1. IENG 451 / 452 Standardized Work: TAKT Time, Standardized Work Charts
IENG Lecture 20
Standardized Work:
TAKT Time, Standardized Work Charts
12/9/2018
IENG 451 Operational Strategies
(c) D.H. Jensen

2. 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 required to do the process.
TAKT and Cycle Time should be synchronized as much as possible.
TAKT Time = Net Operating Time / Period
Req’d Production Units / Pd
12/9/2018
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 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 = parts/shift which rounds down to 1,148 parts / shift
12/9/2018
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):
12/9/2018
IENG 451 Operational Strategies

5. IENG 451 Operational Strategies
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
12/9/2018
IENG 451 Operational Strategies

6. IENG 451 Operational Strategies
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
12/9/2018
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
12/9/2018
IENG 451 Operational Strategies

8. IENG 451 Operational Strategies
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 …
12/9/2018
IENG 451 Operational Strategies

9. IENG 451 Operational Strategies
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!
12/9/2018
IENG 451 Operational Strategies

10. IENG 451 Operational Strategies
Questions & Issues
12/9/2018
IENG 451 Operational Strategies
(c) D.H. Jensen