Widget Assembly Line — Current State
Current StateAcme Manufacturing Pty Ltd — electromechanical widget assembly line. Takt time 2.1 hrs/unit based on 420 units/month demand. Bottleneck at CNC Machining driving excess WIP and long lead time.
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Lead Time
Total elapsed time from the first step to the last, including all working time and waiting time. This is what the customer experiences.
Cycle Time
The sum of actual working time across all steps. Does not include waiting between steps.
Wait Time
Total time spent waiting between steps — queues, approvals, handoffs. Often the biggest improvement opportunity.
PCE
Valuable time divided by total lead time. World-class is 25-50%. Most processes start at 1-10%.
VA Ratio
Percentage of steps classified as valuable. A high ratio with low PCE means your valuable steps have too much waiting between them.
Bottleneck
The step with the longest cycle time — it constrains the throughput of the entire process. Improving this step has the biggest impact.
Lead Time ⓘ
48.08h
Cycle Time ⓘ
7.83h
Wait Time ⓘ
40.25h
PCE ⓘ
11.4%
VA Ratio ⓘ
11.4%
Bottleneck ⓘ
Outbound Shipping
Wait 24.0h
Cycle 0.33h
Work Type Breakdown
Process Timeline
Value-Add vs Non-Value-Add
Bottleneck Analysis
Stage Efficiency
Takt Time Analysis
Activity Classification: Valuable / Incidental / Waste
An activity is valuable if it meets all three criteria:
- The customer is willing to pay for it
- It transforms the product or service
- It is done right the first time
Examples: Assembly, diagnosis, treatment, coding, machining
Necessary for the process but does not add customer value. Target: reduce.
- Compliance — regulatory checks, audits
- Setup — machine changeovers, calibration
- Inspection — quality checks, testing
- Transport — moving materials between stations
- Documentation — required paperwork, logging
Examples: Safety inspection, staging, labelling, dispatch
No value to anyone — should be eliminated.
- Waiting — queues, approvals, batching delays
- Rework — correcting defects or errors
- Overproduction — making more than needed
- Motion — unnecessary movement of people
- Over-processing — doing more than required
Examples: Waiting room, rework loop, idle storage, unnecessary handling
Process Stages
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#
Stage
Observed (h)
Rating
Std Time (h)
Wait (h)
Invalid (h)
Type
Resource
Notes
Actions
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1
Raw Material Receiving
0.5
1.0x
--
8.0
--
I
Stores Clerk
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2
CNC Machining
2.5
1.0x
--
4.0
--
V
CNC Operator
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3
Sub-Assembly
1.2
1.0x
--
1.0
--
V
Assembly Tech
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4
Quality Inspection
0.75
1.0x
--
0.5
--
I
QC Inspector
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5
Main Assembly
1.8
1.0x
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0.5
--
V
Senior Assembler
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Min Cycle Max Cycle Avg Cycle Median Cycle Cycle Time Trend Recording History No recordings yet for this stage. |
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6
Functional Testing
0.5
1.0x
--
2.0
--
I
Test Tech
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7
Packaging
0.25
1.0x
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0.25
--
I
Packer
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8
Outbound Shipping
0.33
1.0x
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24.0
--
W
Logistics
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Resources
Analysis Detail
| # | Stage | Cycle (h) | Wait (h) | Type | Resource | Defect % | Efficiency | Cumulative |
|---|---|---|---|---|---|---|---|---|
| 1 | Raw Material Receiving | 0.5 | 8.0 | I | Stores Clerk | 0.0% | 5.9% | 8.5h |
| 2 | CNC Machining | 2.5 | 4.0 | V | CNC Operator | 1.8% | 38.5% | 15.0h |
| 3 | Sub-Assembly | 1.2 | 1.0 | V | Assembly Tech | 0.5% | 54.5% | 17.2h |
| 4 | Quality Inspection | 0.75 | 0.5 | I | QC Inspector | 0.0% | 60.0% | 18.45h |
| 5 | Main Assembly | 1.8 | 0.5 | V | Senior Assembler | 1.0% | 78.3% | 20.75h |
| 6 | Functional Testing | 0.5 | 2.0 | I | Test Tech | 3.2% | 20.0% | 23.25h |
| 7 | Packaging | 0.25 | 0.25 | I | Packer | 0.0% | 50.0% | 23.75h |
| 8 | Outbound Shipping | 0.33 | 24.0 | W | Logistics | 0.0% | 1.4% | 48.08h |
Improvement Opportunities
Raw Material Receiving
- ●Low efficiency (5.9%) — below 50.0% target
CNC Machining
- ●Low efficiency (38.5%) — below 50.0% target
Quality Inspection
- ●Incidental stage with significant cycle time — reduce or automate
Functional Testing
- ●Low efficiency (20.0%) — below 50.0% target
Outbound Shipping
- ●Low efficiency (1.4%) — below 50.0% target
Smart Suggestions
Waiting dominates your lead time
84% of your lead time is spent waiting. Focus on flow: reduce batch sizes, eliminate approval queues, implement pull systems, and consider single-piece flow where possible.
Bottleneck at Outbound Shipping
Wait time at 'Outbound Shipping' is 24.0h — more than 3x the average wait of 5.0h. Consider adding capacity, splitting the step, or processing in parallel.
Excessive waiting at Raw Material Receiving
'Raw Material Receiving' spends more time waiting (8.0h) than working (0.5h). Investigate approval delays, batch processing, or resource availability.
Excessive waiting at CNC Machining
'CNC Machining' spends more time waiting (4.0h) than working (2.5h). Investigate approval delays, batch processing, or resource availability.
Excessive waiting at Functional Testing
'Functional Testing' spends more time waiting (2.0h) than working (0.5h). Investigate approval delays, batch processing, or resource availability.
Excessive waiting at Outbound Shipping
'Outbound Shipping' spends more time waiting (24.0h) than working (0.33h). Investigate approval delays, batch processing, or resource availability.
3 consecutive non-value-add stages detected
Stages Functional Testing, Packaging, Outbound Shipping are all non-value-add and occur in sequence. Consider eliminating, combining, or automating these steps.
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