BOTTLENECK ANALYSIS

A bottleneck is a phenomenon where the perIormance or capacity oI an entire system is

limited by a single or limited number oI components or resources. The term bottleneck is
taken Irom the 'assets are water' metaphor. As water is poured out oI a bottle, the rate oI
outIlow is limited by the width oI the conduit oI exitthat is, bottleneck. By increasing the
width oI the bottleneck one can increase the rate at which the water Ilows out oI the neck at
diIIerent Irequencies. Such limiting components oI a system are sometimes reIerred to as
bottleneck points.
For example, a company whose product is in high demand may see its shipping department
receive purchase orders more quickly than the products can be shipped out, thus causing a
bottleneck.


A bottleneck is a step in an ongoing business process (not a one-time project) that limits the
speed at which the entire process can be completed. The bottleneck is usually the step in the
process with the smallest capacity and the highest utilization. Because the bottleneck
operation is running most or all oI the time, it limits the output the rest oI the production
system can produce and reduces the utilization oI other resources.

When a process has been mapped and the bottleneck has been identiIied, the output oI the
system can be predicted and managed. For example, the process oI setting up a new desktop
can be measured so that it can be improved (i.e. new desktops can be installed Iaster).

Bottleneck analysis is becoming an increasingly important means Ior optimization oI very
complex technical systems. Bottlenecks occurs iI the capacity oI a unit is smaller than the
work load. A hidden bottleneck is an imbalance that is currently not aIIecting the
perIormance but which will do so iI other, real bottlenecks are removed. Goal oI Bottleneck
analysis is the detection and removal oI bottlenecks.

Bottlenecks destroy your productivity and they might be hiding in your schedule without you
realizing it. Bottlenecks are the perIect example oI a small change that can have a huge
impact on your productivity. II an activity takes Iour hours, but three and a halI are spent on
just one step, speeding up that step could make you 7-8x more productive.

WHAT CAUSES PRODUCTIVITY BOTTLENECKS?
There are a lot oI ways you can get caught in a bottleneck. Here are just a Iew oI the possible
causes:

Working in a Team. Waiting on team members to Iinish work can bring a project to a crawl.
II a key member isn`t moving Iast enough, the whole team might get stuck.

Difficult Tasks. Hard tasks can slow down your schedule, even iI they don`t need a lot oI
time. It might take you weeks to brainstorm the perIect topic Ior a paper, even iI it only takes
a day or two to write.

Unpleasant Tasks. Anything you procrastinate on regularly can become a bottleneck. II you
don`t enjoy doing something, you`ll probably waste time getting started.

Perfectionism. Being unable to say 'good enough can stall a project. Doing a good job is
important, but constant tweaking wastes time iI it isn`t necessary.

Waiting for Information. I`m sure we all know the person who takes a week to respond to a
simple email. Waiting Ior inIo can become a bottleneck that`s diIIicult to avoid.
Bottlenecks tend to Iall into two categories, those caused by other people and the ones you
get caught in yourselI. Completely avoiding bottlenecks isn`t always possible, sometimes
they catch you by surprise. But you should be able to spot the bottlenecks on in any activity
you repeat regularly.

HOW TO FIND HIDDEN BOTTLENECKS

Where can you Iind these bottlenecks that are zapping your time and energy? There are a
couple ways you can look Ior them. My biggest suggestion is to start by doing a timelog. A
timelog is simply a recording oI the time spent on every activity you do each day. Getting
actual numbers can help you pinpoint where time is Ilowing out oI your day.
Once you`ve done a timelog, there are a Iew places you can start looking:
Where do you procrastinate? II you procrastinate on a particular task Irequently, it will
probably become a bottleneck. Creating a strategy to beat your procrastination on this one
task could save you a lot oI lost time.

Where are your creative blocks? II you have a creative job, you might spend a lot oI time
trying to come up with ideas or solve diIIicult problems. These creative blocks can become
bottlenecks, slowing down any progress you can make.

What is the least energy-consuming step? II an activity takes a long time, but doesn`t
require a lot oI thinking, you can probably Iind a way to avoid it. For computer-related tasks,
look Ior soItware that might automate the step. For other tasks, you might want to outsource
the job to someone else.

Where do you rely on other people? Almost any group work that requires input Irom
someone else beIore it can move Iorward is a potential bottleneck. While you have less
control over these bottlenecks, you can still Iind ways to speed them through.

