Every production manager knows the frustration of an unexpected production line stop. All production managers working in Saudi factories want more productivity. They are familiar with the irritation associated with an unexpected stop in the production line. Initially, there is an indication that either a machine is broken down or an operator has done something wrong. Most of the time, the actual cause of the stoppage lies deeper within daily processes. Unplanned downtimes can occur for reasons such as poor production scheduling, poor material flow, and poor communication between departments. There can be delays in maintaining machinery, or systems that are disconnected from one another and operate independently from other systems within the plant.
Each of these problems starts out small. Over time, they can lead to decreased production levels, increased production costs, and a more difficult time achieving production goals. Identifying the root cause of these recurring stoppages is the first step to improving the reliability and efficiency of your FMCG production line. If you are running a factory in Saudi Arabia and facing such issues, then this article will help you find the answer to “why does my production line keep stopping’. We will discuss FMCG factory downtime causes here.
The Scene Every FMCG Manager Knows
You arrive for your shift at the start of your shift as scheduled, raw materials are available to you, and the production target is posted. What happens next? Suddenly, the production line goes down for an uncertain amount of time. As you stand around waiting for the answer to a question that no one can provide, when will production resume, and when will finished goods start to stack up? With every moment that goes by, you start to feel more pressure since all customer deliveries, warehouse schedule, and management expectations will be affected by one little production line. Your mind is racing even before you think about how many cartons you won’t be shipping today and the challenges you will face to try to make up the production loss before the next shift starts.
Is It Really a Mechanical Failure?
What is most frustrating about this scenario is that you do not even know if there is a mechanical failure with the machine itself. There are no signs of malfunction on any of the maintenance checklists, but the fact that production is not running at the needed pace indicates that something is not right. Various delays throughout the day have added up to more than hours of lost productivity over each week. You and your coworkers have become accustomed to these delays. They have been absorbed into your daily routines as “normal,” but in actuality, they are negatively impacting factory performance, increasing cost per unit, and making it almost impossible to accurately plan for production through the due date.
Identify the Exact Problem
There are many FMCG factories that spend an immense amount of time investigating equipment breakdowns, but neglect to evaluate operational bottlenecks that may exist outside of the production machinery. This results in repeatable downtime from shift to shift. Production managers need to determine if their equipment is truly the problem or if the issues persist from within the production process. Here are some reasons that can cause the production line to keep stopping and the FMCG factory downtime.
Root Cause #1 — Labor Dependency at Critical Points
Manual labor is still predominant at most FMCG production lines, where the end of the production line consists of packing, sorting, palletizing, labeling, and stacking products, most of which rely on a handful of operators performing these tasks continuously. Although these tasks appear easy to perform, they affect the speed at which the entire production line can run. If an operator cannot be found for even a short amount of time, then the product starts to back up and creates subsequent slowdowns or stoppages to all previous pieces of equipment in the line.
Working Shift to Shift
When a factory runs three shifts of production daily, losing twenty minutes due to the unavailability of operators at just one packing station will accumulate repeated losses due to the time required to replace operators and time lost for manual reorganization of products that are operating throughout the year. A single manual bottleneck can cause upwards of 120 hours of lost production time annually and significantly affect overall equipment efficiency and the cost of goods manufactured.
Labor Shortage
Labor shortages, unexpected leave, fatigue, and high employee turnover increase the existing vulnerabilities mentioned above. As a result, production managers frequently need to shuffle employees from one area to another to keep production running. Consequently, supervisors spend a significant amount of time attempting to fix staffing problems instead of focusing on the efficiency of production operations. In other words, because of reliance on an employee’s availability to produce goods, there is a high likelihood of experiencing downtime.
Root Cause #2 — Shift-to-Shift Inconsistency
A manufacturing supervisor often finds a difference in the productivity levels of workers on both shifts. The day shift tends to exceed production goals while the night shift generally produces fewer units than the day shift. Quality of goods produced on both shifts also tends to vary based on who is performing the work, even though all machines used to produce the goods were the same on both shifts. This inconsistency in results is due to the production process relying too heavily on people working in a way unique to them instead of following a method that is consistently executed by each employee.
Rise in Hidden Costs
The variability in production creates hidden costs to the facility. When products are packed differently, the product must be reworked before going to the customer. When products are not labeled properly, the time required for inspection will take longer. When products are stacked incorrectly, they will be damaged during transportation. The cumulative effect of these small mistakes on multiple shifts will eventually result in a loss of production because of rejected batches, customer complaints, and other forms of waste. These hidden costs are typically not visible as a single event, but over time will result in a loss of profit.
