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IENG 451 - Lecture 20

IENG 451 - Lecture 20. Standardized Work: TAKT Time, Standardized Work Charts. TAKT Time = Net Operating Time / Period Req’d Production Units / Pd. Elements of Standardized Work.

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IENG 451 - Lecture 20

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  1. IENG 451 - Lecture 20 Standardized Work: TAKT Time, Standardized Work Charts IENG 451 Operational Strategies

  2. TAKT Time =Net Operating Time / Period Req’d Production Units / Pd Elements of Standardized Work • TAKT Time – (a German term) is the unit production time required to meet demand – the time between output units. • It comes from the sound of a metronome – the regular rate that synchronizes all the instruments in the orchestra It is similar to, but not the same as • Cycle Time – which is the actual time requiredto do the process. TAKT and Cycle Time should be synchronized as much as possible. IENG 451 Operational Strategies

  3. Production Capacity Chart These are used to capture the timings and equipment necessary to make a product: • Capacity (for a particular process) is given by: Capacity = Operational Time / Shift (Process Time + Set-Up Time / Interval btwn Changes) Example: • Operational Time: is 27 600 seconds per shift • Process Time: is 24 seconds per part • Set-Up Time: is 30 seconds per change-over • Interval between Changes: is every 1000 parts Capacity = 1 148.6 parts/shift which rounds down to 1,148 parts / shift IENG 451 Operational Strategies

  4. Production Capacity Chart Used to capture all the timings and equipment necessary to make a product (similar to a routing sheet): IENG 451 Operational Strategies

  5. Manpower Reduction Shifting our necessary manpower to make a product: • Efficiency is given by: Efficiency = Output Manpower In order to release workers to other tasks (like kaizen), look at Muda: • Fluctuation: are process problems that cause instability • Changeover: is product related and results from changing from one product type to the next • Periodic Work: is process-related time lost (i.e. tool changes, …) • Element Time: is the value-added work, muda, and auxiliary work at the workcell / station. An Operator Balance Chart can help us make improvements IENG 451 Operational Strategies

  6. Line Capacity Chart Used to capture show the timings and processes (stations) necessary to make a product: • Note that the biggest problem is Process 5 … • If Process time for Station 5 is not reduced, we will not be able to make our quota • Undertake a time study to understand why, and … • Perform kaizen to improve this process IENG 451 Operational Strategies

  7. Operator Balance Chart Time study on Process (Station) 5 gives us an Operator Balance Chart: • Note that the biggest issues were: • Element Time: where we reduced the manual effort from 44 s to 40 s • Changeover: where we reduced the time from 75 s to 42 s, and … • Fluctuation: where we dropped our time from 34 s to 28 s and • Now our total time is 171 s, which is less than our TAKT time IENG 451 Operational Strategies

  8. Line Capacity Chart Used to capture show the timings and processes (stations) necessary to make a product: • Now the biggest problem is Process 4 … • If Process time for Station 4 is not reduced, we will not be able to make our quota • We look at the times for both Station 4 and adjacent Station 3 (which has extra time) and … IENG 451 Operational Strategies

  9. Line Capacity Chart Used to capture show the timings and processes (stations) necessary to make a product: • Now the biggest problem is Process 4 … • If Process time for Station 4 is not reduced, we will not be able to make our quota • We look at the times for both Station 4 and adjacent Station 3 (which has extra time) and … • We find that the 30 s of Periodic Time can be shifted to the adjacent Station 3 operator and still process both stations in less than our TAKT time! IENG 451 Operational Strategies

  10. Questions & Issues IENG 451 Operational Strategies

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