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Cycle Time Optimization Strategies

The process efficiency is something always in demand and every organization aspires to seek
strategies for improving efficiency. The cycle time optimization strategies is one of factors that the
management needs to focus on to improve the efficiency of business operation. The strategies
for cycle time optimization is applicable to variety of situations such as R&D, project
management and operations management. The concept is deeply related with the Kanban
method. The idea of Kanban is based on “pull” instead of “push”. More specifically, it means that
the main goal is to develop process with zero waist and zero intermediate inventory.

Cycle Time vs Flow Time

In this particular article, we focus on flow and cycle of work across people by measuring and
analyzing the flow time and cycle time for WIP (Work in Progress) unit.

The definitions are as follows

Flow Time: The sum of time spent to produce one unit

Cycle Time: The interval between producing successive units
WIP: Work in Progress

An Example – Cycle Time Optimization Strategies

Let’s see the following example. Suppose, we have 3 consecutive tasks to complete the unit,
task A to task C. The task A is the first work to be completed in order to continue the rest of
process. Task A can start any time, Task B needs a completed Task A WIP (work-in-progress)
piece. Lastly, the Task C needs completed Task B WIP piece to start and complete the task. Task
B and Task C need preceding WIP to start their work therefore, they can’t start on their own.

The minute per unit and unit per minute are as follows.

Task A = 3 min / unit Task B = 7 min / unit Task C = 4 min / unit

Task A = 1/3 unit / min Task B = 1/7 unit / min Task C = 1/4 unit / min

The process sequence chart is going to look like this

In this case, in order to assess the process efficiency, we need to figure out the flow time and
cycle time of entire sequence. As shown in the above chart, the flow time is 15 minutes and
cycle time is 7 minutes. This means that it takes 15 minutes to complete one sequence to build
one unit. Also, this system produces one unit every 7 minutes after completion of 1st unit.

Hence, the sequence involves 4 minutes of idling time with Task A and 2 minutes of idling time for
Task C. This is where inefficiency takes place.

Eliminating The Slowest Task In The System is The Key For Cycle
Time Optimization
The overall cycle time is determined by the slowest process in the entire sequence. In this
example, there are 3 different tasks to produce 1 unit. Task A takes 3 minutes, Task B takes 7
minutes, Task C takes 4 minutes. The slowest task (process) in this sequence is Task B which
takes 7 minutes. This becomes the cycle time of entire sequence.

Thus, Task B is the bottleneck in this system. There are several things that you can do to
improve this situation. What about eliminating the idle time by cramming tasks for Task A and C?

If There is No Idle Time for Task A

You might have noticed that Task A does not start until having 4 minutes of idling time so the Task
B can start their work immediately after Task A. Let’s consider the scenario that performing task A
without having an idling time, the process flow looks like this

Process Flow (No Idling Time for Task A)

In this process, the WIP inventory of Task A is going to shoot through the roof. Task A produces
10 units at 30 minute-mark while Task B produces only 5 units at 31 minute-mark. This setting is
worse than the original setting.

Task A WIP Backlog Accumulation

Is Changing Task Order Affect the Cycle Time?
The short answer is no. Although it sounds like it makes a difference, it does not affect the cycle
time. The following is an example of switching Task A and Task B order. The flow time still
remains 15 minutes and the cycle time remains 7 minutes. Regardless of task order, the system
punches out the same cycle time and flow time. Even if the task orders are changed in different
ways, the results will end up with the same.

Changing Task Order

Solutions for Cycle Time Optimization

Although there might be a sequential restrictions for the task execution, there are few things you
can do to improve the process. The root cause of this inefficiency is originated by the imbalance
of processing time for each task. Minimizing the disparity of processing time is what the
management needs to focus on. The ideal solution is to take 2 minutes away from Task B and
add that 2 minutes to Task A. Therefore, the processing time for every task in this sequence
becomes 5 minutes without having idling time. The management may want to consider following
review and improvement plans.

Task execution process

Adjusting number of personnel working at each task.
Tools and equipment being utilized
Ergonomics

Task Execution Process

How the work is performed affect the task execution time. The key is to make process as least
complicated as possible. Why? because if the process becomes less complicated, the chance
of making mistake becomes less. Thus it helps to speed up the task execution. The workers are
less concerned about the difficulty of task and focus more on wellness of output.

Number of Personnel for Each Task

The task assignment is often exerted by the organizational partition. For example, the particular
team is dedicated for specific category of task. Then the whole team members work on given
 task regardless of imbalance of workload.

Tools and Equipment

There are 2 ways to look into the efficiency of tools and equipment. The qualitative and
quantitative measure. The qualitative measure is to improve the efficiency of tool itself. The
quantitative is increasing the quantity processed per action by modifying or adding more
tool/equipment. If the particular given task requires to use caliper, use the digital caliper rather
than dial caliper (qualitative). Furthermore, the electronically actuated caliper even reduces strain
on the hands, wrists, and arms. Less stress, less likely to make a mistake and motivates faster
outcome. Increasing the number of cavity for injection mold (quantitative) will double the
production rate if it won’t affect the quality of product.

Ergonomics
This improvement sometimes overlaps with Tools and Equipment improvement. The items
require the most frequent access should be at the closest and most reachable. This can be
physical or electronic resources. For instance, creating shortcuts for the most frequent files and
folders on the desktop PC. Creating bookmarks for websites accessed frequently. This allows
single-click-access with minimal time with no typing mistake. For physical environment, for
instance, the most frequently used allen wrench set shall be at easily reachable place without
deviating the body. For warehouse or production environment, the ergonomics assessment may
reveal the high stress motion or posture, which ultimately causes an inefficiency.

Cycle Time Optimization Strategies

These sound like small things but they add up and make a noticeable difference. The
management should continuously and curiously explore more efficient ways to manage the cycle
time optimization strategies.

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