One of lean manufacturing's most important calculations is takt time, or the rate of customer demand for a group or family of products produced by one process. This paper provide quick guide for Takt Time calculation, machine Cycle Time, One-Piece Flow Cell and the production leveling method (Hejunka).

Takt time is calculated as the amount of manufacturing time that is available divided by the volume of orders. In the 1930s, the German aviation industry employed Takt for the first time as a production management tool. The idea was widely used within Toyota in the 1950s, and by the late 1960s, it had been adopted by the majority of the Toyota supplier base. Every month, Toyota assesses the takt for a process, with a modifying review occurring every 10 days. Takt time is used to properly balance supply and demand. It gives a lean production system its beating heart.

Heijunka (Japanese for "production smoothing or leveling"): It is a technique used to smooth out production in all departments as well as that of the supplier over time in order to facilitate Just-In-Time (JIT) production. It means production leveling (finding and maintaining average production volumes). The fundamental goal of using the Heijunka technique is to supply goods at a steady rate so that upstream and downstream operations can likewise run at a steady and predictable rate, hence lowering the inventory. The heijunka technique works by leveling both the production volume and the product mix. It doesn’t build products according to the actual flow of customer orders, which can swing up and down widely, but takes the total volume of orders in a period and levels them out so the same amount and mix are being made each day. Heijunka is a technique that helps reach the defined takt time and adds value to it.

This book presents algorithms and computational applications integrated in software that are being applied in the industry. It shows how companies using these tools are more competitive and efficient in the use and resources management. The book is organized in three sections, depending on the supply chain stage: procurement, including contact with costumers and product design; Production process, including relationship with suppliers and among departments; and Distribution, including logistics and transportation.

One-piece flow, also known as continuous flow, is considered the ultimate lean goal. It describes how items are efficiently moved from one stage of the process to the next by designing the workflow around the requirements of the product. To get from point A to point B is the objective. Any waste or halt in production is equivalent to the stones and dams that direct the flow of water. We examine our layouts, devices, procedures, rules, cultures, and knowledge while attempting to implement flow to see what might be causing these flow-blocking factors. Continuous flow aids in waste reduction. Because there is harmony and rhythm between each stage of the process, wastes are eliminated from the system. This enables each team member to provide value rather than produce waste. Processing waste is decreased because there is naturally less rework (or overprocessing), there is only as much work done as the customer is prepared to pay for, and there is only one accepted technique to complete the task (no bad processing).

Gemba is a Japanese word meaning the actual place where value-creating work happens. Many leaders use gemba only for solving problems, visiting only when there is an issue. Others practice gemba walks on a daily basis to follow up and monitor the situation. However, Toyota believes that leaders truly develop through daily experiences at the gemba. In reality, gemba is a principle for managing, developing and improving people and processes. It is a valuable tool that helps lean practitioners learn the true facts so they can base management decisions on the actual situation.

The real purpose of 5S is more than just cleaning up once. The 5S method helps to make standards that show problems, keep things stable so we can make small improvements, reduce waste, make a focused and organized workplace, and work together to keep getting better. Visual Thinking describes the 5S system as creating a work environment that is easy to understand, organized, and always getting better.