ELIMINATING BOTTLENECKS
How do you get rid oI bottlenecks? I`ve Iound doing a brainstorm with the speciIic task is
enough to come up with ways to eliminate them. When I realized that idea-generation was a
bottleneck Ior my writing, I decided to split oII the step to a separate brainstorming phase. As
a result, I saved a Iew hours each week.
Each bottleneck might require a diIIerent strategy, but here are a Iew general solutions that
can speed up these limiting steps:

Automate. II a task takes a long time, but isn`t intellectually stimulating, there is probably a
way to automate it. SoItware solutions can automate a lot oI the grunt work iI you know how
to Iind it. Outsourcing to a virtual assistant or hiring a specialist can also save time.

Build Momentum Through Procrastination Spots. II you have a task you tend to
procrastinate on, give it more Iocus in your to-do list. Try to schedule it Ior when you`ll have
the most energy so you won`t put it oII.

Communicate Early. When you make a request, ask the person what their expectation is Ior
a due date. Then double that number. That`s a realistic estimate Ior how long it should take to
get the work in. Communicate early and communicate oIten to make sure your request
doesn`t get buried.

Split Up Creative Tasks. All ideas come Irom two phases, an idea-generation phase and a
reIining phase. II you try to do both at the same time you get writer`s block (or programmer`s
block, artist`s block, engineer`s block.). Split the two into separate steps so you can collect
a lot oI raw idea material beIore trying to tweak them into something usable.

DIFFERENT TYPES OF BOTTLENECKS

Bottlenecks are the parts oI the system with the smallest capacity relative to the demand.
There are two diIIerent types oI bottlenecks: process bottlenecks and Iunctional bottlenecks.

. Process bottlenecks are the stage in a process that takes the longest time to complete.
Process bottlenecks are oIten reIerred to as the rate limiting step or task` in a process.

2. Functional bottlenecks are caused by services that have to cope with demand Irom
several sources. Functional bottlenecks cause waits and delays Ior patients because:
In a healthcare system:
O One process, such as ENT surgery, might share a Iunction, such as imaging with other
processes, e.g. orthopaedic surgery, and medicine
O A surgeon may be called to theatre when he is also needed in outpatients
This type oI bottleneck causes a disruption to the Ilow oI all patient processes. Functional
bottlenecks act like a set oI traIIic lights, stopping the Ilow oI patients in one process while
allowing the patients in another process to Ilow unheeded. Where you have a bottleneck,
there is usually a queue i.e. a delay that the patient will experience.

HOW TO REDUCE THE DELAYS CAUSED BY THE BOTTLENECKS?

Concentrate on the bottlenecks to reduce delays
O ook very careIully at the process map and identiIy stages where there is a congestion
or waiting - this is a bottleneck
O Map that part oI the process in more detail to make sure we really understand what is
going on. Map to the level oI what one person does, in one place, with one piece oI
equipment, at one time
O ook careIully Ior the true constraint. This is oIten a lack oI availability oI a speciIic
skill or piece oI equipment. Queues tend to occur beIore the bottleneck in the patient
journey, and clear aIter the patient has gone past the stage with the constraint
O Measure at the bottleneck to really understand the capacity and demand. These guides
will help you: quick introduction and comprehensive guide
O Begin to test and implement the relevant change ideas as a result oI what the
measurement shows you
O eep asking why?` to try to discover the real reason Ior the delay. For example, iI
your starting point is the clinic always overruns and patients have to wait Ior a long
time`, ask why at least Iive times. Possible responses might be that the consultant
doesn`t have time to see all their patients in clinic as they have to see everyone who
attends, including Iirst visit assessments and Iollow-up patients
O Create templates oI the processes (process templates) , begin to schedule these
templates and watch the whole process improve
O eep a look out Ior other bottlenecks. In the whole patient journey there is likely to be
at least one bottleneck

