Are You Seeing Bottlenecks Everywhere or Missing Them?

You have problem. Trench digging too slow. So you throw manpower at it. More workers. More materials. More money. Push harder. Rush. Let’s go. But production doesn’t increase. Actually slows down. Because you’re pushing against bottleneck, which no matter how hard you push, will not increase flow of project or throughput of system or production. Sometimes actually slows it down because once you push, you have backlog of pressure and build up taking more effort slowing down entire system. Different from analyzing where actual bottleneck is. We were looking at how could we get 400 linear feet of 12-foot deep trench done in day. By time we were done tacting it out, still didn’t work. Started looking for bottlenecks. Looked at process times for each individual activity. Found out trench box was bottleneck. If that trench box wasn’t bottleneck, they would have more flow. Started asking dumb questions. Can you have two trench boxes? Can you have two backhoes? No, can’t do that. But actual crews figured out: if I dig trench, install pipe, shade it to where there’s foot of cover super level, then we can pull trench box forward, get it out of way, let heel man and mini excavator backfill trench, use remote control compactor inside trench. Even though wasn’t super easy to increase capacity, there were sequencing things allowing capacity of that bottleneck to be increased and they increased production. That’s not pushing through bottleneck. That’s increasing capacity of bottleneck. That’s how you increase flow.

Here’s what most superintendents miss. They see slow production. Think: need more manpower. More materials. More money. Push harder. Rush. So they throw resources at problem. Push against bottleneck. Increase pressure. But speed doesn’t increase. Actually slows down because backlog of pressure builds up. Different from superintendent who sees bottlenecks everywhere. Like Sixth Sense movie. Kid sees dead people everywhere. Once you start to see bottlenecks, you start to see them everywhere. Superintendent analyzes process times for each activity. Finds actual bottleneck. Asks questions: how do we increase capacity of this bottleneck? Not how do we push harder through it. Trench box example: sequencing changes allowing capacity increase. Paint shop example in Germany: build canopy outside with heating lamps increasing drying capacity. Pre-cast shop example: rush orders interrupting supply chain, so cast roof sections in different line. That’s FOCCCUS formula: Find, Optimize, Coordinate, Collaborate, Curate, Upgrade, Start again. That’s increasing capacity of bottlenecks instead of pushing through them.

The challenge is most superintendents never learned to see bottlenecks everywhere. Never learned FOCCCUS formula. Never learned that every system will have scope that’s bottleneck and as you optimize those bottlenecks, more bottlenecks will show up. Never learned that better way to increase flow is not to push things through bottleneck but to increase capacity of bottleneck. So they default to pushing. Throwing manpower, materials, money at problem. Wondering why production doesn’t increase when answer is they’re pushing against bottleneck instead of increasing its capacity. Need to get to point where have eyes to see bottlenecks everywhere. Then start optimizing them. Go through FOCCCUS formula. Really increase flow of organization.

The Trench Box Bottleneck

We were analyzing Takt plan for some civil work. Looking at how could we get 400 linear feet of this 12-foot deep trench done in day.

By time we were done tacting it out, still didn’t work. Started to look for bottlenecks. Looked at process times for each individual activity. Found out trench box was bottleneck. If that trench box wasn’t bottleneck, they could go faster, would have more flow.

Started asking lot of really dumb questions. Can you have two trench boxes and pull them in and out? Can you have two backhoes? No, can’t do that. No, can’t do that.

But actual crews figured out: if I dig trench and install pipe and at least shade it to where there’s foot of cover and leave it super level, then we can pull trench box forward, get it out of way, let heel man and mini excavator backfill trench, use remote control compactor, little roller inside trench, actually backfill pipe without having to leave trench box there.

Even though wasn’t super easy to increase capacity, there were some sequencing things allowing capacity of that bottleneck to be increased and they increased production.

The Pre-Cast Shop Assembly Area

Looking in pre-cast facility in Germany at where bottlenecks were. End of line, weren’t really any bottlenecks. Beginning of line, seemed to be some trouble. Team pointed at one assembly area where they assemble pre-cast rooms together. Said: that’s our bottleneck, that’s where we’re having trouble.

