The bottleneck is also identified through throughput

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The bottleneck is also identified through throughput. Production areas are mainly connected to the output section, therefore, recognizing a bottleneck in the process is easier (Panova & Hilmola, 2015). In replacing machines through the process, it is easier to identify the mechanisms that affect the final production acknowledge hence the bottleneck in the entire procedure (Harada, 2015). There is utilization package that can be used in determining a machine that is using its full capacity in the production process. Such a device bottlenecks other tools that are operating at a slower rate (Zhou & Wan, 2017). However, mechanisms that run in the same role in the production process do not create a noticeable difference in improving the total production. If a few of production units are operating in full potential, identifying a machine that is being bottlenecked is more comfortable during the downtime. The engine before the one working to total capacity is being bottlenecked hence it is under-utilized (Harada, 2015). On identifying the bottleneck, an operation manager can quantify the impact the bottleneck has on the company. The magnitude of the bottleneck determines the action to be taken ( Goldratt & Cox, 1992) . In case of a minor bottleneck, a company may opt to address the issue immediately or postpone if it does not have many impacts (Panova & Hilmola, 2015). Significant bottlenecks require actions such as adding more workers which would reduce the downtime. The company can also opt to do away with activities and materials that do not add
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BOTTLENECKS 5 value and consider capitalizing more on quality materials. In other findings, the operations managers are advised to manage a bottleneck once recognized to give a constant stock and minimize the time consumed in checking bottlenecks and also training new employees to work on the machines. Preventing bottleneck is advisable to avoid future problems (Hawari, Araidah, Mithkal, Khanfar & Mumani, 2013). It can be achieved when employees have the liberty to make the decisions in their area of work; hence they tend to make decisions that are most appropriate for the machine (Liu, Yang, Yin & Zhang, 2014). Cross-training workers help them to adapt to different production process hence combat the issue of downtime. Hiring qualified personnel also reduce possibilities of bottleneck that occurs as a result of underperforming employees. Having machines that are performing to full capacity is not always the solution since when flopping happens production can be ceased (Zhou & Wan, 2017). In combating bottlenecks, infrastructure
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