Takt Time

Training Pack

Which of these is Important to Our business?

Satisfied Customers Profit Growth Market Share Effective use of its people and plant Maximum Capacity Production

Why Not Maximum Capacity?

Producing more than the customer requires is:

OVER-PRODUCTION

This is the greatest of the Seven Wastes As it leads to occurrence of the other six

The Western Approach

We produce more than we require to allow for problems

This embeds waste in our business

Push Production System

If we consider production operations as a chain

?
Customer Each link producing in isolation at full speed will cause a mismatch between links Some areas over-produce, some cannot keep up...

Push Production System

Customer What will happen when a link in the chain breaks Within a Push System?

Push Production System

The individual links keep building to schedule and

Customer The chain soon backs up

Push Production System

When we consider the wider system

Customer STOCK / WIP We see why stock is present. To buffer the unevenness of work To buffer the breaks in the chain

Just In Time
JIT

The Just in Time branch of the Lean Production System

Pull system Contin uo us Flow Processin g

is constructed of four key elements

Takt Time

Level Sche dulin g

Takt Time
Takt is a German word

It describes the conductors baton It is the principal that all activity within a business is synchronised by a pulse, set by the customer demand

Takt Time determines;

The pulse of the Production System Pace of sales Links production activity to actual customer demand Ensures all production activity will be synchronised from 1st process to final assembly process. - FLOW

How To Calculate Takt Time

Takt time relates the customer demand to the time available. Takt = Production Time Available Customer Demand

Time is deducted for: Lunch and tea breaks Team briefing times TPM breaks Clean down time E.g 8hrs x 60 Time Available = 480 minutes = 480 20 mins breaks 10 mins TPM = 450mins

How To Calculate Takt Time

If the customer demand is 500 units per week; Demand = 500 / 5 = 100 products a day

Takt Time

Time Available Customer Demand 450 mins 100 4.5 mins or 270 secs

Takt, Cycle, Target Cycle and Lead Time

Takt Time = The pace at which the customer requires products The pace at which we will produce to ensure we meet the customer requirements The time at which a process cycles The total production lead time from product start to finish

Target Cycle Time

Cycle Time Lead Time

= =

Dont get them confused!!

Takt, Cycle, Target Cycle and Lead Time

Cycle Time Takt Time Target Cycle Time

Lead Time

Flow Production

Customer The customer takes a product from the endlink Each link in the chain takes from the previous Of the And processes produce to chain fill the gap that has been created What will happen when a link in the chain breaks

Flow Production

Customer If a link in the chain breaks... The chain stops. If the Customer does not pull from the end... The chain stops.

Takt Time, an enabler for Flow

If work balance is set to Takt, the process closest the customer can pull production through the system at the right pace. This includes material delivery.

This pull removes the requirement for scheduling at each stage, and hence the buffer stocks and Work In Progress that populate the Push Process Chain.

Takt, an Enabler for Work Balance

Work

1 2

Obtain Mug Put Mug Down Obtain Spoon Put Coffee in Mug Obtain Milk Put Milk in Mug Return Milk Add Water to Mug Pick up Mug Place Mug on Table Return

C01

2 2 3

C02 C03

2 8 2

Walk

Step No Work Description

OP No

Time

Mug Tree 1 Coffee Boiler Fridge 2

2 2

3 4 5 6 7

C04

4 2 4 2 4

C05 C06

14 2 3

4 3 5 6

TOTALS

63

45 18

Takt, an Enabler for Work Balance The Customer Requires: 380 Mugs of Coffee / day
TAKT TIME

Time Available Customer Demand

Time Available = 480mins - 30mins breaks - 10mins team meeting

440 minutes/day X 60 seconds/minute 380 products per day =

66 Secs

Takt, an Enabler for Work Balance

66 Secs TAKT
Op No

12 Secs
C06

14 Secs
Value Added C05 (Add Water) Add Milk Non Value Added C04

4 Secs 8 Secs

C03 (Add Coffee) C02 C01

2 Secs 8 Secs 2 Secs 7 Secs

Takt, an Enabler for Work Balance Customer Demand +20% 380 mugs / day to 456 mugs / day How do we use this information to meet our customer demand? Add 20% more workers? Run 20% Overtime? Contract out 76 cups of coffee to a supplier? Use Takt to drive waste elimination

Takt, an Enabler for Work Balance When Customer requirements change, Takt changes 380 Mugs of Coffee 440 X 60 = 66 Secs 380 TAKT 440 X 60 = 55 Secs 456 TAKT

456 Mugs of Coffee

Takt, an Enabler for Work Balance

66 Secs
C06

Takt for 380 mugs / day Takt for 456 mugs / day

55 Secs

C05

C04

C03 C02 C01

Non Value Added

Value Added

Takt, an Enabler for Work Balance

Work Walk

Step No Work Description

Op No
C01

Time

1 2

Obtain Mug Put Mug Down Obtain Spoon Put Coffee in Mug Obtain Milk Put Milk in Mug Return Milk Add Water to Mug Pick up Mug Place Mug on Table Return

2 2 3

C02 C03

2 8 2

Mug Tree 1 Coffee Boiler Fridge 2

2 2

3 4 5 6 7

C04

4 2 4 2 4

C05 C06

14 2 3

4 3 5 6

TOTALS

63

45 18

Work Balance
Work Package Progress Tracker
Task Description WORKPACKAGE 1 PACKAGE PROGRESS TRACKER Unit Start date
1 2
Root end chop Root lugs end chop lugs

Start Time

Target finish

Cycle Time

3
Root end chop lugs

4
Root end chop lugs

5
Root end chop lugs

6
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7
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8
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9
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15

16

17

1 Operator 2 3 4 5 6 7 8 9

Root end chop lugs

Root end chop lugs

Root end chop Root lugs end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

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Takt Time

Root end chop lugs Root end chop lugs

Root end chop Root lugs end chop lugs Root end chop Root lugs end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

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Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop Root lugs end chop lugs Root end chop Root lugs end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs Root end chop lugs

Root end chop lugs

Root end chop Root lugs end chop lugs Root end chop Root lugs end chop lugs Root end chop Root lugs end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

Root end chop lugs

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Root end chop lugs

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Root end chop lugs

A work package progress tracker will be used to monitor how the unit build is progressing against takt and drive corrective action

Takt Time
We know why conventional western methods will make our business unprofitable

Customer
STOCK / WIP

REMEMBER WASTE, ITS DOOM

Takt Time

Enables work-balancing

Enables Flow

WASTE Driving out waste within our business