METHODS FOR REDUCING THE EFFECT OF BOTTLENECKS

O Ensure that the bottleneck has no idle time, Ior example, have a list oI stand-by
patients who can be called at short notice in the event oI idle capacity
O Put inspection or checking tasks in Iront oI the bottleneck (e.g. iI the bottleneck is the
doctor in clinic, check that all test results are available at the clinic)
O Don't allow the room or clinical area to be the bottleneck
O Distribute the work amongst the clinical team so that everyone works to their highest
level oI skill and expertise, Ior example take administration away Irom rehabilitation
nurses and give it to appropriate clerical staII
O II experts are the bottleneck they should only be doing work Ior which an expert is
needed e.g. the development oI nurse-initiated transIer Irom critical care.
O Separate responsibilities Ior clinical care and paper Ilow
O To increase the capacity oI the bottleneck, give some oI the work to non-bottleneck
areas, even iI it is less eIIicient Ior these areas
O Having improved the situation at one bottleneck, others may emerge as rate-limiting
steps in the patient journey. Bottleneck management is, thereIore, a process oI
continual improvement

HOW DO WE FIND BOTTLENECKS?

O Recognize there is only one bottleneck at a time: The rule oI thumb is that there is
always one bottleneck and changing anything else beIore addressing the bottleneck
will not improve perIormance.

O Avoid optimizing too early. Beware oI pre-mature optimization as it may cause
perIormance problems. Without the beneIit oI production environment we may make
implementation mistakes.


O Measure: Run tests and proIilers to establish benchmarks

BOTTLENECK ELIMINATION IN MANUFACTURING & PRODUCTION

ENVIRONMENT

Bottlenecks are easy to identiIy in manuIacturing and production environments, but
challenging to correct. Automation alone will not eliminate bottlenecks to achieve optimum
perIormance. Addressing every step in the process and the contributing Iactors enables real
process improvements to occur. In oIIice environments the bottlenecks are oIten a result oI
bad habits that arise Irom good intentions.
Once upon a time . . .
A manuIacturer invested millions oI dollars to purchase and install state oI the art automated
robotic equipment on an assembly line. The upgrades included new conveyor belts to move
material quickly down the line and cameras to capture movement with electronic eyes.
Computer controlled robotic arms replaced workers who had been with the company Ior

many years. Mechanical arms hummed with liIe, capable oI moving Iive times Iaster than the
human counterparts that they replaced. The mechanical arms were intended to deliver
consistent quality, precision, and perIormance. The manuIacturer spent hundreds oI
thousands oI dollars per machine to replace personnel. The machines would work longer
hours and take Iewer breaks, even with the Iaster pace.
AIter installation was complete, the manuIacturer hosted a ribbon cutting ceremony with
champagne Ior the local reporters. The company shareholders were ecstatic about the new
projections. onger hours oI operation coupled with the speed oI the new equipment gave
rise to promising revenue projections. The machines would run Ior twelve hour shiIts, a
contrast to the typical eight hour shiIts that the Iactory workers had maintained with manual
labor. To increase production with manual labor the Iactory ran a second shiIt, and in extreme
circumstances, a third shiIt. With the new equipment the Iactory would operate twelve hour
shiIts as standard procedure and could nearly double that Ior a Iull twenty Iour hour day when
necessary. The equipment needed only a Iew engineers to keep it company whenever extra
shiIts would be necessary. The executives and the shareholders bubbled with enthusiasm.
Six Months Later . . .
The production numbers at the end oI the Iirst month aIter installation showed minor
improvement. In the second month aIter installation the production numbers again made
minor gains, but were not rising rapidly enough to meet the expectations oI management. At
the end oI three months the production increases seemed to plateau and did not improve
beyond the achievements oI the second month. As the numbers rolled in Ior the Iourth, IiIth,
and sixth months the Iactory management became increasingly concerned. The automated
production processes were running at one and one halI times the rate oI the manual
production processes. The IiIty percent gains showed improvement to slowly pay back the
signiIicant investment in technology, but considerably less than the projected amount or pace.
At twelve hours per shiIt and Iive times the capacity, it was presumed that the new equipment
would empower the Iactory to deliver much greater numbers.
The management team initiated an immediate investigation to determine the cause oI the
unimpressive perIormance and to make plans Ior improvement. AIter much research, the
management team hired a retired Iactory Ioreman as a consultant. The Ioreman had been with
the company Ior almost twenty years and responsible Ior designing many previous process
improvements. The Ioreman had voiced many concerns when the Iactory announced

