Right-Sizing Production Lines

For decades, "bigger and faster is better" made perfect economic sense. Manufacturers could spread fixed costs over larger volumes, lower per-unit production costs and maximize returns on costly equipment investments. When companies operated a few products for weeks at a time, high-speed lines provided exactly what operations needed: maximum throughput with minimal complexity.

Today's reality looks dramatically different. Production lines that once handled three or four SKUs now manage dozens, with changeovers happening multiple times per shift. The same high-speed equipment that once drove profitability now spends more time switching between products than actually running them, often operating at just 30-40% efficiency because constant changeovers consume production time.

When manufacturers focus on maximum throughput, they often ignore the real-world performance costs of oversized equipment. For instance, a 1,200-bottle-per-minute line may sound impressive on paper, but that theoretical capacity is irrelevant when changeover times stretch for hours and the complexity of adjustments grows exponentially with line size.

Large, high-speed systems require extensive changeover procedures for each component, including fillers, conveyors and labeling systems -- which need adjustment, calibration and verification. The inventory of changeover parts alone becomes a major expense, with specialized components needed for every product variation.

The reality of efficiency becomes clear when analyzing actual operation. A production line that operates at its maximum theoretical speed only 65-70% of the time produces less overall output than a smaller system running at 95% efficiency.

Compare the mathematics of operating two 600-unit lines versus one 1,200-unit line. While the large line faces frequent changeovers and reaches 80% efficiency, two smaller lines can each sustain 95% efficiency. This results in a total production capacity increase of 15%.

This advantage goes beyond simple math. Smaller systems enable faster changeovers with fewer parts to adjust and less complex coordination. For example, modern programmable logic controllers can store recipes for different products, enabling single-minute changeovers that allow operators to switch from regular mashed potatoes to loaded mashed potatoes with essentially the flip of a switch. When changeover time drops from hours to minutes, manufacturers gain the flexibility to respond to changing demand patterns without losing overall productivity.

Built-in resilience

Right-sized production systems provide benefits that go well beyond quick changeovers. The most immediate advantage is inherent redundancy. When equipment problems shut down one line, production can continue on the other. This reliability is especially important in food manufacturing, where time-sensitive products cannot wait for repairs.

The impact of delays in food manufacturing causes widespread problems across the entire operation. In dairy production, packaging is a small part of the total plant investment, but packaging failures can halt the whole process. Milk from hundreds of thousands of cows continues to arrive regardless of whether the packaging line is working. Spoiled product, batch losses and emergency disposal costs far exceed the initial equipment investment.

Right-sized dual lines eliminate these single points of failure while delivering additional operational advantages. Two lines can run different product mixes simultaneously, spreading variety across multiple systems instead of forcing everything through one chokepoint.

Overall, flexibility reduces scheduling complexity while allowing manufacturers to maintain steady-seller production and to experiment with new formulations on separate lines. This operational simplicity also extends to quality control. Operators can focus on fewer variables per line, significantly reducing errors that lead to batch disposal.

Most food manufacturers cannot afford lengthy shutdowns for major equipment overhauls. Successful right-sizing projects require careful planning that aligns with available downtime and operational constraints. The key is to break large improvements into manageable phases that can be completed during scheduled maintenance.

Manufacturing managers can begin by analyzing current line efficiency using data. Facilities with data collection systems can identify equipment that frequently underperforms, while plants lacking automated monitoring might require manual line inspections. This initial assessment helps pinpoint where right-sizing can have the greatest impact.

Once this assessment identifies priority areas, the phased approach allows manufacturers to spread costs across multiple budget cycles while gradually improving operations. Each phase should deliver standalone value instead of waiting until the project’s end to see benefits. Data-driven impact analysis helps prioritize the most cost-effective improvements first, often revealing that operational changes generate larger gains than equipment purchases.

Working within operational reality

Successful implementation depends on close collaboration between engineering teams and operations staff to set realistic timelines for each improvement phase. This collaborative approach is especially valuable when retrofits involve both equipment upgrades and operational enhancements.

For example, adding smart accumulation zones between critical processes changes line dynamics by stopping system-wide shutdowns when individual machines need attention. Modern programming enhances this idea by intelligently managing these buffers, predicting bottlenecks and automatically adjusting speeds to improve production flow.

Smaller systems adapt more readily to changing requirements driven by sustainability concerns, new regulations or material innovations. Equipment modifications cost less, implementation happens faster and the risk of extended downtime decreases significantly. Energy consumption patterns also favor smaller systems, which can shut down one line during low-demand periods without affecting overall capability.

These operational advantages extend to workforce management as well. Labor efficiency improves as operators master less-complex lines more quickly. Ideally, this will reduce errors and increase confidence.

One recent project demonstrated this principle when a facility guaranteed 91% efficiency but achieved 97.5% during commissioning. This was largely due to comprehensive operator training on the right-sized system. Cross-training becomes more feasible when systems share similar operating principles rather than requiring specialized knowledge for massive, unique equipment configurations.

Right-sizing positions manufacturers to respond more effectively to market changes and consumer preferences. As product lifecycles shorten and seasonal variations become more pronounced, the ability to adjust production mix quickly becomes a competitive advantage. Manufacturers with flexible systems can capitalize on trending flavors, respond to supply chain disruptions and test new concepts without disrupting core production.

The approach also supports innovation by allowing manufacturers to dedicate one line to experimental products while maintaining steady production of established items. This capability accelerates product development cycles and reduces the risk associated with new product launches.

The choice between speed and flexibility is no longer just a theory for food manufacturers. Market realities have already decided the winner. Companies that stick to maximum-speed strategies will be at a disadvantage as SKU counts keep increasing and consumer demands become more unpredictable. Meanwhile, manufacturers that embrace right-sizing today position themselves to seize opportunities tomorrow that large, inflexible competitors cannot capitalize on.

The question facing manufacturing leaders is not whether to prioritize flexibility over raw speed, but how quickly they can make the transition. Every day spent running inefficient, changeover-heavy lines is a day competitors gain ground. The manufacturers who act now to right-size their operations will define the competitive landscape for the next decade.

Stéphane Larivière is a mechanical engineer with 30+ years of experience, specializing in packaging, project engineering and project management within the food and beverage industry. He currently serves as a Subject Matter Expert and Project Manager at Salas O’Brien. Contact Salas O'Brien about your project via email: [email protected].