Little's Law Simple Form
HTML-код
- Опубликовано: 5 окт 2024
- Little's Law captures the relation between WIP, Throughput Time (or Lead Time), and Production Rate. Application leads towards lean production, muda elimination, and smooth material flow . Dr S. Gondhalekar with Mrudula Pardeshi and Pranali Pisat facilitate understanding of Little's law in simplified form, and how WIP reduction can be done by lead time reduction or throughput time reduction with a pleasantly visual representation using toy cars.
your video became a resource in an academic institution in Italy, many thanks
Much appreciated. Thank you.
Thank you sir. When little's law was taught I couldn't understand it. Now my concepts are clear.
Thank you for your appreciative comment.
The simplest explanation I've found so far. Love from IIM Kozhikode!
Thank you Karan. Enjoy the other videos in the channel too. All co-creations with my students.
Little's Law couldn't have been more simplified, Thank you sir.
I can't imagine a better way to make me understand the theorem. Thank you, doctor.
Thank you.
This video helped me to clearly understand the concept of little's law. The presentation using the cars and the model of the belt made the learning more interesting. This is how, even a short video can be used as experiential learning.
The best thing I found was , reducing the belt length and thus optimising the cost even without any additional expense.
Rejection of muda from the process makes a lot of changes to the overall efficiency and makes the production faster.
Thank you Sir!
You used the visual strategy to teach which directly forms an image in mind which retains for the long time. Far better than verbal teaching methods.
Thanks sir.
Thank you.
Thankyou Dr.G for introducing Little's law. I got to read about John little's law application in various fields. Especially one in healthcare, where incoming emergency patients is the arrival input and one cannot actually decrease the WIP which is patients-in-progress. So WIP is not in control nor is the arrival time. Here lead time or throughput time is the length of stay of patients which spirals out of control. The efficiency of production depends on how efficient the patient's needs are met and treated to reduce the average lenght of stay. It is more relevant for emegency departments. Thus, the only way to control the lead time is by adding more staff to meet demand or to increase provider productivity.
Thankyou Dr.G and team for explaining application in manufacturing process. Thankyou for new learnings!
- BD
I am very impressed with the way Little´s law is presented here. A 1000 x improvement from the textbooks I read in school. Very Good ! - Markus, LSSGB.
Markus Kaprio - Thank you very much for your kind comment. Much appreciated. Any suggestion from you about covering any other topic is welcome. Dr S. Gondhalekar (Dr G)
Shrinivas Gondhalekar : What I see the most, is the difficulty of implementing 5S and "red-tagging" process. I would see that 5S and 8 wastes would be an Exellent subject for a video. Also, as a good resource, please see Mr. Paul Akers and his Lean video's. VERY impressive stuff :)
Markus Kaprio - Thanks a lot. i will look at the videos you have suggested and see how the 5-S and 8 Wastes can be elegantly represented in brief. Thank you. Dr G
By eliminating the non value adding activities, we can reduce the throughput time and hence the WIP. Thank you Sir for explaining the takt time, throughput and WIP in a simple way.
Thank you.
Little's Law is such an important and intricate concept and the best part is it has been explained in a simple and easy to understand way. also the ways to decrease throughput time and its benefits have been mentioned in the video. Thank you so much Sir.
Now I can relate clearly to what you had taught about one glance management, eliminate the MUDA and eliminate the NON VALUE ADDED time with the examples you explained _ textile industry, F1 race and about the hotel's process. Thank you sir.....this demonstration gave a clear view about this law.
We can reduce the throughput time by reducing the non value activities. Doing things which are not relevant to the value of the product kills a lot of time. People do not think these minute things that can highly effect their productivity. Thanks a lot sir for this beautiful demonstration.
Little’s law explained in such a simple manner. Great learning experience. Thankyou so much
A great way of improving external (customer) and internal (employee) experience by employing effective techniques like Little's law.
Angad Singh Kalsey - BD
Sir, this was a simple yet powerful demonstration where i understood the correlation between TAKT, throughput rate & WIP .Without changing much of the process and inventory , set priorities accounting for variation in the production and thus removal of any non value adding activities.Therefore new job coming in the system can be addressed to within constraints and in lesser time. Thanks for this educational video.
