๐—•๐˜‚๐˜€๐˜๐—ถ๐—ป๐—ด ๐— ๐˜†๐˜๐—ต๐˜€ ๐—ผ๐—ณ ๐— ๐—ฎ๐—ป๐˜‚๐—ณ๐—ฎ๐—ฐ๐˜๐˜‚๐—ฟ๐—ถ๐—ป๐—ด – ๐—ง๐—ฎ๐—ธ๐˜ ๐˜๐—ถ๐—บ๐—ฒ ๐—บ๐˜‚๐˜€๐˜ ๐—ฐ๐—ต๐—ฎ๐—ป๐—ด๐—ฒ ๐—ฒ๐˜ƒ๐—ฒ๐—ฟ๐˜† ๐—ฑ๐—ฎ๐˜†

๐— ๐˜†๐˜๐—ต: Takt time must change every day to accommodate changes in product mix and volume.

๐—ฅ๐—ฒ๐—ฎ๐—น๐—ถ๐˜๐˜†: Variable Takt time means changing the “line design” i.e. the layout and number of resources and work to be carried out by each should change on a daily basis. This is rarely if ever practical.

๐—ฅ๐—ถ๐˜€๐—ธ: Orders are batched into similar โ€œbucketsโ€ of products over a planning horizon of days or even weeks to “level load” as much as possible. This extends lead times by days or even weeks to do a few hours of work. It adds proportionately to the associated cash embedded in inventory and cost.

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