or potential Bottlenecks that may arise if the workflow changes for some reason (for example, changing employee roles).

When starting the mapping process, you need to have a good flow chart. We generally recommend swimming route maps for their effectiveness in pointing out Bottlenecks you may not notice.

After you create a map and audit the workflow, you need to see where your Bottlenecks are occurring.

There are four basic options for unblocking the bottleneck:

Increase the efficiency of the problematic step

This includes using automation to change performance barriers or improving your software to concede for better computer-based work completion.

Reduce input to the complex step

This may include eliminating the entire step or reducing the number of tasks that lead to this step in the workflow. For example, human login action can be deleted if absolutely not required.

Make process improvements on disruption resources

A good place to start is to document everything that proves. Then work from the bottom of the list eliminating issues that aren’t worth the fight. This results in shorter cycle times. Process development always focuses on waste disposal.

Reassign tasks of some bottleneck

If possible, break the function into smaller functions and assign some to other resources. Doing so will increase short cycle time and efficiency.

Final thoughts

Some Bottlenecks are easier than others are. For more difficult Bottlenecks, routine workflow audits can help identify and minimize their impact.

You should map out any processes you have to ensure that your workflow is designed for maximum performance.

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