This document discusses key aspects of analyzing a manufacturing process, including: 1) Calculating the necessary number of operators if the process were stable. 2) Analyzing outcome metrics such as output per shift and overtime. 3) Ensuring equipment capacity can support the planned cycle time. It provides guidance on understanding the current process by sketching a process map and analyzing variability. Key process details like customer demand, planned cycle time, and number of shifts are also identified as important to document.

1. Necessary Number of Operators (if the process were stable)
• Calculate number of operators
Outcome Metrics
• Graph (a) output per shift, (b) overtime and any other desired outcome metrics
Equipment Capacity
• Can the automatic equipment support the planned cycle time?
•
•
How close are we to our current machine capacity limit?
What is the fastest Pc/t the equipment can currently support?
® ©
No Yes
Characteristics of the Current Process
1) ) Get to know the process by sketching a block diagram of it
- What are batch sizes? - Where does WIP accumulate?
2) ) How much does the process fluctuate?
- Time and graph 20-30 exit cycles of each operator's work
- Are each operator's work steps the same from cycle to cycle?
3) ) Note other details about the current operating pattern
Step
 • Customer takt
• Planned cycle time
• Number of shifts currently running
Customer Demand and Planned Cycle Time
© Mike Rother / Improvement Kata Handbook 1

2. 2

3. Planned Cycle Time (Pc/t)
The desired production rate
Usually faster than TT, as it
accommodates changeover time
and perhaps some downtime
(e.g., 85% of TT)
Takt Time (TT)
The customer demand rate
A
B

Any Takt Time and Planned Cycle Time numbers you initially
calculate may turn out to be wrong, but they are usable enough
for a starting point. As you get deeper into the work process
you will recognize additional factors that need to be considered
for arriving at a more accurate TT & Pc/t.
CUSTOMER TAKT AND
PLANNED CYCLE TIME
© Mike Rother / Improvement Kata Handbook
7

4. The actual pace at which you want
the process to run
Once you have calculated takt, subtract changeover time and other losses
such as unplanned downtime and scrap & rework rates from available time
to arrive at the planned cycle time (Pc/t). This is the actual speed at which the
line should be running.
(A) Changeover time. Make your first Pc/t calculation simply using the
number of changeovers currently done per day, and their current
times. You can also calculate again with other numbers of
changeovers and different changeover times, in order to explore
what might be reasonable possibilities.
(B) Downtime. There are two kinds of downtime: Short stoppages
throughout the day that add up, and rarer but catastrophic failures.
In calculating Pc/t we are concerned with the small stoppages. You
cannot cover for catastrophe with a faster Pc/t.
Toyota considers changeover time in Pc/t calculations but not
downtime, as Toyota plants usually have a gap between shifts and
use that time to make up for small stoppages.
One useful tactic is to set Pc/t at 15% faster than
Takt, and strive to fit changeovers and other losses
within that 15%
PLANNED CYCLE TIME
B
© Mike Rother / Improvement Kata Handbook
8

5. Breaks/Lunches
Cleanup
Shift meetings
Planned downtime
Effective operating timeTotal Shift
Takt
Effective Operating time
9

6. Breaks/Lunches
Cleanup
Shift meetings
Planned downtime
Effective operating timeTotal Shift
Short stoppages
Changeover
Maintenance
Unplanned downtime
Quality/rework
True operating time
Takt
Planned
True Operating time
10