Little’s Law demonstrated in the simplest way. Thank you sir.
Abhinav Modi - BD
Thank you, Sir learnings from this simple video of little's law was so easy. So far I understood if we can control WIP then we can reduce cost and increase productivity.
Ashok, to reduce throughput time. start with the fact that activities are being done on each car for 2 hours in our example. We must find ways to eliminate or reduce the time required for these activities, so that the car needs to be worked upon only for 1.5 hours. For example, if the worker loses time to walk a little distance to fetch the part to be assembled, and we are able to reduce this time by supplying the part nearer, non value adding activity time will be reduced. The target is to bring down the total work to 1.5 hours (90 minutes). This work is now redistributed across stations in such a way that one car rolls out every 15 minutes (unchanged customer demand of 4 cars per hour). That means we will have 6 stations (90/15), with each station having 15 minutes.
How to identify non value adding activities? Use Masaaki Imai's 5 Golden Rules of Gemba Management. Observe, observe, observe,, use tools like process mapping, spaghetti diagram to identify the seven mudas (wasteful activities), and use solutions ranging from simple 5-S to pre-assembly offline to electro-mechanical and information technology tools and any other aids.
In reality, as of March 2016, Toyota in Japan assembles their cars in 20 hours or less. We took an example of 2 hours just to fit everything within the range of our camera in this video.
Exact situation is explained in the documentary of Toyota assembly line. (as the above mentioned comment)
Thanks for making the life easier, by explaining it in easy terms.
Thank you sir and team for explaining the Little's law in such a simple way.
Explanation given in the video made the concept learning very effective - Thank you Sir - Priyank Nema - BD
Explained the concept of work in progress and little law in a very simple way. Thankyou Sir
Akshay-RBA
Understood the concept very well by this video explanation! Thank you sir and the team
Rip sir we will always miss ur energy and enthusiasm, u were the best 👌
Very informative video which shows how reduction in Throughput time can result into reduction of WIP and which leads to reduction in further cost. Excellent video, waiting for more such videos.
Thank you Sir
Thank you sir for such easy explanation of little's law. I understood that when we control wip we can increase productivity.
Thankyou Sir, for explaining Takt time and Throughput Time in such a simple manner.
Very easy to understand all the terminology.
Thank you sir
Thank you sir for explaining littles law in such a simple way.
- Neeraja Mahajan BD
So simply explained!
thank you Dr G
Wow. Such a interactive and perhaps best way to teach a subject.
Thank you for your appreciative words.
Sir, very useful information. I have started implementing this method in my production area and will be sharing the same on Sunday
Welcome Arfath. We look forward to your presentation.
Thank you for teaching it in such a nice way! Great learning experience
Great video again !!!
The concept is explained with a very simple demonstration. Removal of non value added tasks reduces the throughput time and in turn reduces the cost also.
Thank you sir. Looking forward to learning more and concepts.
Also thanks to the team behind the video.
WIP reduction depends on throughput time or lead time reduction and thus increasing the productivity.
Thank you sir.
Woww!!what a learning this was brilliant
The Concepts are explained so well in a span of just 6minutes
Thank you Sir!!
Little's law was explained very effectively here.
Sir I had a doubt. Could this be followed to reduce plant size during layout change, in case a hatchback is manufactured instead of an SUV in same assembly line to maintain same production efficiency?
This video proves the following:-
*There is no point having excess WIP
*Throughput time reduces when the conveyor belt is made shorter and therefore work-in-progress goes down.
*overall cost reduces.
Thank you for teaching the concept in such an easy to understand manner.
Masumi Nanda BD
Very well demonstrated. Excellent
Thank you Shalini Vaz.
Thank u for easy explanation.Great Leaarning experience.
Nice video ,The concept is explained with a very well the demonstration is unique. Removal of non value added tasks reduces the throughput time and in turn reduces the cost also.
Thank you sir. Looking forward to learning more and concepts.
Will be missing you Dr G, may your soul rest in peace.😔
Thanks a lot sir for explaining this video in the most simplest way!!
PGDM BD -Vanita Godwani
another brilliant video! we are always eager for more Dr. G!
Thank you Aditya. More videos coming up. Regards. Dr G
I think 2 hr is not throughput time Sir. I think it is lead time, which means every new car have to wait 2hr to complete the process.
Throughput mean how much quantity can a system produce within a certain amount of time. In this example, the system is capable of producing car every 15 min. So throughput time is 15 min and throughput is 4 car/hr.
So the calculation might be
Lead time = 2 hr
Throughput = 4 car/hr
Inventory= Lead time x throughput= 2hr x 4 car/hr = 8 car
If I was wrong, please discuss me. Thanks.
Superb ! The Video helped me to understand significance of Little's Law !
Little's law can be also be helpful in knowing the waiting time in queue for people at takeaway queue to receive service and accordingly cut the nva points for faster service.
Great learning experience ! Nice video !
so brilliant..owe you so much sir..regards
amazing video on production management!!
Arpit Gupta-Bd
Thank you, Dr. Gondhalekar! Now please let Gi and I get an A in IT
XIAOCHONG CHEN - Happy to receive your comment. For you an A is well deserved. Dr G
Thank you very much, Dr. G! Your video really helped a lot
Stock or WIP = leadtime/takt time or leadtime x Production rate..so by this relationship we can also calculate Leadtime =WIPx Takt Time or WIP/Production rate
Thankyou sir for such a brilliant video!
( pgdm - BD )
Nice video to reduce time by reducing WIP without any cost
sir this concept is very helpful in my co . and this concept wip concept of production management is imp we lack behind into this thanks you sir.
Thank you for an enjoyable, easy to grasp demonstration. I was not expecting such a simple solution. I thought you would reduce the time in each of the 8 stations. Removing 2 stations is fine, but does that mean the wheels were not tightened onto the car and there was no windshield installed? :)
Oh come on.... Would you do that? It is about redistribution of work.
Great video.. thank you Sir!
Well explained sir.... Thanks.
Thank You.
Very informative video thankyou BD
Brilliant video sir
how can we calculate WIP for Unbalanced line, various cycle times in each junctions.
In unbalanced lines, you can keep any amount of WIP because the line does not dictate how much WIP you need to keep. Little's law continues to apply.
Thanks so much sir for this simple and to-the-point video. Dear sir can you suggest some useful reading in this regard.
Excellent video sir!
Yash Deshpande(PGDM-BD)
VERY NICE VIDEO.VERY EFFECTIVELY EXPLAINED .
if shift is from 10-6 P.M, the first car will come out at 12PM. But now shift remains of 6hrs...so 6*4 =24cars.. which doesn't meet 32cars/day demand.
i think i am not entirely correct but if you could just explain that part..it would be helpful!
can WIP can be calculated by dividing throughput by takt time?
You need to multiply. WIP is in units such as number of cars. Throughput will be number of cars per hour. Takt time will be in hours. So you need to multiply throughput by takt time. It will give you the permitted WIP.
Sir
In case operation time is high around 5 hours ...if that operation done then next operation must to be done....this is jn case of paint process...if first coat done at first shift end on saturday....sunday off....so second coat must do....or dont do first coat
How this can be resolved for achieving cintinuous flow
Balasaheb Pawar - Thank you for your question. If you cannot keep the car for the weekend with only one coat of paint applied, then better to not put the first coat. Dr G
Dr. Srinivas G., good explanation. Please expand your explanation on how to calculate Takt time when in a shift there are planned or unplanned breaks. Additionally I was not sure how was throughput time changed from 2 hr/car to 1.5 hr/car. I heard the non value add activities were removed to reduce the throughput time. Does this require doing time study at every station or what approach will be most optimal to identify non-value added activities? Please help explain.
Ashok, good questions. Let me clarify one by one:
Takt time has absolutely no relation to planned or unplanned breaks. The breaks will affect the cycle time and throughput time. Takt time is time made available by the customer to do the job. If the customer, in our example, demands 6 cars per hour, then the takt time changes to 10 minutes. Takt is about customer demand - that's all. You may or may not be able to meet the customer demand. This is a different issue altogether. The responsibility of Production is to bring the cycle time within the takt time. This provides great kaizen (improvement) opportunities, when the takt time changes. Often takt time is reviewed every month and changed if required, throwing up lots of kaizen opportunities. Employees are well trained in kaizen, so they are very often able to meet the demands of the new takt time.
