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Takt Time Introduction
Thinking win, Win, WIN
Takt Time – Pace of ProductionDefinitions
Marek Piatkowski – January 2017
Thinking win, Win, WIN
Takt Time Introduction
Thinking win, Win, WIN
Introduction - Marek Piatkowski Professional Background
Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994
TPS/Lean Transformation Consulting - since 1994 Professional Affiliations
TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME
Lean Manufacturing Solutions - Toronto, Canada
http://twi-network.com
Takt Time Introduction
Thinking win, Win, WIN
What is Takt Time? Takt Time is a maximum amount of time in which a product needs
to be produced in order to satisfy Customer demand Takt Time creates a pulse or a rhythm across all manufacturing
processes in a business and synchronizes issues among processes to ensure continuous flow of production and utilization of capacities.
It defines a maximum working time per single part or an assembly for each Operator to finish their cycle
It defines a time for each Operator to complete a task In practice, all operations produce with a slightly higher pace than
what the Takt Time calculation says. If not, they would not have any opportunity to be able to fend for disturbances
Takt Time should therefore not be seen as a tool, but rather a vision. If your production pace were exactly the same as the mean customer demand, it would require perfectly stable processes and completely balanced flows. A long term goal in Lean Manufacturing
Takt Time Introduction
Thinking win, Win, WIN
Scheduled Production Time - is the total available production time per day (in seconds). It takes into consideration (subtract) time scheduled for meetings, maintenance, breaks and lunches.
Total Customer Requirements - Quantity of parts required from the process per day
Takt Time – is a rate (in seconds) at which you should produce one part or one
product to meet Customer requirements based on the rate of sales.
Takt Time = Scheduled Production Time (in seconds)
Total Customer Requirements
Takt Time Introduction
Thinking win, Win, WIN
Why focus on Takt Time? The amount of time that material wastes (spends) in an
organization is strongly tied to the amount of controllable cost incurred and the cash flow of the operation.
Improved material flow - material requires floor space, tracking systems, processing and handling, most of which add little value while increasing the cost of the product.
Once the Takt Time has been established, the amount of individual work is determined so it can be done within the specified Takt Time
Creates a pace of production – Rhythm Producing to Takt Time sounds simple, but being able to operate to
Takt Time is a result of concentrated efforts to: Provide fast response (within Takt Time) to problems Eliminate causes of unplanned downtime Reduce changeover times
Takt Time Introduction
Thinking win, Win, WIN
Before calculating Takt Time Clearly identify a single part or a final product or a product family
manufactured in the selected Work Cell Identify the number of parts and components going into the final
product that is manufactured within the boundaries of the Work Cell
Identify all major manufacturing steps within the Cell Use well documented history of shipments to the Customer when
calculating Customer requirements
Takt Time Introduction
Thinking win, Win, WIN
Takt Time Calculations - Example
Scheduled Production Time Production Time (work hours) = three 8 hour shifts per day Each shift gets:
30 minutes for lunch two 10 minutes breaks 10 minutes “end-of-the-shift” clean-up
Each shift = (8 hrs x 60 Min)-30-20-10 = 480 - 60 = 420 min/shift. Total Scheduled Run Time = 3 shifts x 420 min = 1260 min =>
75,600 seconds
Takt Time Introduction
Thinking win, Win, WIN
Takt Time Calculations - Example
Weekly Customer Requirements 6,750 parts per week How many days per week do you operate? 5 day schedule = 1,350 parts per day 6,750 / 5 = 1,350 6 day schedule = 1,125 parts per day 6,750 / 6 = 1,125 7 day schedule = 965 parts per day 6,750 / 7 = 965
Takt Time Introduction
Thinking win, Win, WIN
Takt Time Calculations - Example Scheduled Run Time = 75,600 sec. Weekly Customer Requirements = 6,750 parts
5 day schedule - 1,350 parts/day 6 day schedule - 1,125 parts/day
Takt Time 5 day schedule = 75,600/1,350 = 56 sec. 6 day schedule = 75,600/1,125 = ~ 68 sec.
Takt Time Introduction
Thinking win, Win, WIN
Recommended Takt Time – 30 ?, 60 ?, 90 ? Seconds The most commonly Takt Time used in the automotive Industry is
about 60 seconds It is proven (demonstrated) that 60 seconds Takt Time is:
Easier to balance production flow Easier to train – number of work elements to remember Easier to rotate and cross-train Simplifies manpower planning Elements move easier from station to station Ease of auditing to see if operator following standardized work
This does not mean that there is something wrong with Takt Times less or more than 60 seconds
Takt Time Introduction
Thinking win, Win, WIN
Pacing the Line - Operating to a Steady Takt Time Operators can get into a rhythm Creates predictable flow - repetitive manufacturing Production planning becomes easier Operating efficiency goes up Makes problems obvious
Takt Time Introduction
Thinking win, Win, WIN
Manpower Calculations
OperatorsA B C D
Customer Demand Rate (60 sec.)Takt Time = 60 seconds
5 Operators
EA B C DOperators
Customer Demand Rate (60 sec.)
4 Operators
Takt Time = 60 seconds
Takt Time Introduction
Thinking win, Win, WIN
Manpower Utilization
5
10
15
20
25
30
D2 - 26
Takt Time = 27 sec
D2 - 10 D2 - 12 D2 - 14 D2 - 16 D2 - 18 PP - 01 D2 - 01PP - 03
X
Takt Time Introduction
Thinking win, Win, WIN
Changing the World. One Transformation at a timeThis presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproducedwithout written permission from:
Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631
Cell: 248-207-0416
[email protected]://twi-network.com
Thinking win, Win, WIN
Takt Time Introduction
Thinking win, Win, WIN
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