BL Takt Time and Its Benefits

7/27/2019 BL Takt Time and Its Benefits

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Takt Time

and

it’s

benefits



’

• Many people when attempting the Lean journey dive straight into

.1. Overproduction

2. Inventory

3. Transportation4. Over Processing

.

6. Human Motion

. a ng

• However Lean also has 2 other M’s (Muda being one) that are of

equa

importance to

un erstan

an

contro .



• Muri is a Japanese word meaning "unreasonableness; impossible; beyond one's power; too difficult; by force; perforce; forcibly;

compulsorily; excessiveness;

immoderation“

’ –‐



• Mura is a Japanese word meaning "unevenness; irregularity;

lack of uniformit nonuniformit ine ualit "

Source – Kenkyusha’s New Japanese‐English dictionary (2003)



’ • So to be successful with Lean we must identify where we

have waste but also where we are ushin our eo le and

equipment beyond

their

natural

limitations

and

where

we

have unevenness in the rocess.

customer requirement and the fluctuations in that

to meet

that

requirement

and

avoid

any

Muri

that

Mura

can



•Takt is a German word which when translated means stroke.

•The time in which one unit of production must be completed in

order to meet customer demand. (The even and rhythmic beat of

the production

system).

•It takes no account of the process and its related timings.



• On its own Takt time adds no value so before we can truly

understand Takt time and how to use it we should first

understand the

difference

between

Takt

and

cycle

times.



•The time taken for a machine or operator to complete one cycle of

work.

•This takes

no

account

of

what

the

customer

requirement

may

be

only the ability of the person or equipment.



’ • Therefore the value add in understanding Takt time is in

com arin Takt with c cle times



• Identifies constrained processes in the value stream.

• Hi hli hts unevenness in the value stream.

.



Takt Time = Available Time per Day

Where: Available

Time

per

Day

= Net

Available

Time

Net Available Time = Total Time – Breaks

Operation Rate(Run Ratio)= 100% ‐ stoppage allowance (5‐

10%)



Takt Time = Available Time per Day

Required Number per Day (Pieces)

Example: Net Available Time = 27900 secs

Required Volume = 1000

a me = = . secs

1000

‐

A working week = 40 hours, 5 day week, one 15 minute

break.

1000 items are required by the customer per day.

Initially there could also be an allowance in the calculation for unplanned stoppages but

focus should be on managing and removing these stoppages



• On the next slide we compare the cycle times of a 4 stage

rocess with its Takt time which we worked out on the last

slide.

• What can you tell from just making this comparison?



80

60

Cycle

Time

40

a t me

20

0



1. This line cannot satisfy the customer demand – The longest

c cle time is lon er than the Takt and the line can onl

produce as

quick

as

the

slowest

process.

–.

produce at a quicker rate and will have to wait to remove

3. Inventory waste may also be evident for the same reasons

.

4. Some balancing

between

process

steps

is

required

5. Improvement act v t es s ou e ocusse aroun steps

and 3 of the process.



’ • The items on the previous slide are the physical effects of

this rocess continuous im rovement art of True Lean

but consider

what

effect

this

process

has

on

the

people

Res ect art of True Lean o eratin within it

• What is the effect on Safety, Quality and Morale?

prove more costly in the long term.



• Cycle time is based on machine time

• Takt time is the beat of the business and is based on customer

demand.

• The value is in com arin them with each other.

• This comparison will highlight areas for improvement in both

parts of

a True

Lean

system

– Continuous

Improvement

and

Respect for People.



Endwww.businessleaners.com/leadership

18

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BL Takt Time and Its Benefits