To v/s CT

Operations Cycle Time

Lead
Time

In
Committed
Time

Knolskape
Ops Cycle Time (cont)

Operations
Cycle Time

In
Actual
Out

Knolskape
Measurement - Customer Focus
OTD = Ops CT less LT

i.e.

OTD = Actual Time less Committed Time

Knolskape
Ops Cycle Time (cont)

Ops CT

1 2 3 4

to1 to2 to3 to4

In Out

Σ toi = To

Knolskape
Operations Cycle Time – Opportunity Focus

 All efforts are made to reduce

“time to produce”; whereas the
Ops CT ? customers suffer the cycle time

 Ops CT is a function of ?

To

Knolskape
Opportunity Focus (cont)

If we reduce To by 25 %, what
will be the impact on Ops CT,
Ops CT ? which the customer suffers?

Should’nt we be slashing ? area?

To

Knolskape
Opportunity Focus (cont)

20% of
Ops CT ? Sales
Revenue

To

Knolskape
Steps
• Select
• Record
- Flow Process Chart
- Operations Chart
• Examine
- Eliminate
- Combine
- Rearrange
- Simplify
• Develop & Define
• Implement
Flow Process Chart
Symbols:

Storage ?
Operation / Work Value Addition
Move / Transport

Quality Check / Inspection

Non Value Addition
Delay / In Q’ / Waiting /
On Hold
 Time Distance
Description
(secs) (m)
In storage in car
Walk to terminal entrance
In Q'
Checking of e-ticket and ID
Walk to airlines counters
In Q'
Checking in luggage, obtain boarding card
…..
…
….
Apply safety belt
In storage inside the aircraft
Summary Table
Symbol # of times Time Distance
(secs) (m)
    To  
       
       
       
       
TOTAL   CT  
Sales

Development

Planning

Purchase

Costing

Sales
Operations Chart
• CV at Warehouse Loading Bay
• Hotel Room
• Heat Treatment Furnace

Video recording MUST

Play, replay….. And examine the recording
• Examine
- Eliminate – Combine – Rearrange – Simplify

Eliminate: “Search”, “Locate”, “Find”, “Bring” elements of CT (35% lost).

Keep everything in Ready-To-Use mode
Rearrange: the current elements which are carried out in series, into
parallel elements – by adding resources (manpower, equipment,
toolings)
Lean (Remove Wastes - NVA)

 WIP - Batch Size - SPF

 Set-up / Change-over / Make Ready

Operations CT
Uncertainties (Random Events)
?  Maintenance Downtime
 Engineering Change Order
 Material Shortage
 Rejection
 Rework
 Operator Unavailability
 …. ….

To = Time to process

Telesis
Sources of Variabilities
• Rejection
• Rework
• Breakdowns
• Material Shortage
• Absenteeism
• Power Tripping
• Specification Changes
• etc.
Sources of Variabilities
• Rejection
• Rework
• Breakdowns C1: Incorrect BOM

• Material Shortage
• Absenteeism
• Power Tripping
• Specification Changes
• etc.
Sources of Variabilities
• Rejection
• Rework
• Breakdowns C1: Incorrect BOM
C2: Programmes / Schedules are changed
• Material Shortage
• Absenteeism
• Power Tripping
• Specification Changes
• etc.
Sources of Variabilities
• Rejection
• Rework
• Breakdowns C1: Incorrect BOM
C2: Programmes / Schedules are changed
• Material Shortage
C3: Suppliers not paid on time
• Absenteeism
• Power Tripping
• Specification Changes
• etc.
Sources of Variabilities
• Rejection
• Rework
• Breakdowns C1: Incorrect BOM
C2: Programmes / Schedules are changed
• Material Shortage
C3: Suppliers not paid on time
• Absenteeism C4: …….
• Power Tripping
• Specification Changes
• etc.
Sources of Variabilities
• Rejection
• Rework
• Breakdowns C1: Incorrect BOM
C2: Programmes / Schedules are changed
• Material Shortage
C3: Suppliers not paid on time
• Absenteeism C4: …….
• Power Tripping
• Specification Changes
• etc.

183 Causes!
What is the
Problem?

What causes the

Problem?

What are the

solutions to the
Problem?

Irrelevant
information

TIME
• Game
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