Measure workstation flow, downtime, and effective output. Reveal constraints early and protect schedules and margins. Turn production data into clear action across every stage.
| Station | Cycle Time (s) | Uptime % | Defect % | Changeover (min) | Queue | Parallel Units |
|---|---|---|---|---|---|---|
| Cutting | 38 | 92 | 1.5 | 12 | 45 | 1 |
| Milling | 52 | 88 | 2.2 | 16 | 70 | 1 |
| Welding | 44 | 90 | 1.8 | 10 | 40 | 2 |
| Painting | 61 | 85 | 3.0 | 22 | 95 | 1 |
| Inspection | 29 | 96 | 0.8 | 8 | 28 | 1 |
Available Time: Available Time = (Shift Hours × 3600) − (Break Minutes × 60)
Takt Time: Takt Time = Available Time ÷ Daily Demand
Quality Factor: Quality = 1 − Defect Rate
Effective Cycle Time: Effective Cycle = Base Cycle ÷ (Availability × Quality) + Changeover Time per Unit
Changeover Time per Unit: Changeover per Unit = Changeover Seconds ÷ Batch Size
Capacity per Shift: Capacity = (Available Time × Parallel Units) ÷ Effective Cycle
Utilization: Utilization % = (Daily Demand ÷ Capacity) × 100
Queue Time: Queue Time = Queue Units × Effective Cycle
Constraint Severity: Severity = (Effective Cycle ÷ Takt Time) × (1 + Queue Units ÷ 100)
The station with the highest effective cycle time is treated as the primary bottleneck because it limits total line capacity.
It evaluates each station’s effective cycle time, utilization, queue delay, and capacity. The tool then highlights the process step limiting total throughput.
Uptime reflects real operating availability. A station with frequent downtime may appear fast on paper but still restrict output during the shift.
Defects reduce good output and force rework or scrap. That lowers effective capacity and increases the true cycle burden of the affected station.
Takt time is the production pace needed to satisfy demand. If a station’s effective cycle exceeds takt time, it threatens on-time fulfillment.
Large queues often indicate hidden waiting losses. They increase lead time, tie up inventory, and usually signal that upstream and downstream rates are misaligned.
Add parallel resources when demand regularly exceeds bottleneck capacity and improvement efforts cannot quickly reduce cycle time, changeover, or downtime.
Yes. Use it before and after changes to compare capacity, utilization, and queue effects. It helps quantify gains from lean improvements.
No. Once you relieve one constraint, another station may become the new limiting step. Bottleneck analysis should be repeated after improvements.
Important Note: All the Calculators listed in this site are for educational purpose only and we do not guarentee the accuracy of results. Please do consult with other sources as well.