什么是Takt Time

什么是Takt Time？

转自 spconline

什么是Takt Time？

注:takt是德文，意思是节奏。

Takt Time是一个周期时间，在周期中开展生产活动满足客户需求，反映了生产线或生产设备相应客户需求生产所耗费的时间。

通过确定Takt Time，将帮助企业更好的完善将客户需求和生产速率同步的方法。

如何确定Takt Time呢？

1. 确定满足客户总需求所涉及到的工艺流程。

仔细认证准确的需求信息，同时考虑批量的增减情况。如在同一设备上生产进行多样化生产，则这种复合需求也应计算在Takt Time之内。生产能力计划需于需求量的层次相适应，将生产层次于设备设计产能挂钩。产能水平以精细产能率（Lean Capacity Rate），最大产能（Max

Capacity）和弹性产能率（Flex Capacity Rate）表示。精细产能率以组装车间一周的产能计算每日的生产率（一周以五天工作时计），该生产率用于确定一周120小时的生产时间对应客户需求的情况。最大产能是生产平台一周总生产能力的上限。弹性产能率反映了混流生产的状况。公布的最大产能和弹性产能率能够合理的得出需求的最大值；并可以通过一定的方法(如加班、轮换工作时刻表、增加外来劳力等)获得更大的产量。对某些产量不稳定的生产部门可以使用这些手段对产能进行确认。

除了产量规划之外，对应需求的多样性和混流生产的要求，生产部门需得到更多的细节信息。这些信息的来源包括：

物料规划（包括物料移动）

工业工程预算

生产控制（每月/每周预测）

生产记录（每日，每月的生产变动情况）

销售（生产变动、新业务等）

详细审计信息来源及准确性，通过调查研究解决数据出入。

2. 确定生产流程段的计划运转时间：

计划运转时间(Scheduled Runtime)＝（有效时间Effective Minutes）－（计划停机时间Planned Downtime）

有效时间＝（每班工作时Minute per shift）－（实际中断时间approved breaks）

计划停机时间是指因计划中的原因停止操作所消耗的时间。

3. 计算Takt Time：

Takt Time＝计划运转时间／客户总需求

Takt Time

Takt Time是一个周期时间，在周期中开展生产活动满足客户需求，反映了生产线或生产设备相应客户需求生产所耗费的时间。

通过确定Takt Time，将帮助企业更好的完善将客户需求和生产速率同步的方法。

如何确定Takt Time呢？

1. 确定满足客户总需求所涉及到的工艺流程。

仔细认证准确的需求信息，同时考虑批量的增减情况。如在同一设备上生产进行多样化生产，则这种复合需求也应计算在Takt Time之内。生产能力计划需于需求量的层次相适应，将生产层次于设备设计产能挂钩。产能水平以精细产能率（Lean Capacity Rate），最大产能（Max Capacity）和弹性产能率（Flex Capacity Rate）表示。精细产能率以组装车间一周的产能计算每日的生产率（一周以五天工作时计），该生产率用于确定一周120小时的生产时间对应客户需求的情况。最大产能是生产平台一周总生产能力的上限。弹性产能率反映了混流生产的状况。公布的最大产能和弹性产能率能够合理的得出需求的最大值；并可以通过一定的方法(如加班、轮换工作时刻表、增加外来劳力等)获得更大的产量。对某些产量不稳定的生产部门可以使用这些手段对产能进行确认。

除了产量规划之外，对应需求的多样性和混流生产的要求，生产部门需得到更多的细节信息。这些信息的来源包括：

物料规划（包括物料移动）

工业工程预算

生产控制（每月/每周预测）

生产记录（每日，每月的生产变动情况）

销售（生产变动、新业务等）

详细审计信息来源及准确性，通过调查研究解决数据出入。

2. 确定生产流程段的计划运转时间：

计划运转时间(Scheduled Runtime)＝（有效时间Effective Minutes）－（计划停机时间Planned Downtime）

有效时间＝（每班工作时Minute per shift）－（实际中断时间approved breaks）

计划停机时间是指因计划中的原因停止操作所消耗的时间。

3. 计算Takt Time：

Takt Time＝计划运转时间／客户总需求

Takt time

From Wikipedia, the free encyclopedia

Jump to: navigation, search

This article may need to be wikified to meet Wikipedia's quality standards.

