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Monitoring production efficiency and identifying bottlenecks in real time​

Sekite mus


Customers want to buy more, but production can't keep up? 

Lean2S helps you to measure, understand, and change your company's production processes - without assumptions, without delay.


Value is achieved in 3 stages

1st stage

Functionality that does not require human intervention:

  • Monitoring the amount of time the equipment ir operating and idle;
  • The "bottleneck" ir identified;
  • It is assessed whether it is running smoothly 
    (if it is a flow line).

In this way, you receive a real picture of production the next day. The exact availability of each device is visible. Our uniqueness are the SPEED, ACCURACY and VISUALITY of data collection and presentation of conclusions.

2nd stage

Involve your colleages in the changes:

  • Recording reasons for downtimes;
  • Pareto chart of downtimes - focus only on the downtimes that have the greatest impact;
  • Measure the impact of eliminating downtime.


By directing changes to the "bottleneck", you will provide colleagues with the opportunity to receive quick feedback - the suggestions provided will demonstrate effectiveness to the entire flow within the first days, increasing colleagues' confidence in their knowledge.

At this stage, the goal is to employ the "bottleneck" at least 80%. 

3rd stage

If the "bottleneck" is working more than 80% - focus on the speed efficiency indicator:

  • Measure the speed of production tasks ;
  • Determine which product's loss of production efficiency results in the greatest loss of time per month;
  • Combine Lean2S data and ERP data and measure losses in EUR terms.

Focus your search for solutions on the products that lose the most time per month - the solutions you find will have the greatest effect on the overall production flow. By combining Lean2S data with ERP data, you will be able to determine the expression of efficiency loss in EUR and focus on those products that lose the most EUR per month.

Customers achievements

0 week:

Lean2S launch

0-3 days:

Automated data collection showed that the data recorded manually every two hours did not correspond to reality.

4 day - 3rd week:

  • Monitoring data showed that there was an excess of people in the workshop.
  • While searching for reasons, a problem was identified in the planning of people's needs in the shift.


4-5th week:

After implementing the planned changes, the staff was reduced from 4 shifts of 25 employees to 4 shifts of 15 employees (-40%)

6-12th week:

After implementing a series of changes, the staff was reduced to 4 shifts of 9 employees each (-64%).




0 week:

Lean2S launch

0-3rd week:

The actual flow-limiting resource - "bottleneck" - has been identified

4th week:

Two-hour training on determining efficiency loss was organized

Initiating changes


5-8th week:

Results of the changes:

  • Redistributed responsibilities;
  • The work was standardized;
  • Production flow per hour increased by +30%

9-24th week:

The additional changes initiated increased production flow per hour by +60%.

0 week:

  • Good seamstresses
  • Average seamstresses
  • Weak seamstressess

Lean2S launch ( 10 sewing machines )

0-2nd week:

The collected data showed:

  • Common failures in work organization
  • The skills of a particular seamstress to be adjusted

3-4th week:

Beginner seamstresses are working just with the monitoring sewing mashines.

The skills of a particular seamstress are adjusted.

5-8th week:                          

All sewing machines are monitored by Lean2S.

Changes are initiated based on the most commonly identified downtime.

8-16th week:

After implementing a series of changes:

  • Good seamstresses - 54%
  • Average seamstresses - 18%
  • Weak seamstressess - 29%