• Company Introduction (Onboarding):
  Met with production planners, supervisors, and operators to learn how daily schedules were made, how the assembly line was set up, and what each workstation did.
• Shift Observation: 
  Spent full shifts on the plant floor to watch work in real time and spot where work was backing up (bottlenecks).
• Root-Cause Analysis:
• 15-‑Minute Interval Monitoring: Recorded how many units were completed every 15 minutes to see patterns in slowdowns.
• Multi-Moment Sampling: Randomly checked what tasks operators were doing throughout the shift to measure how much time was spent on value-added work versus delays.
• Simple Time Studies: Timed specific tasks from start to finish to find out which steps varied the most.
• Workflow Observations: Noted unplanned stops, tool changes, material shortages, and any awkward or unsafe movements slowing down work.
• Data Analysis and Prioritization:
• Compiled the collected data and used simple charts (Pareto diagrams) to identify the single slowest workstation.
• Determined the leading causes of delay: lack of ready parts, inconsistent worker coverage, and missing visual instructions.
• Action-Plan Development:
  Created a list of quick, low-cost changes ("quick wins") that could be put in place immediately.
• Implementation of First Measures:
• Installed clear, picture-based instructions at each station.
• Introduced pre-packed parts in easy-to-reach bins to cut down on searching.
• Adjusted break times and shift handovers to ensure the busiest station always has sufficient staff.
• Added simple visual tools (e.g., colored bins and notice boards) to show when a station was about to run out of work.
• One-Week Follow-Up:
  Conducted a weekly status review call with the production team to compare initial implementation results, share early outcomes, and adjust the measures as needed.
  

• Identified the takt-determining bottleneck at a specific workstation through shift observations.
• Demonstrated that meeting the required output was possible by actively managing the bottleneck.
• Provided supervisors with targeted training to recognize and address production constraints.
• Partnered with production leaders to implement a structured bottleneck-management system.
• Adjusted staffing allocations several times per day based on real-time bottleneck data.
• Increased line performance by approximately 10% within the first week.
• Improved on-time shipping reliability, leading to higher customer satisfaction

This four‑day sprint not only closed the immediate performance gap but also established a robust framework for sustainable, data‑driven operational excellence.