automation, but his concerns were dismissed at the time as comments Irom a disgruntled
employee. Despite the experts, the engineers, and the blueprints, the Ioreman had predicted
only moderate improvements in productivity. When the Iactory management was dismayed to
discover the incredible accuracy oI the Iormer Ioreman's predictions, they were compelled to
hire him to help them address the dire situation.
The Iactory management tensely detailed the production numbers and soured over reports Ior
the Iormer Ioreman. The management produced charts, checklists, and Iinancial projections.
Engineers pointed to the capabilities oI the equipment operating at less than peak potential.
The Iormer Ioreman listened politely to the presentations and then asked to walk the Iactory
Iloor. Armed with only a pad oI paper, a pencil, and a stopwatch, the Ioreman strolled to Iront
oI the line. Shaking hands with his Iormer colleagues, the Ioreman watched them load
materials on the line. The employees careIully coordinated the complicated dance oI moving
materials Irom loading docks and inventory to the production line. The Ioreman studied the
process Ior less than twenty minutes with took nearly as many notes.
Having brieIly monitored the Iront oI the process, the Iormer Ioreman walked to the end oI
the line. Product came swiItly to the end oI the line, where it was staged Ior inspection and
packaging. Robotic arms hummed and carried completed product Irom one station to another
with speed and dexterity. The equipment sped product to packaging and then slowed to a stop
as it waited Ior the packaging process to complete. The automated processes shuIIled, sorted,
and separated the product into lines Ior packaging. Employees rushed to keep up with the
productivity oI the equipment, but inevitably, the conveyors would slow as product became
backlogged in the packaging process. The packaging process moved at the same pace that the
Ioreman recognized Ior many previous years. The Iormer Ioreman thanked each oI the
dedicated employees as he patted them on the back as he made his Iinal notes.
Factory Bottlenecks . . .
The Iactory management was only slightly relieved to know that the equipment was truly
capable oI achieving the predicted production estimates. UnIortunately, as the Ioreman
explained, the equipment would not achieve Iull potential without considerable changes to
the packaging processes at the end oI the line. The Ioreman clearly identiIied bottlenecks in
the process that limited the throughput. The robotic arms and the Iast moving conveyors
could not possible push product any Iaster than ability to take it oII the end oI the line. The
engineering eIIort at each stage in the process remained limited by the packaging at the end

oI the process. imited increases in production were the result oI the longer hours oI
operation, not the speed oI the equipment.
With the help oI the experienced Iormer Ioreman, the Iactory management adjusted the
packaging processes and installed new lines to accommodate enhanced productivity. But the
Ioreman cautioned the Iactory management and shareholders not to celebrate too quickly.
Even as new processes were being implemented to improve packaging, the line would not
move any Iaster than the ability to load materials at the Iront oI the line. To keep up with the
capacity oI the automation, the supply oI materials would need to be adjusted as well. Fixing
a bottleneck at the end oI the process would enable Iaster throughput and nearly double the
current rate oI production. Improving access to materials would overcome bottlenecks at the
beginning oI the process, resolving limitations and doubling capacity once again.
The Iactory management soon learned that adjusting processes to eliminate bottlenecks is a
continuous process improvement. As each bottleneck was discovered and adjusted, new
bottlenecks became evident. IdentiIying and improving the slowest part oI any process is not
the result oI manual or automated processes. Eliminating bottlenecks requires understanding
the capacity oI every step and every person in the process.
Office Bottlenecks . . .
Bottlenecks are not limited to Iactory production but also occur in other processes. For
example, processes that rely on teams, departments, and individuals are ripe grounds Ior
bottlenecks. II a process requires a group oI people to rely on the results oI another group,
individual, or system then there is potential Ior a bottleneck to occur. Any step in the process
that is limited by the output or results Irom another contributor is a potential Ior bottleneck.
In every business and process there are dependencies, and such dependencies do not mandate
bottlenecks, but these are the places to look Ior them. II a job does not start because
documentation is not complete, that is a bottleneck. II an action cannot be processed because
it is waiting Ior input, that is a bottleneck. II Iunctions cannot be perIormed because they are
dependent upon authorization, review, approval, or other response, that is a bottleneck.
Some bottlenecks are inserted by design as a check and balance to assure quality. That is a
mistake. II the assurance oI quality is dependent upon stopping the progress oI your
productivity then you have some other serious problems. To assume that a bottleneck is
required as a stopgap measure to inspect, approve, or otherwise control the process means

