Takt Time. Training Pack

Transcription

1 Takt Time Training Pack

2 Which of these is Important to Our business? Satisfied Customers Profit Growth Market Share Effective use of its people and plant Maximum Capacity Production

3 Why Not Maximum Capacity? Producing more than the customer requires is: OVER-PRODUCTION 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 1 3 This embeds waste in our business

5 Push Production System If we consider production operations as a chain Customer 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 Customer 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 The chain soon backs up Customer

8 Push Production System When we consider the wider system STOCK / WIP We see why stock is present. To buffer the unevenness of work To buffer the breaks in the chain Customer

9 Just In Time JIT Pull system Continuous Flow Processin g The Just in Time branch of the Lean Production System is constructed of four key elements Takt Time Level Scheduling

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 = 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 70 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 Don t get them confused!!

15 Takt, Cycle, Target Cycle and Lead Time Cycle Time Takt Time Target Cycle Time = Lead Time

16 Flow Production Customer Each The link customer in the chain takes takes a product from the from previous the endlink And processes produce Of the to chain 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. Customer 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 Step No Work Description 1 Obtain Mug OP No C01 Time Work Walk Put Mug Down Obtain Spoon C0 3 Mug Tree Put Coffee in Mug C Coffee 3 Obtain Milk C04 4 Boiler 4 Put Milk in Mug 4 Fridge 5 Return Milk 4 6 Add Water to Mug Pick up Mug C05 C Place Mug on Table 3 5 Return 5 7 TOTALS

20 Takt, an Enabler for Work Balance The Customer Requires: 380 Mugs of Coffee / day TAKT TIME = Time Available Customer Demand Time Available = 480mins - 30mins breaks - 10mins team meeting 440 minutes/day X 60 seconds/minute 380 products per day = 66 Secs

21 Takt, an Enabler for Work Balance C06 66 Secs TAKT 1 Secs Op No Value Added C05 (Add Water) 14 Secs Non Value Added Add Milk C04 4 Secs 8 Secs C03 (Add Coffee) C0 C01 Secs 8 Secs Secs 7 Secs

22 Takt, an Enabler for Work Balance Customer Demand +0% 380 mugs / day to 456 mugs / day How do we use this information to meet our customer demand? Add 0% more workers? Run 0% Overtime? Contract out 76 cups of coffee to a supplier? Use Takt to drive waste elimination

23 Takt, an Enabler for Work Balance When Customer requirements change, Takt changes 380 Mugs of Coffee 440 X = 66 Secs TAKT 456 Mugs of Coffee 440 X = 55 Secs TAKT

24 Takt, an Enabler for Work Balance 66 Secs Takt for 380 mugs / day C06 55 Secs Takt for 456 mugs / day C05 C04 C03 C0 C01 Non Value Added Value Added

25 Takt, an Enabler for Work Balance Step No Work Description 1 Obtain Mug Op No C01 Time Work Walk Put Mug Down Obtain Spoon C0 3 Mug Tree Put Coffee in Mug C Coffee 3 Obtain Milk C04 4 Boiler 4 Put Milk in Mug 4 Fridge 5 Return Milk 4 6 Add Water to Mug Pick up Mug C05 C Place Mug on Table 3 5 Return 5 7 TOTALS

26 Work Balance Work Package Progress Tracker Task WORKPACKAGE 1 PACKAGE PROGRESS TRACKER Description Unit Start date Start Time Target finish Cycle Time Operator 1 chop Root lugs end chop Root lugs end Takt Time 3 chop Root lugs end 4 chop Root lugs end 5 chop Root lugs end 6 chop Root lugs end 7 chop Root lugs end 8 chop Root lugs end 9 chop Root lugs end 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 Customer STOCK / WIP REMEMBER WASTE, ITS DOOM

28 Takt Time Enables work-balancing Enables Flow Driving out waste within WASTE our business