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0:00
Hello. My name is
Dr. Steve Kramer.
I am a Professor of
Decision Science
at Nova Southeastern University,
a Fellow of the American
Society for Quality,
and a certified
master black belt.
0:14
Most of us have heard
the term 'takt',
but many haven't considered
its implications.
In this session we'll give
you a brief history of takt,
talk about some
potential weaknesses,
but then give you a
strategy to be able to
modify takt to make it be
useful more generally.
0:30
What is takt? Some of
these words may come
to mind: cadence; sequence;
feeling; rhythm; beat.
0:40
Takt is actually the German
form of the Latin 'tactus'.
We commonly associate
takt with a third line.
Time allocated to produce
per product in order
to match demand.
0:53
More specifically, as
adopted by Toyota,
it's not just the
time between demands
because demands may occur
outside of working time.
Takt divides available
time by demand.
As implemented at Toyota,
takt supported just-in-time
by determining the exact
time of production.
Note that this was done in
a controlled production
environment.
Demand was fixed
looking out 10 days.
1:19
An assembly line controls
not only the rate
of demand but also
removes variability
between successive demands
giving you a fixed pace.
Work never has to wait
because a service
time is always less
than the time between demands
enabling very high utilization.
For instance, a service
can take 59 seconds
if the next arrival is
always 60 seconds and
never have to wait.
What happens when
we do not regulate
demand and get
arrival variability?
To assess this impact,