that the designer oI the process has allowed and accepted inIerior perIormance. Rather than
stop or slow the process, why not speed up the inspection, authorization, or approval
processes? PowerIully productive organizations do not allow inIerior perIormance and do not
allow excuses Ior bottlenecks to justiIy lower productivity. II the capacity oI many is dictated
by the capacity or even the controls oI a Iew, then you have not only allowed but also
inherently designed additional costs and competitive weakness into your process. II
inspections, authorizations, and approvals are slowing your response time, then do something
about it!
Good intentions oIten lead to bad habits. This is evident when bottlenecks occur Irom relying
too heavily on highly productive individuals or systems. It is common practice to place more
responsibility on an individual iI that person consistently demonstrates the capacity Ior it.
This is not intended to imply a judgment on any individual talents because each person has a
unique combination oI strengths and experience. It is inevitable that some individuals are
more adept at certain tasks than other individuals. The natural tendency is to continually rely
on the top perIormers. This can quickly become a dangerous habit as the workload Ior the top
perIormers continues to increase disproportionately. So what should you do about it?
Workload should be consciously and intentionally proportioned to encourage the
development oI all perIormers and to give top perIormers some time to expand capabilities or
work on urgent priorities. Do not overload top perIormers with the intention to just get the
job done because this short-sighted approach creates the risk oI burning out the top
perIormers, and it means that your resources will be limited in the event oI an emergency.
et's be honest, you do have top perIormers as demonstrated by yearly perIormance reviews.
It is inevitable that your organization will have some emergencies, big or small, Irom time to
time.

MANAGING DIFFICULT PEOPLE

Managers deal with a wide range oI personalities. Most people are cooperative and
reasonable. However, some employees are very diIIicult to be around and work with. A
human resources manager states, "They're totally Iocused on their own agenda and needs.
They cause tension and conIlicts. DiIIicult people absorb a lot oI a manager's time and
attention."

Three types of difficult people are:
O The aggressor
O The victim
O The rescuer

we never "like" these people. But it is important that we understand them and develop
techniques to help them be more productive.
The Aggressor
Aggressive people are demanding and loud. They don't listen and they talk over people. Their
attitude is, "I'm right, you're wrong." Their view oI the world is win/lose, and oI course, they
must "win." Some oI the words used to describe aggressive people include: "Sherman tank,"
"bull in the china shop," and "bullies." A participant in one oI my seminars commented,
"Aggressive people talk down to people. They're know-it-alls. They make rude comments,
Iollowed by biting sarcasm."
Some oI the comments I've heard aggressive people make include:
O "II you don't like it, leave. It's my way or the highway."
O "You don't know what you're talking about. I'm right."
O "Drop whatever you're doing - I need this completed ASAP."
When dealing with aggressive people, start by letting them vent. They oIten are angry and
need to blow oII steam. Use active listening skills to indicate you're trying to understand their
views. Aggressive people aren't used to people really listening to them. Most oIten it's point,
counterpoint, reload, and attack again.

Sometimes it's hard to get a word in when the aggressor is verbally attacking. Try "clipping."
This technique allows you to get a Iew words in such as "Yes," "No," "I agree," "No, you're
wrong." This oIten causes the attacker to back oII and take a breath.
Aggressive people are oIten tolerated because they do get things done. The problem is that
they also cause tension and upset people. In addition, because they dominate the
conversation, other people don't contribute, which results in lost input.
Aggressive people need to realize there is more than one right answer. Their opinions are
valid and valued, but other people have equally valid ideas.
The Victim
Harvard researchers Robert egan and isa askow ahey describe victims as "BMW"
people. They , whine and moan. They blame others Ior their problems and come across as
timid and helpless. Their attitude is, "People don't understand how bad I have it." A student in
one oI my courses said, "Victims are depressing to be around. They Ieel sorry Ior themselves
and blow problems out oI proportion. They waste a lot oI time and don't take any
responsibility Ior making changes."
Victims like to "blamestorm." They're very good at discovering reasons and Iinding people to
"blame" Ior their perIormance shortIalls. Their stories and explanations are purposeIully
incomplete. They leave out the details that indicate their inability to get the job done.
Some oI the comments I've heard victims make include:
O "Why does this always happen to me?"
O "I can't get it done. I never have time Ior myselI."
O "They won't give me the inIormation I need."
When dealing with "victims" take the time to listen to their complaints. A middle manager
states, "Victims complain so much, no one really takes the time to listen to them. They Ieel
neglected." Feed back your understanding oI what the victim has said. Try to Iorce the victim
to prioritize his or her problems. Next, Iacilitate a discussion to help him/her choose an
appropriate course oI action to solve the problem.

