Takt Time

Training Pack
 Which of these is Important to Our
business?

• Satisfied Customers
• Profit
• Growth
• Market Share
• Effective use of its people and plant
• Maximum Capacity Production
 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
 The Western Approach

We produce more than we require to allow for problems

1 2 3

This embeds waste in our business

 ‘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...

 ‘Push’ Production System

Customer

What will happen when a link in the chain breaks

Within a ‘Push’ System?
 ‘Push’ Production System

The individual links keep building to schedule and…

Customer

The chain soon backs up

 ‘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
 Just In Time

JIT
The Just in Time branch of the
Lean Production System
Pull
system
is constructed of four key
Contin uo us
Flow elements
Processin g

Takt Time

Level
Sche dulin g
 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
 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
 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
 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

 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!!

Takt, Cycle, Target Cycle and
Lead Time

Cycle
Time
Takt Time

Target Cycle
Time

+ + + + + = Lead
Time
 Flow Production

Customer
The
Each customer
link takestakes
in the chain a product from
from the the endlink
previous
Of the
And processes produce to chain
fill the gap that has been
created

What will happen when a link in the chain breaks

 Flow Production

Customer
If a link in the chain breaks...
The chain stops.

If the Customer does not pull from the end...

The chain stops.

 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.
 Takt, an Enabler for Work Balance
Time
Step OP
No Work Description

Work

Walk
No

1 Obtain Mug C01 2

3
Put Mug Down 2
2
Obtain Spoon C02 2 Mug Tree
Put Coffee in Mug C03 8 1
2
Coffee
3 Obtain Milk C04 4
2
Boiler
4 Put Milk in Mug 4
2
Fridge
5 Return Milk 4 2
2 4
6 Add Water to Mug C05 14
3
Pick up Mug C06 2
2
6
5
7 Place Mug on Table 3

Return 5

TOTALS
63 45 18
 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
=
Takt, an Enabler for Work Balance
66 Secs TAKT
Op
12 Secs No

C06

14 Secs
Value Added C05
(Add Water)

Add Milk 4 Secs

8 Secs
Non Value Added

C04

2 Secs
C03 8 Secs
(Add Coffee)
C02 2 Secs
7 Secs
C01
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
 Takt, an Enabler for Work Balance

When Customer requirements change, Takt changes

440 X 60 = 66 Secs
380 Mugs of Coffee 380 TAKT

456 Mugs of Coffee 440 X 60 = 55 Secs

456 TAKT
Takt, an Enabler for Work Balance
Takt for 380
66 Secs
mugs / day

Takt for 456

C06 55 Secs
mugs / day

C05

C04

Non Value Added

C03

C02

C01 Value Added

 Takt, an Enabler for Work Balance
Time
Step Op
No Work Description

Work

Walk
No

1 Obtain Mug C01 2

3
Put Mug Down 2
2
Obtain Spoon C02 2 Mug Tree
Put Coffee in Mug C03 8 1
2
Coffee
3 Obtain Milk C04 4
2
Boiler
4 Put Milk in Mug 4
2
Fridge
5 Return Milk 4 2
2 4
6 Add Water to Mug C05 14
3
Pick up Mug C06 2
2
6
5
7 Place Mug on Table 3

Return 5

TOTALS 63 45 18
 Work Balance
Work Package Progress Tracker
Task WORKPACKAGE 1 PACKAGE PROGRESS TRACKER
Description Cycle Time
Unit Start Start Time Target finish
date

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Operator Root end

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Takt Time
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A work package progress tracker will be used to monitor how the unit build
is progressing against takt and drive corrective action
 Takt Time

We know why conventional western methods will

make our business unprofitable

Customer

STOCK / WIP

REMEMBER WASTE, ITS DOOM

 Takt Time

Enables work-balancing Enables Flow

WASTE
Driving out waste within our business