In LEAN theory and practice, time is extremely important. In fact, as practitioners we use the measure of time in at least fifteen different ways. These measures of time inform us about the process and the eco-system in which it exists. These measures of time enable our technical LEAN practice.
Takt Time- Work Content Time
- Value-Add Time (VA)
- Non-Value Add Time (NVA)
- Business Value Add Time (BVA)
- Turn Around Time
- Cycle Time (cycle time study)
- Wait time or Queue time
- Lead time
- Available production time
- Utilization
- Set up time
- Run time
- Tear down time
- On Time delivery
In basic Lean Six Sigma training, which emphasizes continuous improvement, time is introduced indirectly in terms of understanding value-add steps in a process for which the customer is willing to pay for. The old adage that says “time is money” rings true in this case. The steps for which the customer is willing to pay literally take time to deliver.
From the list above, you can see there is more to time than value-add, non-value add, and business value-add. One might conclude by looking at the list above that LEAN is not only about seeing and eliminating waste. LEAN is also about time.
Time itself is important in the practice of LEAN: the time available for work, the time it takes to do the work, the time associated with waste in the process, the time the customer is willing to pay for, and the time the customer experiences.
The basic question “what time is it?” takes on different meanings in LEAN. It’s important to know what time it is.
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