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Pull and Perfection
Published in Peter Middleton, James Sutton, Lean Software Strategies, 2020
Takt time is the tool that links production to customer demand by matching the pace of production to the pace of final sales. That is, takt time determines how quickly you must produce each atomic unit of work in order to keep up with your customer demand. An organization cannot practice JIT unless it absolutely knows it can generate product quickly enough to keep the customer satisfied. Otherwise, the organization will have to work in a mass production batch mode and build inventory to stay ahead of anticipated or possible demand. In software, the latter makes nobody happy. It often corresponds to a heroic waterfall project that develops speculatively (i.e., without a good list of customer values), using company funds, and that delivers a large system all at once.
Lean – Lean Building Blocks – How To
Published in Raymond Kelly, The Myths and Truths of Lean Transformations, 2018
Establishing precise procedures for each operator’s work (i.e. Standard Work) in a production or service process is based on three elements: 1.Takt time, which is the rate at which products must be made in a process to meet customer demand – formally defined, takt time is the rate at which your customer buys a product. It is often called the drum-beat of production, since once takt time is calculated all processes should rhythmically operate at, or preferably a bit below, takt time.2.The precise work sequence in which an operator performs tasks within takt time. It is extremely important to determine the best and most efficient way for operators to perform their work. It helps ensure your process maintains consistency and stability. Whenever possible, our aim should be to limit wasted motion, reaching, or any other non-value-added movement.3.The standard inventory, including units in machines, required to keep the process operating smoothly. Standard inventory is actually referred to as Standard Work-in-Process (SWIP). SWIP is the minimum necessary in-process inventory (work-in-process or WIP) to maintain Standard Work.
Takt Time Grouping: A New Approach to Flow Manufacturing
Published in Khojasteh Yacob, Production Management, 2017
Mitchell A. Millstein, Joseph S. Martinich
Splitting large production batches into smaller transfer batches is known to reduce flowtime and flowtime variability, compared to transferring entire production batches at one time (Jacobs and Bragg 1988, Kropp and Smunt 1990). In the development of TTG, we realized that transfer batch sizes do not have to be identical across different products. In fact, due to differences in operation cycle times for different products, we would not want them to be the same. The key idea underlying TTG is to select transfer batch sizes, so as to create better balance and flow through the process. How can this best be done? In creating TTG we borrow the concept of takt time (a German word for tempo) used by one-piece flow cell designers to designate the tempo of the process, or how often one unit of production leaves the process (Costanza 1996). Traditionally, takt time is measured as effective production time divided by customer demand. Instead, in the development of TTG we use this term literally, based on the German definition, to be the time that the transfer batch of a component spends being processed at its constraint operation. This group quantity, also called the transfer batch size, is a subset of the total customer order quantity, or lot size, for each component. The parts in a transfer batch travel as a group and do not wait for the rest of the production lot quantity to be completed at any operation.
Combination of Lean value-oriented conception and facility layout design for even more significant efficiency improvement and cost reduction
Published in International Journal of Production Research, 2020
Takt-time analysis method means the analysis of takt-time compared to the cycle times of the manufacturing activities. Takt-time is the maximum amount of time interval in which a finished product needs to be produced to ensure continuous flow in the manufacturing process, utilisation of resources (machine, human, etc.) and to satisfy customers’ demands. Cycle time is the average time of the manufacturing activities at the individual workstations. The original cycle times of the individual workstations can be seen in Table 1.Takt-time can be formulated by where TA is the total available working time in a shift (min); Q is the average number of final products that customers require per shift (unit).
Implementation of lean manufacturing and lean audit system in an auto parts manufacturing industry – an industrial case study
Published in International Journal of Computer Integrated Manufacturing, 2018
P. Dhiravidamani, A. S. Ramkumar, S. G. Ponnambalam, Nachiappan Subramanian
Takt time aligns production with customer demand. It provides a simple, consistent and intuitive method of pacing production. Takt time is defined as total available time for production by customer demand. If takt time is equal to cycle time, then there will be no delay in sending the order to customer and inventory will be reduced. The purpose of takt time is to precisely match production with demand. In other words, it is how fast you need to manufacture product in order to fulfil customer orders. Lean manufacturing takt time is calculated as Takt Time = (Planned Production Time)/(Customer Demand). The use of takt time into manufacturing operation time in a steady and continuous flow of production eliminate the overproduction by producing to actual customer demand, and set real-time targets for production that show operators exactly where their work output should be at any given point of time.
Human-robot collaborative work cell implementation through lean thinking
Published in International Journal of Computer Integrated Manufacturing, 2019
Dorota Stadnicka, Dario Antonelli
Takt Time is related to the production pace that aligns production with customer demand. As robots and humans usually have different cycle times for the conduction of their respective tasks, and robots have to adopt a reduced velocity in the proximity of humans for safety reasons, the respect of the takt time in a collaborative cell is a non-trivial matter. Unlike full automation, employee tiredness should be considered in HRC because of the effects on the cycle time and necessary breaks should be planned to prevent mistakes being made by the human operators. Takt time is very important in all HRC categories.