![]() "Standardised work is a work analysis tool that centres upon human motion," he continues. Takt time is one of three elements for standardised work, the other two being work sequence and standard work in process. In terms of productivity, it seeks to maximise the productivity of the employee so that no seconds are wasted during the day." "It attempts to synchronise processes so that there are no delays or build up of excess inventories in terms of scheduling. ![]() "Takt time limits over or under production," he says. He currently aids companies implementing lean through Art of Lean. Smalley subsequently joined McKinsey & Company, where he was the firm's leading expert in lean manufacturing. He spent the majority of his Toyota career helping the company transfer its production, engineering, and management systems to facilities around the world.Īfter leaving Toyota, Smalley became director of lean production operations at Donnelly Corporation, (now part of Magna Inc), a tier one auto-motive supplier with more than 15 plants in North America and Europe. Smalley learned about lean manufacturing while living, studying, and working in Japan for ten years as one of the first foreign nationals to work for Toyota. One man who understands the importance of takt time to the TPS is Art Smalley, the author of the Lean Enterprise Institute (LEI) workbook 'Creating Level Pull: a lean production system improvement guide for production control, operations, and engineering professionals', which received a 2005 Shingo Research Prize. It took a while to iron out the details in Taiichi Ohno's manufacturing shops where he experimented with these concepts. The element of takt time was not really formalised in Toyota manufacturing until after World War Two. The phrase 'Just in Time' was coined by Kiichiro Toyota around 1937. Toyota combined takt time with flow production, pull system and level production to form the basis for its JIT System. A Mitsubishi aircraft plant applied the takt time concept in Japan, apparently having learned it from the Germans. It is part of Toyota's overall Just-in-Time (JIT) pillar of production. Anything faster is over production and slower is under production. Work at each operation is planned to be as close as possible to this. Takt time, or the rate of production, for the day becomes 57.6 seconds. For a given product line this pace is determined by dividing the allowable time in the production shift (for example eight hours, or 28,800 seconds) by the average production volume (for example 500 cars). Toyota's meaning is slightly different in that it is the pace of production. ![]() Takt time is Toyota's adaptation of the German word taktzeit, originally meaning 'clock cycle'. This speed or tempo of manufacturing is called takt time. In manufacturing, under the auspices of Lean manufacturing and its champion, Toyota Production System (TPS), it is even more demanding with the actual speed of the production line exactly balanced to meet the demands of the customer. Our every working moment is scheduled and controlled by the inexorable ticking of the clock. Throughout our lives we are slaves to time. ![]()
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