Victims need to realize they are not helpless. Find ways to help them achieve some short-
term wins. A colleague states, "Victims have strong psychological needs Ior attention and
recognition. Recognize them Ior taking responsibility and achieving success, not Ior
winning."

The Rescuer
The rescuer is the person who's always willing to help other people. Their major need is to be
liked and appreciated. "I'll help" are their Iavorite words. Rescuers are very good at
recognizing when other people need help, and they know how to jump in to save the day. A
consultant Iriend remarks, "The rescuer avoids conIrontation. They're 'yes' people. They say
'yes' without thinking through the implications. OItentimes they overcommit and their own
work doesn't get done."
Some oI the comments I've heard rescuers make include:
O "I hesitated to Iire non-perIormers. I was aIraid oI ruining someone's liIe."
O "It was my responsibility to take care oI people."
O "I habitually took care oI other people's problems."
O "I know this is your project, but let me add it to my list to take the burden oII oI you."
When dealing with rescuers it's important to hold them accountable to perIorming all oI their
job responsibilities. II they have excess capacity the manager should assign them bigger
bricks to carry.

Interrelationships
Aggressive people Iind, and sometimes create victims. Victims are easy prey Ior the bully.
Victims don't get the job done but always have excuses why it's not their Iault. Rescuers jump
in to save the victim. Everyone Wins! This cycle can go round and round, each playing
his/her role and in eIIect supporting the behavior oI the other two.
You can do several things when dealing with diIIicult people.
1. isten to them. et them know you want to understand their point oI view.
2. Make them Ieel valued and appreciated.

. Have them read this article. Indicate we all play these roles to some degree. Ask them
which role they play most oIten. Discuss the impact that role has on others.
4. Indicate what you would like to see them do more oI and less oI.
5. Ask them to commit to making one or two changes.

Summary

Dealing with diIIicult people is a challenge. However it's possible to help them be
more productive and eIIective in doing their job.

Applying the Concept we try to get an understanding oI what's driving the person's
behavior. It's also important to remain calm and communicate openly with diIIicult
people. Aggressive people are looking to be recognized and rewarded. I work with the
person to help him see the Iastest way he can achieve his goals. Aggressive people
produce negative vibes, which impacts their ability to be successIul. Co-workers don't
go the extra mile to help irritating people. I try to help aggressive people make that
connection. ess aggression and more cooperation goes a long way.

The issue with victims is that they believe they cannot get the whole task completed,
because inevitably something will be outside their control. This makes me think oI
Elephant Training.

The young elephant is restrained by one leg. While elephants are young and not very
strong, they are unable to get Iree. Over time elephants become conditioned. When
they are older and stronger and could get Iree, they don't even try. Their attitude is;
why try now; it's never worked beIore. This is similar to the victim. The key is to
retrain them. They have to believe they can control their destiny. Help them develop a
new, positive, can-do attitude. Help them plan and achieve short term wins. As they
learn and "win," increase their Iield oI inIluence.

Rescuers want to help their teammates but oIten don't see the negative eIIects oI
missed commitments. I try to help these people realize that oIIering to help and
missing their own commitments is worse than not oIIering at all. Rescuers have to

learn to Iocus Iirst on their own commitments. Sometimes it helps to show rescuers
how to prioritize and manage their time eIIectively.

Dealing with diIIicult people is an investment in time. These people are executing
"learned" behaviors. I coach and mentor them on more eIIective ways to reach their
goals. It takes time to build trust. However, when people truly believe you're trying to
help them succeed, they listen and respond.

BIBLIOGRAPHY

http://www.webopedia.com/TERM/B/bottleneck.html

http://www.theIreedictionary.com/bottleneck

http://www.executiveblueprints.com/tips/090511bottlenecks.htm

http://www.emeraldinsight.com/journals.htm?articleid151269&showhtml

http://www.12oye.com/job-articles/hr/managing-diIIicult-people.htm