bottleneck-analysis

Map the process into steps, compute each step's capacity per period from time per unit and resource count, and the minimum-capacity step is the bottleneck. Confirm it by checking where work-in-progress queues pile up and which resource runs above 95% utilization.

Takt time is the pace required to meet customer demand, calculated as available production time per period divided by customer demand per period. If a step's cycle time exceeds takt time, that step cannot keep pace with demand.

Use bottleneck analysis when one specific flow is too slow or maxed out and needs its ceiling quantified. Use an operational audit when the whole business needs a scan to nominate the primary scaling constraint first.

Yes, it estimates capacity from time per unit multiplied by resource count and available time, but labels results low-confidence. Recommendations that spend money are held until the constraint is confirmed with real measurements.

Overall process capacity cannot exceed the bottleneck's capacity, so improving any other step does not raise output. Effort spent on non-constraint steps wastes money without increasing throughput.

The constraint relocates to the next-slowest step, so the analysis predicts where it moves and should be re-run after each relief action. Repeat until the ceiling comfortably exceeds target demand.