Who Else Wants To Discover Takt Time?

Takt time is the beat of manufacturing. It is the rhythm of the company for making products or delivering service. Do you know what yours is? Let’s take a look at takt time and determine how to use it to our advantage.

This is a German word taken from beats in music, and used in lean manufacturing. Takt time is calculated by the total available time divided by the customer demand. This must be greater than our ability to produce product or we would be letting our customers down.

Takt Time = Total Available Time / Customer Demand

Total Available Time:
This is the total available time for work to be performed. Lunch, breaks and daily meeting times are removed from this total, unless they are constantly covered by relief.

Customer Demand:
This is the average rate at which customers purchase products or service. It is expressed in the same time frame as Total Available Time. You can also look at projected purchases from the customer.

Example:
Total Available Time (Day):
8 hour shift x 60 = 480 minutes
480 minutes – (2*10 minute breaks) – (20 minute lunch) = 440 minutes
Customer Demand (Day):
500 units / 5 days = 100 units a day
Takt Time (Product Unit):
Total Available Time / Customer Demand
440 minutes / 100 units a day = 4.4 minutes or 264 seconds
Each product unit must be produced within 4.4 minutes.

Takt time is the pace the customer requires product. This is different from Lead Time, which is the total production time from product start to finish. The other definitions that get confused are Cycle Time and Target Cycle Time. The Target Cycle Time is the pace at which we will produce to ensure we meet customer demand. Cycle Time is the time the process cycles. Keep in mind all of these items when looking at satisfying customer demand.

Takt time is just a value that will show you your ability to meet customer demand. Material or the lack of it behind each machine is the indication within manufacturing that will show you your current situation. Stock will buffer the unevenness of work and breaks in the manufacturing process. The goal is to synchronise the flow from the first process to the last.

If customer demand is greater than the ability to produce the product or service then you would find that stock would be running out.

If customer demand is less than the ability to produce the product or service then you would find an increase in stock.

A bottleneck is a point of congestion in a system. Work arrives quicker than what can be handled. It looks like the neck of a bottle which limits the ability to have liquid pass through. On the manufacturing floor, you can notice bottlenecks by the amount of material behind machines.

`Bottleneck operations are those operations where the machine cycle > Takt Time.`

The goal is to eliminate the bottlenecks by looking at our ability to handle customer demand through measures like Takt Time. This does not have to be a hard task. We have the ability through PLCs and data collection to monitor all of the different times discussed and ensure we satisfy customer demand.

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