“Plans are only good intentions unless they immediately degenerate into hard work.” – Peter Drucker
Introduction
When we plan a long drive of, say, 600 km, we may estimate that, at an average speed of 60 km/h, we will reach our destination in 10 hours. However, in reality, the journey often takes longer. Unless we plan the route carefully and account for factors such as rest breaks, traffic congestion, road closures, religious processions, weather conditions, or charging stops for an electric vehicle, the estimated travel time is unlikely to match the actual time taken.
Simply calculating the required speed does not guarantee that we will reach our destination on schedule. Success depends equally on how well the journey is planned and managed.
Read More: https://bit.ly/MudaMuriMura (3M- Muda, Mura, Muri)
Read More: https://bit.ly/MUDA8Waste (Muda: 8 Wastages)
Read More: https://bit.ly/SMED- (SMED)
Read More: https://bit.ly/SMEDExample (SMED Example)
Objective and Significance of Takt Time and Heijunka
Most organisations don’t fail because they lack demand; they struggle because they cannot convert fluctuating demand into stable, profitable operations. That is precisely the challenge that Takt Time and Heijunka are designed to address.
The key objective is to understand how Takt Time and Heijunka complement each other to deliver sustainable business performance. Also, to learn the distinct roles of Takt Time and Heijunka in achieving consistent customer delivery and operational excellence.
What You Will Learn
After reading the article, you will understand:
- The meaning of Takt Time and Heijunka
- Example
- The key differences
- Summary
- The current challenges faced in the industry
Read More: https://bit.ly/MuraMuri (Mura and Muri)
Read More: https://youtu.be/qoAvb6HnF-A (SWOT Analysis)
Definition:
Heijunka: It is the practice of smoothing and levelling production volume and product mix over a period of time to create a steady, predictable workflow.
SMED (Single Minute Exchange of Dies): It is a Lean method used to reduce machine changeover time so that switching from one product to another takes less than 10 minutes.
Standardised Work: it is the documented best method to perform a job safely, efficiently, and consistently using the least waste.
Takt time: It is the rate at which a product must be produced to meet customer demand.
Read More: https://youtu.be/F2zVsEbbILA (DOJO Room)
Read More: https://youtu.be/2e4ubL8eHns (Kaizen)
Read More: https://bit.ly/AndonSysstem (Andon System)
Detailed Information
One of Toyota’s greatest innovations was not merely producing faster; it was producing more predictably. The company understood that customer demand is often variable, but operational performance should not be.
This insight gave rise to two complementary concepts:
- Takt Time ensures the organisation is aligned with the voice of the customer.
- Heijunka ensures the organisation remains stable, efficient, and resilient while meeting that demand.
Read more: https://youtu.be/bUGzXAQSsJU (5S)
Read More: https://youtu.be/MzzQFm9paJw (Quality Circle)
What is Heijunka?
Heijunka (平準化) is a Japanese Lean management concept meaning production levelling or workload levelling. It is the practice of producing the right products, in the right quantities, at the right time, smoothly and consistently, regardless of fluctuations in customer demand.
The primary objective of Heijunka is to create a stable production flow by minimising variation in volume and product mix.
Example: Heijunka
Assume customer orders are:
- Product A = 120
- Product B = 80
- Product C = 40
Without Heijunka:
AAAAAAAAAAAAAAAA…
BBBBBBBBBBBBBBBB…
CCCCCCCCCCCCCCCC…
Related Problems:
- Large inventories
- Long waiting time for Product C
- Uneven workload
With Heijunka:
A A B A C A B A A B A C …
Or
A B A C A B A A B A C…
The sequence is levelled (Heijunka).
Read More: https://bit.ly/3Gemba (3G: Genma, Genbutsu, Genjitsu)
Read More: https://bit.ly/TaktTimee (TAKT Time)
What is Takt Time?
How often must we complete one unit of product to satisfy customer demand?
The formula is:
Takt Time = Available Production Time ÷ Customer Demand
For example, if a factory operates for 480 minutes per shift (after accounting for breaks and maintenance) and customers demand 240 units per shift, the takt time is:
480 ÷ 240 = 2 minutes per unit
This means one finished product must leave the line every 2 minutes. If a workstation takes 3 minutes, it is a bottleneck. If it takes 1 minute, it is running ahead of demand, potentially creating overproduction, one of lean manufacturing’s most serious wastes.
Read More: https://youtu.be/3aeV9N8io4A (DWM- Daily Work Management)
Read More: https://youtu.be/4ZgUCVvgsWg (Fault Tree Analysis)
Read More: https://bit.ly/Jidokaa (What is Jidoka)
Key Differences Between Takt Time and Heijunka
| Aspect | Takt Time | Heijunka |
| Definition | The rate at which a product must be produced to meet customer demand.
Demand-management tool. |
A method of levelling production volume and product mix.
Business management tool. |
| Purpose | Synchronise production with customer demand. | Smooth production to reduce variation and waste. |
| Focus | What pace must the business achieve? | How does the business operate sustainably at that pace? |
| Question it answers | “How fast should we produce?” | “What should we produce, and in what sequence?” |
| Based on | Customer demand and available production time. | Demand patterns, product mix, and production capacity. |
| Output | Time per unit (e.g., one unit every 2 minutes). | Balanced production sequence (e.g., A-B-C-A-B-C). |
| Primary objective | Meet customer demand. | Reduce unevenness (Mura). |
| Lean waste objective | Prevents overproduction. | Reduces Mura, Muri, and Muda. |
Read More: https://youtu.be/zqIQbPWlBf8 (Hoshin Kanri)
Read More: https://youtu.be/jPXHLizqzM8 (Obeya Room)
Read More: https://bit.ly/OEECalculation (What is OEE?)
Conclusion:
A production system achieves its best performance when Takt Time establishes the required pace based on customer demand, and Heijunka levels the workload so that this pace can be maintained consistently without creating unevenness, overburden, or waste.
“Takt Time defines the heartbeat of production, while Heijunka ensures that the heartbeat remains steady.”
Read More: https://bit.ly/7ProblemSolvingTechnique (What is Problem Solving Technique?)
Read More: https://bit.ly/4MChanges (What is 4M change?)
Present Challenges:
- Fluctuating customer demand
- High inventory cost
- Uneven workload
- Employee burnout
References:
IATF 16949
Toyota Production System
Industry Experts
This is the 254th article in my Quality Management series. Each weekend, I share practical insights designed to make your Management System journey more effective, efficient, and meaningful. If you find this useful, please share it with your colleagues as well.
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