Started to analyze that and see if actually true. Came up that no, assembly doesn’t take long time. It’s feeding the assembly.

Then found out it wasn’t feeding assembly. It’s when all feeding activities of actual pre-cast panels were interrupted with non-room assembly panels. Meaning when somebody just wanted roof section or rush order or something out of sequence, it would interrupt supply chain.

Found out bottleneck was actually when additional rush orders came as part of line. Assembly area wasn’t bottleneck. By looking at root causes of things and rate of throughput per area, were able to find real bottleneck and fix problem.

The Paint Shop Bottleneck

Were in Germany looking at pre-cast manufacturing facility where they painted these sections ready to ship out and install. Asked question: where’s bottleneck in this facility? Because we know you’re going to have to go faster.

Felipe was with me. He pointed. Said: you can see it right now. You can see all these concrete pre-cast cylinders right here in front of paint shop. This is your bottleneck.

Started right down: what are throughput times? How many units can you get through in day through paint shop? Twenty. How many units can you feed into paint shop? Thirty. Felipe was right. We have bottleneck problem.

Started to ask: when do you not have bottleneck problem? Well, when it’s sunny and we can move them outside to dry instead of keeping them on line.

Walked outside. There’s like 200 feet of conveyor belt, basically huge platforms that roll on wheels moving these things around. Question was asked: if you don’t have bottleneck when you’re able to dry these things outside, on rainy days could you let them come outside but build canopy out here and have heating lamps on all sides that would heat paint and allow you to increase capacity of bottleneck?

They were like: wow, that would work. Well, what about crane? What about this? What about that? We’re like: you would only shade three quarters so crane could still access it. What about weather? We would tie it into building. What about heat? We would put lamps in there. What about, what about. Kept going through it.

Seems like in that instance, we can actually increase capacity of that bottleneck and increase rate of throughput through overall manufacturing facility.

FOCCCUS Formula: Find, Optimize, Coordinate, Collaborate, Curate, Upgrade, Start Again

Theory of constraints goes like this:

Find: Identify constraint or bottleneck. Break down each step in process. Figure out how much time each step takes. Usually can find bottleneck just like that.

Optimize: Focus on work of bottleneck. Find ways to squeeze more out of it or increase capacity. Shown with trench box example, paint shop example. Readjust sequence. Readjust logistics.

Coordinate: Coordinate non-bottlenecks so they can help make use of bottleneck. In trench box example, utilized heel man, rear workers, with mini excavator and additional piece of equipment. Coordinated other scopes, workers, pieces of equipment resources to help actual bottleneck which was trench box.

Collaborate: Work together to find out how non-bottlenecks can help bottlenecks without cutting corners. Once we coordinate, we collaborate.

Curate: Reduce demand on bottleneck. Focus on increasing capacity. In pre-cast shop example where having trouble feeding assembly area, found out too much demand on that actual process. Cast roof sections and rush orders in different shop or different line so can keep consistent throughput in feeding assembly area.

Upgrade: Upgrade resource or replace it with bigger, faster model. Could redo entire paint shop manufacturing facility. Could upgrade lines in pre-cast manufacturing facility. Could find way to get trench box that can be loaded in and out.

Start Again: Once you’ve found, optimized, coordinated, collaborated, curated, upgraded, then you have expanded or increased capacity of bottleneck. Need to focus somewhere else because new bottlenecks will show up in system.

The System Failed You

Let’s be clear. When superintendents push through bottlenecks instead of increasing capacity, it’s not entirely their fault. The system failed by teaching throw manpower, materials, money at problems. Nobody showed that when we throw resources at problem, we’re just pushing stuff against bottleneck which increases pressure but won’t increase speed. Nobody explained that pushing creates backlog of pressure and build up taking more effort actually slowing down entire system. The system taught push harder when actually increase capacity of bottleneck.

The system also failed by not teaching to see bottlenecks everywhere. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Every system will have scope that’s bottleneck. As you optimize those bottlenecks, more bottlenecks will show up. Once you start to see bottlenecks, start to see them everywhere. Like Sixth Sense: I see bottlenecks everywhere. The system taught accept slow production when actually find and fix bottlenecks.

