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
1
2
3
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
JIT
Just In Time
JIT
The Just in Time branch of the
Lean Production System
Pull
system
Contin uo us
Flow
Processin g
Takt Time
Level
Sche dulin g
is constructed of four key
elements
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
Target Cycle Time
=
The pace at which we will produce to
ensure we meet the customer
requirements
Cycle Time
=
The time at which a process cycles
Lead Time
=
The total production lead time from
product start to finish
Don’t get them confused!!
Takt, Cycle, Target Cycle and
Lead Time
Cycle
Time
Takt Time
Target Cycle
Time
+
+
+
+
+
=
Lead
Time
Flow Production
Customer
The
customer
takestakes
a product
from
the endlink
Each
link
in the chain
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
Step
No Work Description
1
2
3
4
Obtain Mug
Put Mug Down
Obtain Spoon
Put Coffee in Mug
Obtain Milk
OP
No
Time
C01
2
2
C02
2
C03
8
C04
Put Milk in Mug
3
Mug Tree
1
2
Coffee
2
Boiler
4
4
Fridge
2
5
Return Milk
6
Add Water to Mug
Pick up Mug
7
4
C05
14
C06
2
Place Mug on Table
2
2
2
3
Return
4
3
6
5
5
7
TOTALS
63
45 18
Takt, an Enabler for Work Balance
The Customer Requires: 380 Mugs of Coffee / day
TAKT TIME
Time Available
=
Time Available
Customer Demand
= 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
12 Secs
C06
14 Secs
Value Added
C05
(Add Water)
Add Milk
4 Secs
8 Secs
Non Value Added
C04
C03
(Add Coffee)
C02
C01
2 Secs
8 Secs
2 Secs
7 Secs
Op
No
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
456 Mugs of Coffee
440 X 60 = 66 Secs
380
TAKT
440 X 60 = 55 Secs
456
TAKT
Takt, an Enabler for Work Balance
C06
66 Secs
Takt for 380
mugs / day
55 Secs
Takt for 456
mugs / day
C05
C04
C03
Non Value Added
C02
C01
Value Added
Takt, an Enabler for Work Balance
Step
No Work Description
1
2
3
4
Obtain Mug
Put Mug Down
Obtain Spoon
Put Coffee in Mug
Obtain Milk
Op
No
Time
C01
2
2
C02
2
C03
8
C04
Put Milk in Mug
3
Mug Tree
1
2
Coffee
2
Boiler
4
4
Fridge
2
5
Return Milk
6
Add Water to Mug
Pick up Mug
7
4
C05
14
C06
2
Place Mug on Table
2
2
2
3
Return
4
3
6
5
5
7
TOTALS
63
45 18
Work Balance
Work Package Progress Tracker
WORKPACKAGE 1 PACKAGE PROGRESS TRACKER
Task
Description
Unit
Start
date
1
1
Operator
2
3
4
5
6
7
8
9
2
3
Root end
chop lugs
Root end
chop
Root lugs
end
chop lugs
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
Root lugs
end
chop lugs
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
Root lugs
end
chop lugs
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
Root lugs
end
chop lugs
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
Root lugs
end
chop lugs
Root end
chop lugs
Start Time
4
Cycle Time
Target finish
5
6
Root end
chop lugs
Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
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Root end
chop lugs
Root end
chop lugs
Root end
chop lugs
Root end
chop lugs
7
Root end
chop lugs
8
Root end
chop lugs
9
Root end
chop lugs
10
Root end
chop lugs
11
Root end
chop lugs
12
Root end
chop lugs
13
Root end
chop lugs
14
15
16
17
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
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Root end
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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
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Root end
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chop lugs
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Root end
chop lugs
Root end
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chop lugs
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chop lugs
Root end
chop lugs
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chop lugs
Root end
chop lugs
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chop lugs
Root end
chop lugs
Root end
chop lugs
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chop lugs
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chop lugs
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chop lugs
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chop lugs
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chop lugs
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chop lugs
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chop lugs
Root end
chop lugs
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
Takt Time
We know why conventional western methods will
make our business unprofitable
Customer
REMEMBER WASTE, ITS DOOM
Takt Time
Enables work-balancing
Enables Flow
WASTE
Driving out waste within
our business