Managing a Stable Level of Output
The problem does not lie in the commitment or skill of the people employed to do the work. Most production employees try to meet their daily production target. The real problem revolves around the fact that the factory production process does not sufficiently protect against the natural variation that all employees present. Each employee has a natural working speed, follows methods that vary slightly from employee to employee, and reacts to pressure differently from other employees. Without the production methods being uniformly executed, every shift will produce different production levels. Thus, producing at a stable level of output for any length of time will be difficult regardless of the employees’ experience levels.
Root Cause #3 — SFDA Compliance Pressure on Manual Processes
Manufacturers of food and beverage products in Saudi Arabia must meet strict guidelines to ensure quality and hygiene at all times during production. Safe product handling, consistent packaging quality, and complete traceability must be maintained at every step within the production process. As production volume increases, maintaining these standards through manual handling alone presents more of a challenge. Even employees with extensive training cannot ensure that every employee performs in exactly the same manner on a shift-to-shift basis over the course of a production day.
Manual Handling Increases Compliance Risks
Using manual handling of products increases the risk for contamination, product presentation variations, packaging mistakes, and documentation errors. During peak production periods, operators typically focus on keeping the production line moving. However, small variations in how the operator handles the product can create compliance risks post-incident, which may show up during a factory inspection or a customer audit. Each manual product handling touchpoint creates the potential for variation from the standard, so all of these will need to be inspected, corrected, and documented in later steps.
Follow Up Strict Compliance
Each SFDA (Saudi Food and Drug Authority) audit will allow an opportunity for manufacturers to demonstrate operational excellence. Audits also highlight any areas of weakness where the manufacturer relies on human consistency throughout their production processes. When manufacturers have processes that minimize process variation, they are generally better positioned for audits, as quality is built into the production process, not relying entirely on the individual performing the duties of a given task. A strong compliance program demonstrates that regulations are met, builds trust with customers, and protects the manufacturer’s brand reputation. It provides for long-term growth for the manufacturer within a highly competitive environment for FMCG manufacturers.
What Changes When These Causes Are Removed?
Suppose you are at the factory and can see all of the production happening throughout the entire day (1st – 2nd – 3rd shift) without the need for constant intervention. Supervisors are spending less time resolving issues and more time working to increase productivity. Because of this, they can develop more predictable production schedules based on consistent output all day long, no matter which employee is on what shift.
With reduced critical path locations creating limited interruptions within the production line, these same lines maintain a better flow of material through them. Employees who previously had to spend the majority of their time managing repetitive tasks at the end of their production runs, packaging, palletizing, etc., can now use those resources to focus on quality improvement, preventative maintenance, warehouse coordination, and continuous improvements to the processes they follow. Rather than having to react to issues as they happen, the production team will now proactively avoid these issues from happening by implementing proper standard operating procedures.
Positive Effects on Productivity
Performing operations in a consistent manner allows for improved planning across the organization. Sales teams have confidence in when their products will be delivered. Products delivered to warehouses are received on time; the procurement teams can more effectively anticipate future raw materials needed for production. Most importantly, production managers have reestablished visibility and control of the factory because it is operating according to predetermined processes. They no longer have to contend with uncertainty on a daily basis.
In this situation, the most significant improvement is probably the peace of mind that managers experience. Rather than having to question if the next shift will produce enough to meet production levels, they can now concentrate on increasing capacity, improving efficiency, and developing ways to support their company’s growth objectives. A stable manufacturing environment creates a more solid base for all of the departments that depend upon the manufacturing facility for their operational effectiveness.
Ready to Explore the Next Step?
If you are ready to explore what solving these root causes looks like in practice, start with our guide:
Manual vs. Automated End-of-Line: Which Approach Delivers Better FMCG Performance?
Find Your Biggest Production Bottleneck
Most factories in Saudi Arabia that we visit have one high-impact bottleneck that can be identified during a single assessment. Once that constraint is understood, improving production performance becomes much simpler. Book a free production assessment with Tulip and discover where your greatest opportunity for reducing downtime and increasing line efficiency begins. Boost your factory production in Saudi Arabia with the help of Tulip Technologies. We are promoting smart production ways in Saudi factories through automation to increase your production output.
Frequently Asked Questions
Why does my FMCG production line keep stopping even when the machines are working?
Production stoppages are caused by manual bottlenecks, labor shortages, or process inefficiencies rather than mechanical failures.
What are the most common causes of downtime in an FMCG factory?
The biggest causes include labor dependency at critical stations, shift-to-shift process variation, and manual handling.
How do manual end-of-line operations affect production efficiency?
Manual packing, sorting, and palletizing can create bottlenecks, increase overtime, and limit the overall speed of the production line.
How can FMCG manufacturers reduce recurring production line stoppages?
Start by identifying the root causes of downtime, improving process consistency, and optimizing end-of-line operations.
