The document discusses operations cycle time (Ops CT), which is the time it takes to process an order from start to finish. It makes three key points: 1. Ops CT is currently measured based on time to produce, but customers experience the full cycle time. Reducing only production time does not help customers. 2. There are many sources of variability and waste that increase Ops CT beyond necessary production time, such as rejections, reworks, breakdowns, and scheduling changes. 3. To reduce overall Ops CT, the document recommends examining processes to eliminate unnecessary steps, combining steps, rearranging steps for parallel processing, and keeping all resources in a ready-to-use mode. This will

1. To v/s CT

2. Operations Cycle Time
Knolskape
Lead
Time
In
Committed
Time

3. Ops Cycle Time (cont)
Knolskape
Operations
Cycle Time
In
Actual
Out

4. Measurement - Customer Focus
OTD = Ops CT less LT
i.e.
OTD = Actual Time less Committed Time
Knolskape

5. Ops Cycle Time (cont)
Knolskape
1 2 4
3
to1 to2 to3 to4
Ops CT
In Out
Σ toi = To

6. Operations Cycle Time – Opportunity Focus
Knolskape
Ops
CT
To
• All efforts are made to reduce
“time to produce”; whereas the
customers suffer the cycle time
• Ops CT is a function of ?
?

7. Opportunity Focus (cont)
Knolskape
Ops
CT
To
?
If we reduce To by 25 %, what
will be the impact on Ops CT,
which the customer suffers?
Should’nt we be slashing ? area?

8. Opportunity Focus (cont)
Knolskape
Ops
CT
To
?
20% of
Sales
Revenue

9. Steps
• Select
• Record
- Flow Process Chart
- Operations Chart
• Examine
- Eliminate
- Combine
- Rearrange
- Simplify
• Develop & Define
• Implement

10. Flow Process Chart
Symbols:
Value Addition
Non Value Addition
Storage
Quality Check / Inspection
Move / Transport
Operation / Work
Delay / In Q’ / Waiting /
On Hold
?

11. Description
Time
(secs)
Distance
(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
(secs)
Distance
(m)
To
TOTAL CT

13. Sales
Development
Planning
Purchase
Costing
Sales

14. Operations Chart
• CV at Warehouse Loading Bay
• Hotel Room
• Heat Treatment Furnace
Video recording MUST
Play, replay….. And examine the recording

18. • 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)

19. Telesis
Lean (Remove Wastes - NVA)
Operations
CT
To = Time to process
• WIP - Batch Size - SPF
• Set-up / Change-over / Make Ready
Uncertainties (Random Events)
• Maintenance Downtime
• Engineering Change Order
• Material Shortage
• Rejection
• Rework
• Operator Unavailability
• …. ….
?

20. Sources of Variabilities
• Rejection
• Rework
• Breakdowns
• Material Shortage
• Absenteeism
• Power Tripping
• Specification Changes
• etc.

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

22. Sources of Variabilities
• Rejection
• Rework
• Breakdowns
• Material Shortage
• Absenteeism
• Power Tripping
• Specification Changes
• etc.
C1: Incorrect BOM
C2: Programmes / Schedules are changed

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

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

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

26. TIME
What is the
Problem?
What causes the
Problem?
What are the
solutions to the
Problem?
Irrelevant
information

27. • Game
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