Successfully reported this slideshow.
Upcoming SlideShare
×

# Takt time

11,231 views

Published on

it gives a brief idea about takt time

• Full Name
Comment goes here.

Are you sure you want to Yes No
• like it

Are you sure you want to  Yes  No

### Takt time

1. 1. Takt Time By Chinar Agarwal Nikita Bokadia Vinit Walinjkar
2. 2. Takt Time Takt: German word for “baton” Refers to beat, timing, and regulation of speed 1930’s Germany, Japan collaborated within the Axis Powers After WWII, Japan uses concept to organize
3. 3. Takt Time: Defined GENERAL DEFINITION: Takt Time is the desired time that it takes to make one unit of production output. CUSTOMER DRIVEN: Available Operating Time / Customer Demand E.g.--8 hours of Daily Operating Time / 4 units of daily demand = Takt Time of 2 Hours OPERATION DRIVEN: Takt Time of 1.4 Hours entire manufacturing operation E.g.– 8 hours of Daily Operating Time / 5.7 units of forecasted demand = Takt Time of 1.4 Hours Nominally this is an initial design variable that dictates the architecture of the entire manufacturing operation Takt Time differs from Cycle Time, which is the actual time it takes to make one unit of production output.
4. 4. Takt Time vs Cycle Time
5. 5. Takt Time Vs Cycle Time
6. 6. Example 1940: Charles Sorensen builds plant to output “a bomber an hour” Stabilized operation by preventing inventory buildups, consequential stops and starts A balance to the assembly process that ensures that all pieces arrive when they are needed RESULT: Syncopated system with all pieces working in concert and a balance a balanced assembly line
7. 7. The concept for the B-24 aircraftbuilt at Willow Run during World WarII
8. 8. How to Calculate Takt time can be first determined with the formula: T= Ta/Td Where T = Takt time, e.g. [minutes of work / unit produced] Ta = Net time available to work, e.g. [minutes of work / day] Td = Time demand (customer demand), e.g. [units required / day] Net available time is the amount of time available for work to be done. This excludes break times and any expected stoppage time (for example scheduled maintenance, team briefings, etc.).
9. 9. Example If there is a total of 8 hours (or 480 minutes) in a shift (gross time) less 30 minutes lunch, 30 minutes for breaks (2 × 15 mins) 10 minutes for a team briefing and 10 minutes for basic maintenance checks Then the net Available Time to Work = 480 - 30 - 30 - 10 - 10 = 400 minutes. If customer demand was, say, 400 units a day and one shift was being run, then the line would be required to output at the rate of a minimum of one part per minute in order to be able to keep up with Customer Demand.
10. 10. Implementation Takt time is calculated on virtually every task in a business environment. It is used in manufacturing (casting of parts, drilling holes or preparing a workplace for another task) Control tasks (testing of parts or adjusting machinery) In administration (answering standard inquiries or call center operation). It is use in production lines that move a product along a line of stations that each perform a set of predefined tasks.
11. 11. Measures of Takt TimeImplementation  How well do the operational takt times meet the customer demand?  Are the takt times and cycle times synchronized?  What percentage of operations are controlled by takt time?  Is there a system in place to handle fluctuations in customer demand? (Overtime, temporary workers, etc.)  Does the plant conform to the takt time and not deviate from following it?
12. 12. Takt Time Disconnects Technical Factors  Social Factors Set the takt time for each  Workforce can be operation resistive to being told Once the operational what speedto work at takttime is set it can be  A company controlled verydifficult to byfinance may throw change(example: thesystem out of whack speeding up orslowing byforcing products to down an assemblyline) bemade in order to Hard to control customer meet/exceed a demand fluctuations quarterpoint (orderstability)  Lack of trust in Difficult to ensure management’scommitme processes remain nt to employees improve incontrol a process ifmanagement will just layus off?)
13. 13. Benefits Production Stability Work cell Psychological
14. 14. Disadvantage When customer demand rises - takt time has to come down When one station in the line breaks down for whatever reason the whole line comes to a grinding halt. Short takt time can put considerable stress on the "moving parts" of a production system or subsystem. Tasks have to be leveled to make sure tasks dont bulk in front of certain stations due to peaks in workload.
15. 15. Thank you