Time Trap Analysis

Validating Project Focus

SPS © 2006 George Group Consulting, L.P.

W7C01 – Rev 10-07
What Is a Time Trap?
 A time trap limits the output of the process (operational
or transactional) and therefore has less capacity than the prior or
following steps/operations. It constrains throughput.
 A time trap can change over time (monthly, weekly, even daily)
based upon “product” mixes or special causes (new product
introductions, special orders).
 A time trap can be caused by physical problems (such process This is a
flow, personnel availability, part/supply shortages, equipment
availability). Time Trap!!
 A time trap can also be caused by non-physical problems (such
as procedures, morale, unsafe environment, or training).
 There is ALWAYS a time trap in a process!
 A Constraint is a time trap that cannot meet customer demand
(a Constraint is ALWAYS a time trap, but a time trap may not be
a Constraint!).

SPS © 2006 George Group Consulting, L.P.

W7C01 – Rev 10-07
How Are Time Traps Created?
 Poor process flow
 Distance
 Machine
 Safety concerns
 People
 Poor scheduling
 Lack of parts
 Product mix
 Transportation methods (cranes,
foot, etc)  Excessive WIP
 Handoffs  Variability of the process
 Large batch sizes  Stress
 Operational deficiencies  Turnover
 Setup
 Scrap (low yield)  Etc.
 Downtime
 Rework

SPS © 2006 George Group Consulting, L.P.

W7C01 – Rev 10-07
More Lean Definitions
 The following terms are used frequently to quantitatively describe
the output of a process:
 Capacity: The maximum amount of product (output) a process can
deliver (produce) over a continuous period of time
 Example: The capacity of our process is 120 mortgage applications per
day
 Time Trap: The process step that inserts the largest amount of
time delay into a process (there can be only one time trap at a time
in a process!)
 Example: Our property appraisers evaluate 120 properties per day, all
other process steps can process 145 applications per day
 Constraint: A time trap that is unable to produce at the exit rate
required to meet customer demand (internal or external)
 Example: Our property appraisers can only evaluate 120 properties per
day, but customer demand is currently 130 applications per day!

SPS © 2006 George Group Consulting, L.P.

W7C01 – Rev 10-07
The Importance of Time Traps
 The time trap of this process is here:

Max Exit
Rate
Demand

Activity 1 2 3 4 5 6 7

 If we do not understand where a time trap exists, we may end

up focusing our improvement project on the wrong task/activity.

 Unless we attack the time trap, throughput will not be affected.

SPS © 2006 George Group Consulting, L.P.
W7C01 – Rev 10-07
The Importance of Constraints
 This time trap is also a constraint

Max Exit
Rate
Demand

Activity 1 2 3 4 5 6 7

 If we do not alleviate the constraint, our process will be unable

to meet customer demand!

SPS © 2006 George Group Consulting, L.P.

W7C01 – Rev 10-07
Time Trap Identification vs
Constraint Identification
 With Time Trap Identification, we are interested in finding
the operation or process that will facilitate improving process
efficiencies

 With Constraint Identification, we are interested in finding

the operation or process that will facilitate increasing capacity

 Time traps impact efficiencies by requiring more inventory, more

equipment, more people, more material, and more time in order
to meet customer demand. Constraints tend to be more serious
in nature as they limit our ability to satisfy our customers!

SPS © 2006 George Group Consulting, L.P.

W7C01 – Rev 10-07
Where Are the Time Traps?
Where the Inventory Stacks Up?

Assy E
(from
A, B, C,/D)

Careful!

SPS © 2006 George Group Consulting, L.P.

W7C01 – Rev 10-07
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SPS © 2006 George Group Consulting, L.P.

W7C01 – Rev 10-07