The first number to establish is consumption, not capacity. How many packs a day, and how much material per pack. That gives a daily volume, and the machine has to make that volume in a shift with margin, not run flat out to keep up.

The mistake is to size against peak week rather than average, and then to run an oversized machine at low duty for the rest of the year. A better arrangement is usually a machine sized near average output plus a buffer stock of finished material, because converted material is cheap to hold for a few days even though it is expensive to hold for a quarter.

The second constraint is the bench, not the machine. A converter that produces faster than the packing stations consume simply fills the floor with material, so the useful capacity figure is the one that matches the slowest part of the chain.

The third is the roll store. Machines run continuously from a roll, so roll changes and roll handling set the practical duty cycle. Somewhere to keep rolls, and a way to lift them, are part of the installation rather than an afterthought.