Why do you need this service?
Production Line Balancing organises the allocation of work between stations so that flow matches customer takt and the bottleneck does not constrain the performance of the entire process. It is a practical service for companies experiencing queues between operations, uneven operator workloads, overtime, downtime or difficulty meeting the production schedule.
When is line balancing needed?
- cycle times differ significantly between workstations,
- line output depends on one critical operation,
- a change in volume or product mix requires work to be reorganised,
- work in progress and waiting time increase between stations,
- standard work does not reflect how tasks are actually performed.
We combine work measurement, takt time, Yamazumi charts, the Theory of Constraints (in Polish) and flow analysis. Line balancing therefore becomes part of a lasting performance management system rather than a one-off reallocation of activities.
What is our role?
Our role is to guide the team from Gemba data to a verified work standard. We observe the actual process, measure times, separate value-adding work from waste, identify the constraint and develop options for the future arrangement.
We carry out Production Line Balancing together with leaders, process engineers, logistics and operators. We prepare Yamazumi charts, a proposed work allocation, a material supply standard and a pilot plan. We embed the new way of working using TWI and connect the results with Daily Management.
Results of working together
- verified takt and cycle times,
- an identified bottleneck and available throughput capacity,
- a target allocation of activities and visual Yamazumi charts,
- a workstation pilot and a new work standard,
- KPIs and a plan for sustaining the results.
A handful of facts
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key perspectives: takt, cycle time and workload
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implementation stages following PDCA
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pilot area before rollout
Implementation support
We provide support based on the Kata process, which allows us to adapt our activities to the specifics of your organization, taking into account the jointly set goals. The Kata process consists of four key elements that enable effective implementation of assumptions.
We operate according to PDCA
P
PLAN
PLAN — data, takt and the constraint
We establish the product family, customer demand, available time and takt time. At the Gemba, we measure operation times, variation, value-adding work, waiting, movement and the loads on people and machines. We select a pilot area and define KPIs: throughput, productivity, schedule achievement, WIP and lead time.
- a map of the current flow and operation sequence,
- cycle measurements and analysis of variation,
- identification of the bottleneck using TOC,
- a current-state Yamazumi chart,
- the pilot objective and success criteria.
D
DO
DO — piloting a new allocation of work
We design and test balancing options. We reallocate activities, simplify movement, improve material supply and ergonomics and, where needed, prepare a new workstation layout. Operators participate in the trials to ensure the solution is feasible and accepted.
- a future-state Yamazumi chart,
- a new task allocation and staffing arrangement,
- elimination of unnecessary movement and waiting,
- standard work and TWI instruction,
- trials at the actual volume and product mix.
C
CHECK
CHECK — performance and stability
We compare the situation before and after implementation. We check adherence to takt, utilisation of the constraint, throughput, quality, productivity and ergonomic risks. We also verify whether the new standard works across shifts and under typical process variation.
- analysis of cycle time deviations,
- comparison of KPIs with the baseline,
- observation of adherence to the standard,
- conversations with operators and leaders,
- a list of adjustments before embedding the solution.
A
ACT
ACT — standardisation and rollout
Once the pilot is approved, we update standards, roles and management practices. Leaders receive a rhythm for checking results and responding to deviations. We then prepare rollout to further products, shifts or lines while retaining the logic of continuous improvement.
- approval of the best option,
- updates to documentation and the skills matrix,
- incorporation of KPIs into daily briefings,
- a schedule of reviews and further Kaizen activities,
- a plan for scaling the solution within the organisation.
Want to learn more? Contact us!
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