Develop a Simple Measure of Production Output
Lean Implementation and Measuring OutPut
In many manufacturing companies, measuring output is not as easy as counting the number of filing cabinets (or the number of cars coming off an assembly line). In a paint or chemical factory, for example, measuring units of 1-liter cans means something completely different than measuring 10-liter cans.
The output in units of the smaller product might be much greater but the larger can will represent more volume output and more value.
Likewise in a machine shop, a unit might be a simple cylindrical bush, while the next unit might be a complex casting with multiple machining operations, followed by painting and assembly.
Sometimes a common unit of measure can be established. Many chemical processes, for example, apply a bulk measure such as liters or kilograms that can be used to measure the flow and control the rate of flow at each production point.
In this case, takt time might convert to a rate expressed in liters or kilograms per hour, and you can level production using that measurement.
In jobbing or small batch production environments we often find that the number of batches or jobs is the key driver of activity. Each batch or job requires materials to be assembled, machinery changed over, and documentation prepared.
Therefore, in those businesses, we often find that the number of batches or jobs is the best measure of output. Naturally, we always try to reduce batch size, but by focusing on managing the flow of jobs or batches, we are much better able to control the flow through the factory than to try to compare apples with oranges when managing unit output.
We, therefore, calculate takt time based on the number of batches or jobs. In the example described above, if we were doing 10 jobs per day, our working time would be 420 minutes per day, and takt time would be 42 minutes per job.
Because all jobs are not the same, you cannot apply takt time as rigorously as you apply it when managing discrete units. Perhaps the most relevant figure is the daily target of 10 jobs.
Setting a target of 10 batches or jobs a day can be immensely valuable in balancing your workload throughout your factory. The aim is to ensure that each process step completed its 10 jobs every day.
Balancing the way you release work to the factory can reduce imbalances in the type of work. For example, not releasing all the time-consuming jobs at once or not releasing all the easy jobs at once, but mixing them to balance the workload.
What is Takt Time / Defination fo Takt time
Takt time Definition is: Available production time/customer demand = takt time
Let’s break this calculation down a little further:
- Available production time – Let’s take Example, we assume the electrical Part manufacture operates an 8-hour shift, 5 days a week. 8 hours x 60 minutes equates to 480 total minutes – but, of course, not all the 480 minutes are “available”. TeaBreak, lunch breaks, material preparation in the morning, and a cleaning time In the evening all take away from the “available” time. So assuming there are 2 x 10-minute tea breaks, 30 minutes for lunch & Additional 20 minutes in total consumed at the start and end of each day, the “available” production time is in fact 410 minutes.
- Customer demand – this relates to the number of units the customer requires each day. To keep the maths simple, we will assume this customer designs and sells a range of electrical printers and requires their assembly partner to produce 100 of these a day.
- Takt time – if we take our available production time (410 minutes) and divide that by our customer demand (100), the takt time equates to 4.1 minutes or 246 seconds. This means a completed unit must be finished every 246 seconds or there is a danger the electronics manufacturer will not meet their customer’s demand.
Comment me below your views and experience during lean implementation
Greendot Management Solutions
- SMART Goal Setting in Six SigmaSMART Goal Setting in Six Sigma A SMART goal is an acronym that stands for Specific, Measurable, Achievable, Realistic, and Time-bound. Thus, SMART goals integrate all of these criteria to help us increase the possibilities of achieving your goal. The project’s goals and objectives can be defined base on the project scope and problem statement. Goal Statement defines the expected improvement […]
- 12 Step of TPM Implementation12 Step of TPM Implementation| How to Implement TPM? Few Things we will cover in this post of 12 steps of TPM implementation How to Apply TPM (Total Productive Maintenance)? Preface of TPM 8 Pillars of Total Productive Maintenance Benefits of TPM (Total Productive Maintenance) 12 steps of TPM Implementation Also watch TPM Video:- https://www.youtube.com/watch?v=M-YccQYqRr4&t=22s […]
- Muda Mura MuriWhat’s Muda Mura Muri in Lean Manufacturing? The 3M methodology in Lean Manufacturing is basically used in the Toyota Production System. The 3M stands for Muda, Mura, and Muri. This is a Japanese Concept. The goal of Lean Manufacturing is to deliver increased value to the client with the help of barring all kinds of wastes from […]
- 7 Types of Abnormalities in TPM7 Types of Abnormalities in TPM Anything which isn’t normal that’s called an abnormality Fuguai is a Japanese word. Fuguai means abnormality. We can also say that the abnormality is a deviation from the standard requirement. The abnormality is a very much popular concept in Total Productive Maintenance (TPM). Several types of abnormalities are the part of Jishu Hozen Pillar in TPM Abnormality classify Matrix is also prepared in JH […]
- 8 Wastes of Lean ManufacturingWhat are the 8 Wastes of Lean? 8 Wastes of Lean are identified as Transportation, Inventory, Motion, Waiting, Overproduction, Over-processing, Defects, & Skillset or Non-utilized talent. Earlier it was considered as 7 waste of lean manufacturing too. We will cover the following topics in this blog The acronym we can say is TIMWOODS or DOWNTIME. What’s Waste in Process or Lean Manufacturing? […]
- Cost of Quality vs Cost of Poor Quality (COPQ)What’s the Cost of Poor Quality (COPQ)? It’s the cost related to providing poor quality products or services. In easy words, we can say that it’s the total financial losses incurred by the company due to doing the wrong things. COPQ is the cost that would disappear if in smooth operating conditions. It’s a refinement of the conception of COQ. […]
- What is Lean Six Sigma ?What’s Lean Six Sigma? Sigma (𝝈) is the Greek letter representing a statistical unit of measure that defines the standard deviation (SD) of a population. Six refers to the number of SD’s from the technical limit to the mean. It measures the variability or spread of the data. 6 sigma is a largely structured strategy. […]
- Six Big Losses in OEESix Big Losses in OEE and TPM The Six Big Losses are responsible for productivity. We’ve to exclude these to ameliorate productivity. One of the major goals of TPM ( Total Productive Maintenance) and OEE (Overall Equipment Effectiveness) is to reduce and eliminate Six Big Losses. Also refer to: https://www.youtube.com/watch?v=6ubu3vO1LDs&t=70s OR https://www.youtube.com/watch?v=M-YccQYqRr4 We will cover the following topics in this blog Classification of Big Losses Classification of Six Big Losses in […]
- Top Lean ToolsTop lean Manufacturing – Lean Operation Tools Top lean Tools are the methodical and scientific approaches for problem- working. Spare Tools are also used for relating and barring waste from the system or process. These tools are veritably important to apply Lean Manufacturing culture in the plant. Watch video on lean manufacturing crash Course just […]
- 5S in the Workplace | 5S ImplementationWhat’s 5S in the Work Place? 5S Methodology was developed in Japan and it’s a system for organizing spaces so work can be performed efficiently & effectively safely and it’s a fundamental tool of Lean Manufacturing It’s a system for organizing space so work can be performed efficiently & effectively with safely. Now and then it’s also […]