Free Diagnostic
Production planning and scheduling for personal hygiene and home-care manufacturing.
Check whether the problem is readiness, sequence or the filling line itself — before the shift loses hours.
"Given everything we need to produce, what should run first?"
Check every SKU for material, packaging, QA and line readiness. Compare your current plan with an improved production sequence.
Readiness conflicts · Current vs improved sequence · Changeover time · Cleaning time · Waiting time · Urgent-order impact
"Where is my filling line actually losing capacity?"
Enter your production hours, speed, downtime and waiting time. See which constraint is costing the line the most.
Effective hours · Time lost · Speed gap · Capacity loss · Stage constraint · Ranked bottlenecks
Check every SKU for material, packaging and quality readiness. Reorder your current plan, compare it against a changeover-optimized sequence, and see what one urgent order actually costs the schedule.
Enter your production hours, line speed, downtime and waiting time. See effective hours, the capacity loss, and which stage and category is costing the line the most.
Material, packaging or QA is still pending when the order reaches the line.
The same orders take longer because of the sequence they run in.
One material, component or approval turns scheduled production into waiting.
Move one SKU forward and the rest of the production plan moves with it.
The machine is running, but actual output is well below what the line should deliver.
Downtime, cleaning, material waiting and quality clearance quietly eat into available hours.
The first question is not always, "Do we need more capacity?" It is: Where are the hours going?
15–20%
Productivity Improvement
45% improvement in inventory days.
20–30%
Manpower Productivity Improvement
Packaging-material inventory brought under tighter control, with reduction in finished-goods shortfall linked to production planning.
20%
Higher Production per Shift
20% wastage reduction. Changeover time was also reduced as part of the production-improvement work.
Context: Productivity and inventory optimization in an FMCG manufacturing environment.
A readiness conflict may come from planning.
A long changeover may come from the way the sequence is built.
A slow filling line may come from speed loss, downtime, material waiting or a bottleneck at another stage.
Gemba works with the people running the plant to find the cause, implement the change and make sure the improvement holds.
Diagnose
Find where time and output are being lost.
Baseline
Put a number against the current condition.
Implement
Work with the team on the shop floor.
Sustain
Build the review system into daily operations.
Bring the output from either diagnostic. A manufacturing consultant can help you understand whether the issue sits in:
