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Takt time is a theoretical calculation representing the pace of customer demand ([latex]Available Time \div Demand[/latex]). In contrast, cycle time is an empirical measurement of the actual time taken to complete one unit of work at a specific process step. A core principle of lean 制造业 is to ensure that cycle time is consistently less than or equal to Takt time.
The relationship between Takt time, cycle time, and lead time is critical. Takt time is what you need, cycle time is what you get, and lead time is the total time a customer must wait for a product. The primary diagnostic use of this distinction is in line balancing and bottleneck identification. By measuring the cycle time of every station on a line and comparing it to the Takt time, managers can instantly see where problems lie. Any station where Cycle Time > Takt Time is a bottleneck that constrains the entire system’s output. Efforts for improvement, or ‘kaizen’, should be focused on these bottleneck stations to reduce their cycle time.
Conversely, if a station’s Cycle Time < Takt Time, it has spare capacity. While this may seem good, it can lead to overproduction if not managed. The operator may finish their work early and produce extra units ‘just in case’, creating inventory that is not yet needed by the next station or the customer. The lean ideal is to balance the line so that the cycle time of each station is very close to, but just under, the Takt time. This creates a smooth, synchronized flow and maximizes labor efficiency without generating wasteful inventory.
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(如果日期不详或不相关，例如 "流体力学"，则对其显著出现的时间作了四舍五入的估计）。
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