3 Why Not Maximum Capacity Producing more than the customer requires is This is the greatest of the Seven Wastes As it leads to occurrence of the other six 4 The Western Approach We produce more than we require to allow for problems 3 2 1 This embeds waste in our business 5 Push Production System If we consider production operations as a chain
Each link producing in isolation at full speed will cause a mismatch between links Some areas over-produce some cannot keep up... 6 Push Production System What will happen when a link in the chain breaks Within a Push System 7 Push Production System The individual links keep building to schedule and Customer The chain soon backs up 8 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 9 Just In Time The Just in Time branch of the Lean Production System is constructed of four key elements 10 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 11 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
12 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 60 480 minutes Time Available 480 20 mins breaks 10 mins TPM 450mins 13 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 14 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 Dont get them confused!! 15 Takt Cycle Target Cycle and Lead Time Cycle Time Takt Time Target Cycle Time
Lead Time 16 Flow Production The customer takes a product from the end Of the chain Each link in the chain takes from the previous link And processes produce to fill the gap that has been created What will happen when a link in the chain breaks 17 Flow Production If a link in the chain breaks... The chain stops. If the Customer does not pull from the end... The chain stops. 18 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. 19 Takt an Enabler for Work Balance OP No Time Step No Work Description Work Walk C01 2 3 2 Mug Tree Obtain Spoon 2 C02 Put Coffee in Mug 8 C03
1 Coffee 2 4 C04 Boiler 2 4 Fridge 2 2 4 2 4
14 C05 3 6 Pick up Mug 2 C06 2 5 3 Return 5 7 TOTALS 45 18 63 20 Takt an Enabler for Work Balance Time Available 480mins - 30mins breaks - 10mins team meeting 21 Takt an Enabler for Work Balance C06 C05 (Add Water) Value Added Add Milk C04 Non Value Added C03 (Add Coffee) C02 C01 22 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 23 Takt an Enabler for Work Balance 24 Takt an Enabler for Work Balance Takt for 380 mugs / day C06 C05 C04 C03 C02 C01 Value Added 25 Takt an Enabler for Work Balance Op No Time Step No Work Description Work Walk C01 2 3 2 Mug Tree Obtain Spoon 2 C02 Put Coffee in Mug 8 C03
1 Coffee 2 4 C04 Boiler 2 4 Fridge 2 2 4 2 4
14 C05 3 6 Pick up Mug 2 C06 2 5 3 Return 5 7 TOTALS 45 18 63 26 Work Balance Work Package Progress Tracker WORKPACKAGE 1 PACKAGE PROGRESS TRACKER Task Description Cycle Time Unit Start date Start Time Target finish Operator Takt Time A work package progress tracker will be used to monitor how the unit build is progressing against takt and drive corrective action 27 Takt Time We know why conventional western methods will make our business unprofitable REMEMBER WASTE ITS DOOM 28 Takt Time TAKT TIME Enables work-balancing Enables Flow WASTE Driving out waste within our business
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