TaktTimeanditsbenefits

3M s 3Ms
ManypeoplewhenattemptingtheLeanjourneydivestraightinto theidentificationandremovaloftheLeanwastesorMuda. Muda 1. Overproduction 2. Inventory 3. Transportation 4. OverProcessing 5 Defects 5. 6. HumanMotion 7 Waiting 7. W iti HoweverLeanalsohas2otherMs(Mudabeingone)thatareof equal li importancetounderstand d dand dcontrol. l

Muri
Muri isaJapanesewordmeaning"unreasonableness;impossible; beyondone'spower;toodifficult;byforce;perforce;forcibly; compulsorily;excessiveness;immoderation

Source Kenkyusha Kenkyushas sNewJapaneseEnglishdictionary(2003)

Mura
Mura isaJapanesewordmeaning"unevenness;irregularity; lackofuniformity;nonuniformity;inequality" inequality

Source KenkyushasNewJapaneseEnglishdictionary(2003)

3Ms 3M sandTakttime
SotobesuccessfulwithLeanwemustidentifywherewe havewastebutalsowherewearepushingourpeopleand equipmentbeyondtheirnaturallimitationsandwherewe haveunevennessintheprocess. p Takttimeisameansbywhichwecanunderstandour customerrequirementandthefluctuationsinthat requirementandthenworkondistributingproductionevenly tomeetthatrequirementandavoidanyMurithatMuracan bring

WhatisTakttime?
TaktisaGermanwordwhichwhentranslatedmeansstroke. Thetimeinwhichoneunitofproductionmustbecompletedin ordertomeetcustomerdemand.(Theevenandrhythmicbeatof theproductionsystem). Ittakesnoaccountofthep processanditsrelatedtimings. g

NonValueAdding?
OnitsownTakttimeaddsnovaluesobeforewecantruly understandTakttimeandhowtouseitweshouldfirst understandthedifferencebetweenTaktandcycletimes.

WhatisCycletime?
Thetimetakenforamachineoroperatortocompleteonecycleof work. Thistakesnoaccountofwhatthecustomerrequirementmaybe onlytheabilityofthepersonorequipment.

wheres Sowhere sthevalue?

ThereforethevalueaddinunderstandingTakttimeisin comparingTaktwithcycletimes

Whatwillthiscomparisongiveus?
Identifiesconstrainedprocessesinthevaluestream. Highlightsunevennessinthevaluestream. Highlightsareasinwhichtofocusimprovementactivities. activities

HowtocalculateTakttime
TaktTime=AvailableTimeperDay RequiredNumberperDay(Pieces)

Where:AvailableTimeperDay=NetAvailableTime NetAvailableTime=TotalTime Breaks Operation p Rate(Run ( Ratio)= ) 100% stoppage pp g allowance(5 ( 10%)

Example
TaktTime=AvailableTimeperDay RequiredNumberperDay(Pieces) Example: NetAvailableTime RequiredVolume = 27900 1000 = = = 27900secs 1000 27 9secs 27.9

T ktTi Takt Time Assumptions

Aworkingweek=40hours,5dayweek,one15minute break. 1000itemsarerequiredbythecustomerperday. Initiallytherecouldalsobeanallowanceinthecalculationforunplannedstoppagesbut focusshouldbeonmanagingandremovingthesestoppages

TheValue
Onthenextslidewecomparethecycletimesofa4stage processwithitsTakttimewhichweworkedoutonthelast slide. Whatcanyoutellfromjustmakingthiscomparison?

Cycletime/Takttime
100

80

60 CycleTime T k Ti Takt Time 40

20

0 Stage1 Stage2 Stage3 Stage4

Whatwecantell
1. Thislinecannotsatisfythecustomerdemand Thelongest cycletimeislongerthantheTaktandthelinecanonly produceasquickastheslowestprocess. Theremaybewaitingwasteintheprocess Steps2and4 produceataquickerrateandwillhavetowaittoremove theirfinishedwork. Inventorywastemayalsobeevidentforthesamereasons asabove above. Somebalancingbetweenprocessstepsisrequired I Improvement activities i i i should h ldbe b f focussed daround dsteps1 and3oftheprocess.

2 2.

3. 4. 5 5.

WhatwecantellContd. Cont d.
Theitemsonthepreviousslidearethephysicaleffectsof thisprocess(continuousimprovementpartofTrueLean) butconsiderwhateffectthisprocesshasonthepeople (Respect ( p part p ofTrueLean) )operating p gwithinit WhatistheeffectonSafety,QualityandMorale? Thesethingsaremostoftenmissedorignoredbutmay provemorecostlyinthelongterm.

Summary
Cycletimeisbasedonmachinetime Takttimeisthebeatofthebusinessandisbasedoncustomer demand. p gthemwitheachother. Thevalueisincomparing Thiscomparisonwillhighlightareasforimprovementinboth partsofaTrueLeansystem p y ContinuousImprovement p and RespectforPeople.

End
www.businessleaners.com/leadership

18