Production control strategies for reducing throughput times

A modern production network consisting of final assembly, pre-assembly, and various manufacturing areas is characterized by a high degree of complexity. Different conditions in terms of productivity (Overall Equipment Effectiveness – OEE), capacity availability, product variety, and customer-specific requirements often lead to long and opaque throughput times. Typical causes include excessive inventories of semi-finished products, insufficient synchronization between production stages, oversized buffers, and unnecessary handling and transport processes within internal logistics. These effects not only tie up capital, but also reduce responsiveness to short-term customer requirements.

An essential strategy for reducing these throughput times is the consistent introduction of pull-based control systems in line with lean production. While classic push systems are based on forecasts and central planning specifications, pull control means that materials are provided exclusively on the basis of actual consumption signals. In final assembly, this means that production is synchronized with customer demand. This timing allows for efficient handling of product variety and short-term fluctuations in demand, as only the products and components that are actually needed are produced.

Kanban systems based on the supermarket principle are often used for upstream pre-assembly and parts production. Kanban cards or electronic signals only trigger re-production when stock levels fall below a defined minimum. This creates a self-regulating material flow that significantly reduces intermediate stock levels while ensuring a high level of supply security. Especially in manufacturing environments with a high product diversity, the supermarket principle enables flexible provision of standardized components while limiting circulating stocks.

In productivity-sensitive areas – such as machining, heat treatment, or painting – leveled production (heijunka) is of central importance. Heijunka aims to smooth production volumes and mixes over defined time intervals in order to achieve an even utilization of resources. Ideally, this smoothing is based on the requirements resulting from upstream Kanban control. This combination of smoothing and pull signals can prevent bottlenecks, minimize setup times, and stabilize throughput times.

These control strategies are increasingly supported by digital IT applications that enable real-time monitoring of material flows, automated inventory reports, and transparent visualization of production key figures. Manufacturing execution systems (MES), coupled with ERP and APS systems, form the backbone of modern, networked production control. They enable target/actual deviations to be identified at an early stage and control parameters to be adjusted dynamically.

Value stream analysis is an integral part of any successful transition to pull-based control. It serves to identify non-value-adding activities and to design a flowing production system in a targeted manner. In addition, continuous bottleneck management (TOC – Theory of Constraints) should be established to identify critical resources and systematically relieve them.

In summary, the combination of pull control, Kanban, Heijunka, and digital transparency is a decisive lever for reducing throughput times. The resulting flow production not only leads to shorter response times and lower inventories, but also to a sustainable increase in productivity and delivery performance throughout the entire production network.