Inventory flow management in supply chain can be quite a value bleeder if not properly analysed and designed. Generally, I always will start by understanding the end to end throughput of the system. This gives clarity to what each workstation/system can handle per time. Inventory leveling, scheduling and optimisation plans can now be applied. If the situation requires higher throughput, then debottlenecking techniques will be applied. This will help to unlock to create a new equilibrium. And guess what, bottlenecks can shift. If it does, you iterate again.

Lo primero que se debe hacer es identificar el cuello de botellas para poder trabajar sobre las causas. Para ello, será fundamental el trabajo en equipo y colaborativo. Una vez identificado, aplicar los conceptos de la TOC (Teoría de Restricciones), explotando al máximo las capacidades actuales del cuello de botella. Será importante subordinar las decisiones al cuello de botellas. Recordemos que los cuellos de botellas son los que determinan la capacidad del proceso. Si esto no fuera suficiente, habrá que elevar la restricción y recurrir a inversiones.

Os principais obstáculos na fabricação ao simplificar o fluxo de estoque incluem a dificuldade de prever com precisão a demanda do mercado, o risco de escassez de materiais/insumos essenciais e a necessidade de ajustar processos produtivos para se alinhar ao novo modelo de negócio. Além disso, é desafiador manter a flexibilidade para lidar com variações e imprevistos sem aumentar custos ou comprometer a eficiência e risco de ruptura de algum produto final.

To solve bottlenecks, firstly it's important to accept the issue and then identify the RCA of the issue. Some strategies for identifying bottlenecks include: Carefully observing the whole manufacturing process deeply and study the cycle time of every station and after finding the bottleneck do analysis and improve the process by Comparing the takt time to the actual cycle times of each process step . 2ndly after finding the bottleneck develop secondary operation alongwith the process without affecting the actual process and after developing and compare with the whole process and optimize with the plan and then implement and then remove or improve bottleneck

To proactively tackle inventory flow bottlenecks in manufacturing: 1. Root Cause Analysis: Identify bottlenecks through value stream mapping and data analysis 2. Lean Manufacturing: Implement Just-in-Time (JIT) and Kanban systems to align production with demand. 3. Demand Forecasting: Use advanced tools to predict demand accurately. 4. Supplier Collaboration: Strengthen relationships and diversify suppliers to reduce delays. 5. Capacity Planning: Regularly assess and adjust capacity to match demand. 6. Optimize Inventory Levels: Maintain safety stock and focus on high-priority items (ABC analysis). 7. Cross-Training: Ensure workforce flexibility for smooth operations. This reduces delays and improves flow efficiency.

First of all Make them listed. 1) The first step will be to segregate between the okay and NG components. 2) The second step will be the book reaction of NG component. 3) The third step will be to submit the okay inventory to the store. 4) The fourth step will be proper material identification and storage area. 5) and the end of the every month start inventory on the floor. 6) check again how much gap is there. 7) if no gap is there it means you are going on the right track. If any gap is found, track all those components that are scrapped or stolen by someone or misplaced in the assembly floor. Note - proper traceability should be there for every single component issued from the store at the assembly area.

By Identifying Bottlenecks in Manufacturing Operations, we first need to Understand Process time , and then TAT of Rm/Pm and Other WIP process. By keeping Keen Eye on Incoming material can be planned Process and then Always Keep Plan B in Stand by if any Rm / Pm could not Connect to Line, you can run Other Required Product Smoothly till it gets Connected.