Abstract:

Small and medium-sized enterprises (SMEs) in the food processing industry supplying intermediate products to downstream manufacturers face abrupt demand fluctuations in the B2B segment. This paper analyzes a small manufacturing plant (<50 employees) producing bakery and confectionery premixes that secured a new contract requiring 800 tonnes per month, processed alongside its baseline output (averaging 208.43 t/month in 2022). The study aims to evaluate how Lean Manufacturing tools (5S combined with ABC analysis, SMED, and the PDCA cycle) facilitate integrating a make-to-order (MTO) model alongside an existing make-to-stock (MTS) system, while estimating the resulting throughput capacity. The research methodology incorporates direct observations, semi-structured interviews with operational staff and shift supervisors, 2022 archival data, time studies, IDEF0 process modeling, as well as Ishikawa and spaghetti diagrams. Post-implementation conditions were evaluated through pilot trial simulations. Results indicate a reduction in batch lead time for a 1,000 kg lot from 93 to 45 minutes, a changeover time drop from 38 to 10 minutes, and a raw material kitting time decrease from 15 to 8 minutes. Applying Little’s Law demonstrates that single-line throughput capacity increased by approximately 2.07 times, reaching around 2.6 t/h. Two active processing lines fulfill the new contract requirement (approx. 827 t/month) with a minimal operational buffer, whereas three lines accommodate both the new contract and baseline production (approx. 1,008 t/month) with an estimated 23% reserve capacity. These capacity estimates require empirical verification under continuous operating conditions. The study excludes financial profitability analyses and direct customer metrics; market implications are evaluated qualitatively.