When deliveries slip, the reflex is to tighten planning: more meetings, more expediting, more frequent status updates. But planning can’t save a flow that is broken. Long and unreliable delivery times are almost always a symptom of too much work in progress, an overloaded bottleneck or unstable processes — and none of that is solved in the planning meeting.
Expediting and “red orders” have become a fixed role or routine
The lead time is many times longer than the pure process time
Forecasts and plans are constantly reshuffled, and everyone chases the same rush orders
One particular process always has a queue in front of it — and idle time behind
Little’s law is merciless: lead time = work in progress ÷ throughput. The more you start to “get ahead”, the longer the queues become — and the later everything is delivered.
The whole factory’s output is determined by the slowest process. If the bottleneck stands idle during breaks, waits for material or produces scrap, delivery performance is lost that can never be recovered.
Every time an order jumps the queue, all the others are delayed — and then also become rush orders. Expediting is a spiral that amplifies the problem it tries to solve.
Set a ceiling on how much may be in progress, and release new orders only when something is finished. It feels counterintuitive — and it is the fastest route to shorter lead time.
Identify the real constraint and make sure it never stands idle: staffed breaks, material ready, quality secured before — the rest of the flow must be subordinated to its rhythm.
Measure the actual lead time and its variation, and promise customers what the flow can hold. Credible delivery times are built on stable processes — not on optimistic plans.
The operations check asks 8 questions and gives a concrete, preliminary diagnosis with a prioritised first step. Free, no sign-up, 4 minutes.