Why have you considered 8 slots of 15 mins? Shouldn't those 8 slots be of 1 hour for each hour of the working day?
Also, if you want to have a 15 min slot, then there should be 4 slots to represent 1 hour. No?
Ankit - please look at the video in steps. It starts with a customer demand of 32 cars output in 480 minutes (8 hour work day). This means that one car must come out every 15 minutes (480/32=15). It has nothing to do with the number of slots.
The production is happening in an assembly line. The total amount of work can be divided into any number of stations (slots as you cal it). Whatever is the number of stations, each station must deliver 1 car as output every 15 minutes.
We happen to have divided the work into 8 stations. (It could have been any number of stations). Each station has 1 car being assembled. So there are 8 cars in the assembly line at any point in time. Considering Little's Law, Lead Time = WIP inventory (8 cars in the system) divided by production rate (4 cars/hour) = 2 hours.
Please work it out step by step. You will get it.
@@DrG720214 Thank you for communicating to clear my doubts here.
So, would I be wrong if I just remove each car from belt after its manufactured in 15 mins? In that case also, we'll get 4 cars per hour with 1 car in process of development and 1 car waiting.
Throughput: 4 cars/hour
WIP: 1
Production rate: 900 sec or 15 mins
Please correct me if I have misunderstood the little's law this way.
@@AnkitMathur111 You seem to have some confusion. The production rate is expressed as number of pieces output from the system per hour (unit of time). The throughput time is expressed in minutes or hours. It is a unit of time. At present, the amount of work on each car is 15 min/station X 8 stations = 120 minutes. If you are suggesting that the work that needs 120 minutes currently can be done in 15 minutes (by doing a lot of kaizen), then you would have reduced the lead time to 15 minutes. In such a case, the WIP would be 1 and the production rate would be 4 cars per hour.
This is law is very effective tool for cost control management
Very informative
Excellent
Great 👍
Great video Sir!!! The concept is explained with nice demonstration.
I have a question regarding the throughput time. In this case, the throughput time is same for all processes i.e. 15 min but if my processing time is different for different processes e.g. 10, 40, 5, 20 min., then how to deal in such situation? because my waiting time of product will increase in this case
Ruchita Rane - Thruput time is not 15 min, thruput time is 2 hours initially. 15 minutes is the 'takt' time. At each station the cycle time needs to be 15 minutes or less. if it is not, it must be brought down by doing kaizen. Dr G
Nice video for business
Dr G, Thanks a lot for all the videos you and your students have posted.
I have a basic question after watching this video several times now.
Summarizing my understanding:
We need to produce 32 cars per day. So, considering we work for 8 hrs, we need to produce 4 cars per hour. So the takt time is 15 minutes. we need to produce one piece of the product in less than 15 minutes.
But in the above example, the product will be ready after 2 hrs (15 mins*8 processes). Where is takt time coming into picture? Are we not missing takt time here? If we say we can complete a product only after 2 hrs, how can we say takt time is 15 minutes?
Again, we say cycle time is a function of longest process. If we have processes which take 1 min, 3 min, 5 min, 6 mins and 4 mins, we say cycle time is 6 mins. Does it mean, we will have a finished product after 6 minutes? I would say NO. Because without going through all the processes, the product will not be ready isn't it?
Am i missing something here?
Also, throughput time is the time from step 1 to step 8 i.e. 2 hrs in the above example. And cycle time is 15 mins throughout. takt time is 15 mins, but shouldn't throughput time be less than takt time?
Vivek Poomagame
Vivek Poomagame dear ,takt time is maximum allowable time needed to produce 1 unit in order to meet customer requirement and here 15 mins (i.e total time we have for opertion/no. of unit demanded by customer 480/32=15 mins) taken to produce a car is correct and throughput time is the time between to convert raw material into finished product. that is 15*8=120mins
Vivek Poomagame dear ,takt time is maximum allowable time needed to produce 1 unit in order to meet customer requirement and here 15 mins (i.e total time we have for opertion/no. of unit demanded by customer 480/32=15 mins) taken to produce a car is correct and throughput time is the time between to convert raw material into finished product. that is 15*8=120mins
cycle time may be less than takt time here because process must have some delays
👍
"Kanzen" :)