Lean for Service Operations, Takt Time. Takt Time is the maximum allowable time in order to meet demand; Takt Time is the pace by which product is produced and must fall within the Takt Time or set equal to the Takt time; if not, then there will be customer demand that might go unfulfilled. In this post, I’ll provide an example of how Takt Time can be used in a service-type operation and elaborate on how else it might be used outside of manufacturing. Takt Time is defined as the following: Takt Time = (Net Available Production Time / Required Output Rate) In service operations, we often deal with intangibles — not pieces, necessarily, but non-hard-good items, such as patents that need to be reviewed, items in an inbox, applications that need to be approved or denied, or calls that come into a helpdesk.
Another such example that we’ll examine is the dreaded Tax Return. Before online tax preparation, the paper Tax Return process probably looked like this: Number of Workstations Idle Time Improving Takt Time Other Applications. Know Your Takt Time.pdf (application/pdf-Objekt) The Seven Wastes of Product Development. This article explains the Seven Wastes of Lean Product Development, as explained by our guest author, Tim McMahon. Pete’s Note: I’m happy to present this guest post on The Seven1 Wastes of Lean Product Development by Tim McMahon. You can learn more about Tim McMahon2 after his post on The 7 Wastes of New Product Development3. The first step in eliminating waste from New Product Development (NPD), and thus improving the process, is to learn to identify the eight wastes. By closely examining the entire NPD process from a Lean perspective, the opportunities to drive out waste and increase value will become obvious.
Defects Defects are the result of executed processes that did not produce value. Improper information on drawingMissing views on drawingIncomplete informationProduct flaws resulting in missing customer expectationsReworking product or processes Overproduction Waste from producing product that is not currently needed or product that is not needed at all. Waiting Transportation Inventory. Takt Time. Value Stream Mapping. A Lean Approach to Improving Service Call Center Performance.
With increasing competition, expanding globalization and demanding customers, the playing field in the service call center (SCC) industry has changed rapidly, as phone banks have evolved into multichannel contact centers. Many organizations have realized that the key for survival is efficiency and effectiveness, with a focus on productivity and customer experience. Lean techniques, which focus on waste elimination, have provided large-scale benefits to manufacturing industries.
However, the Lean approach also can help SCCs map their value streams, standardize operational processes and drive continuous improvement on the floor. By using Lean tools, SCCs can transform themselves from a cost center into a profit center, as well as increase market share and enhance the customer experience in a competitive global economy. Average Handling Time AHT is calculated as: (Total talk time + Total hold time + Total after-call wrap time) Total number of calls handled Applying Lean in 5 Steps 1. 2. 3. 4.