Please help by adding

relevant internal links, or by improving the article's

layout.

(October 2010)

This article relies largely or entirely upon a single source. Please help improve

this article by introducing appropriate citations to additional sources.

(October

2010)

It is derived from the German word Taktzeit which translates to

cycle time.

Takt time sets the pace for industrial manufacturing lines. In automobile

manufacturing, for example, cars are assembled on a line, and are moved on to

the next station after a certain time - the takt time. Therefore, the time needed to

complete work on each station has to be less than the takt time in order for the

product to be completed within the allotted time.

Takt time concept aims to match the pace of production with customer's demand.

Contents

[hide]









1 Definition

2 Implementation

3 See also

4 References



5 Further reading

[edit] Definition

Takt time can be first determined with the formula:

Where

T = Takt time, e.g. [minutes of work / unit produced]

Ta = Net time available to work, e.g. [minutes of work / day]

Td = Time demand (customer demand), e.g. [units required / day]

Net available time is the amount of time available for work to be done. This

excludes break times and any expected stoppage time (for example scheduled

maintenance, team briefings, etc.).

Example:

If there is a total of 8 hours (or 480 minutes) in a shift (gross time)

less 30 minutes lunch, 30 minutes for breaks (2 × 15 mins), 10

minutes for a team briefing and 10 minutes for basic maintenance

checks, then the net

Available Time to Work = 480 - 30 - 30 - 10 - 10

= 400 minutes. If customer demand was, say, 400 units a day and

one shift was being run, then the line would be required to spend a

maximum of one minute to make a part in order to be able to keep

up with Customer Demand.

In reality, people and machines can never maintain 100% efficiency and there

may also be stoppages for other reasons, so allowances will need to be made for

these instances and thus the line will need to be set up to run at a faster rate to

account for this.

Also, takt time may be adjusted according to requirements within the company.

For example, if there is one department that delivers parts to several

manufacturing lines it often makes sense to use similar takt times on all lines to

smooth out flow from the preceding station. Customer demand can still be met by

adjusting daily working time, reducing down times on machines and so on.

[edit] Implementation

This article contains instructions, advice, or how-to content. The purpose of

Wikipedia is to present facts, not to train. Please help improve this article either

by rewriting the how-to content or by moving it to Wikiversity or Wikibooks.

(October 2010)

Takt time is calculated on virtually every task in a business environment. It is used

in manufacturing (casting of parts, drilling holes or preparing a workplace for

another task), control tasks (testing of parts, adjusting machinery) or in

administration (answering standard inquiries, call center operation). It is, however,

most common in production lines that move a product along a line of stations that

each perform a set of predefined tasks.

Once a takt system is implemented there are a number of benefits:



The product moves along a line, so bottlenecks (stations that need more time than

planned) are easily identified when the product does not move on in time.

Correspondingly, stations that don't operate reliably (suffer frequent breakdown,

etc.) are easily identified.

The takt leaves only a certain amount of time to perform the actual value added

work. Therefore there is a strong motivation to get rid of all non value-adding

tasks (like machine set-up, gathering of tools, transporting products, etc.)







Workers and machines perform sets of similar tasks, so they don't have to adapt

to new processes every day, increasing their productivity.

As all products are "stuck" in the line and cannot leave it, they cannot be "lost"

somewhere on the shop floor.



Downsides of takt time organization include:



When customer demand rises so much that takt time has to come down, quite a

few tasks have to be either reorganized to take even less time to fit into the

shorter takt time, or they have to be split up between two stations (which means

another station has to be squeezed into the line and workers have to adapt to the

new setup)



When one station in the line breaks down for whatever reason the whole line

comes to a grinding halt, unless there are buffer capacities for preceding stations

to get rid of their products and following stations to feed from. A built-in buffer of

three to five percent downtime allows needed adjustments or recovery from

failures.[1]



When the takt time is too short this can put considerable stress on workers and

machines, increasing breakdowns and lowering motivation to the point of

absenteeism.



Tasks have to be leveled to make sure tasks don't bulk in front of certain stations

due to peaks in workload. This decreases the flexibility of the system as a whole.