The system fails by not teaching FOCCCUS formula. Find bottleneck by breaking down each step, figuring out time each step takes. Optimize by readjusting sequence and logistics. Coordinate non-bottlenecks to help bottleneck. Collaborate to find how non-bottlenecks help without cutting corners. Curate by reducing demand on bottleneck. Upgrade resource or replace with bigger, faster model. Start again because new bottlenecks show up. The system taught wing it when actually use systematic approach finding and fixing bottlenecks.

The Challenge

Here’s your assignment. Stop pushing through bottlenecks. Start increasing their capacity.

Find five bottlenecks. When you come to office or go to work, take process. Can be accounting. Can be maintenance of equipment. Can be digging of trench. Could be anything. Go find bottleneck in whatever process. Find five of them. Get used to it. Then you’ll start seeing bottlenecks everywhere.

Use FOCCCUS formula. Find by breaking down each step, figuring out time each step takes. Optimize by readjusting sequence and logistics. Coordinate non-bottlenecks to help bottleneck. Collaborate to find how non-bottlenecks help. Curate by reducing demand. Upgrade resource or replace. Start again because new bottlenecks show up.

Stop pushing. Throwing manpower, materials, money at problems just pushes stuff against bottleneck increasing pressure but not speed. Creates backlog of pressure and build up taking more effort slowing down entire system. Don’t push through bottleneck. Increase capacity of bottleneck.

Learn from examples. Trench box: sequencing changes allowing capacity increase. Pre-cast shop: rush orders interrupting supply chain, so cast roof sections in different line. Paint shop: build canopy outside with heating lamps increasing drying capacity. That’s increasing capacity, not pushing through.

Remember every system will have scope that’s bottleneck. As you optimize those bottlenecks, more bottlenecks will show up. Better way to increase flow is not to push things through bottleneck but to increase capacity of bottleneck. That’s how you really increase flow of organization.

Get to point where you have eyes to see bottlenecks everywhere. Like Sixth Sense kid seeing dead people. Once you start to see bottlenecks, start to see them everywhere. Then start optimizing them. Go through FOCCCUS formula. Really increase flow.

On we go.

FAQ

What is FOCCCUS formula?

Find, Optimize, Coordinate, Collaborate, Curate, Upgrade, Start again. Find bottleneck by breaking down each step. Optimize by readjusting sequence and logistics. Coordinate non-bottlenecks to help. Collaborate to find how non-bottlenecks help. Curate by reducing demand. Upgrade resource or replace. Start again because new bottlenecks show up.

What’s wrong with pushing through bottlenecks?

When we throw manpower, materials, money at problem, we’re just pushing stuff against bottleneck which increases pressure but won’t increase speed. Sometimes actually slows down because once you push, you have backlog of pressure and build up taking more effort slowing down entire system. Don’t push through bottleneck. Increase capacity of bottleneck.

What’s the trench box example?

400 linear feet of 12-foot deep trench. Tacting it out still didn’t work. Found trench box was bottleneck. Asked: can you have two trench boxes? No. But crews figured out: dig trench, install pipe, shade it with foot of cover super level, pull trench box forward, let heel man and mini excavator backfill with remote control compactor. Sequencing changes allowing capacity increase.

What’s the paint shop example?

Pre-cast manufacturing facility painting sections. Felipe pointed: you can see bottleneck, all these cylinders in front of paint shop. Paint shop throughput: 20 units per day. Feed capacity: 30 units. Bottleneck problem. When sunny, move outside to dry. Solution: build canopy outside with heating lamps increasing drying capacity on rainy days.

How do you start seeing bottlenecks everywhere?

Find five bottlenecks. Take process: accounting, maintenance, digging trench, anything. Find bottleneck. Do this five times. Get used to it. Then start seeing bottlenecks everywhere. Like Sixth Sense: I see bottlenecks everywhere. As you see bottlenecks everywhere, start optimizing them using FOCCCUS formula.