Measuring Process Performance: Pacing

demand for the product calculates the required cycle time for a process.
For example, if an automobile manufacturer needs to produce 1,000

automobiles during a shift where the assembly line operates 420 minutes,
the cycle time is 25.2 seconds (420 minutes/1,000 automobiles × 60
seconds/minute = 25.2 seconds/automobile).
Pacing
Movement of items through a process is coordinated through a timing
mechanism.
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Measuring Process Performance

There is much variation in the way performance metrics are calculated in
practice. This section defines metrics in a manner consistent with the
most common use in practice. It is vital, though, to understand exactly
how a metric coming from a particular company or industry is calculated
prior to making any decisions. This would be easier if metrics were
calculated more consistently, but this just is not the case. So if a manager
says utilization is 90 percent or efficiency is 115 percent, a standard
follow-up question is “How did you calculate that?” Metrics often are
calculated in the context of a particular process. Metrics used in cases
that you are studying may be defined slightly differently from what is
given here. It is important to understand, within the context of the case,
how a term is being used.
Comparing the metrics of one company to another, often referred to
as benchmarking, is an important activity. Metrics tell a firm if progress is
being made toward improvement. Similar to the value of financial
measures to accountants, process performance metrics give the
operations manager a gauge on how productively a process currently is
operating and how productivity is changing over time. Often, operations
managers need to improve the performance of a process or project the
impact of a proposed change. The metrics described in this section are
important for answering these questions. To help in understanding these
calculations, Exhibit 11.3 shows how these metrics relate to one another.
Exhibit 11.3 Process Performance Metrics
Possibly the most common process metric is utilization. As discussed

earlier in the chapter, utilization is the ratio of the time that a resource is
actually being used relative to the time it is available for use. Utilization is
always measured in reference to some resource—for example, the
utilization of direct labor or the utilization of a machine resource. The
distinction between productivity and utilization is important. Productivity
is the ratio of output to input. Total factor productivity is usually measured
in monetary units—dollars, for example—by taking the dollar value of the
output (such as goods and services sold) and dividing by the cost of all
the inputs (that is, material, labor, and capital investment). Alternatively,
partial factor productivity is measured based on an individual input, labor
being the most common. Partial factor productivity answers the question
of how much output we can get from a given level of input; for example,
how many computers are made per employee working in the computer
manufacturing plant? (See Chapter 2 for additional information about
productivity.) Utilization measures the actual activation of the resource.
For example, what is the percentage of time that an expensive machine is
actually operating?
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Productivity
A measure of how well resources are used. According to Goldratt’s
definition (see Chapter 23), all the actions that bring a company closer to
its goals.
Efficiency is a ratio of the actual output of a process relative to some

standard. For example, consider a machine designed to package cereal
at a rate of 30 boxes per minute. If during a shift the operators actually
produce at a rate of 36 boxes per minute, then the efficiency of the
machine is 120 percent (36/30). An alternative way that the term
efficiency is used is to measure the loss or gain in a process. For
example, if 1,000 units of energy are put into a process designed to
convert that energy to some alternative form, and the process produces
only 800 units of energy in the new form, then the process is 80 percent
efficient.
Efficiency
A ratio of the actual output of a process relative to some standard. Also,
being ”efficient” means doing something at the lowest possible cost.
Run time is the time required to produce a batch of parts. This is

calculated by multiplying the time required to produce each unit by the
batch size. The setup time is the time required to prepare a machine to
make a particular item. Machines that have significant setup time will
typically run parts in batches. The operation time is the sum of the setup
time and run time for a batch of parts that are run on a machine. Consider
the milk bottle filling machine that is designed to produce at a rate of 30
bottles per minute. The run time for each bottle is 2 seconds. To switch
the machine from one-quart bottles to one-gallon bottles requires a setup
time of 30 minutes. The operation time to make a batch of 10,000 one-
gallon bottles is 21,800 seconds (30 minutes’ setup × 60 seconds/minute
+ 2 seconds/bottle × 10,000 bottles), or 363.33 minutes.
Run time
The time required to produce a batch of parts.
Setup time
The time required to prepare a machine to make a particular item.
Operation time
The sum of the setup time and run time for a batch of parts that are run
on a machine.
In practice, setup time is often not included in the utilization of the

process. In essence, setup time is categorized like the downtime caused
by repair or some other disruption to the process. This assumption can
vary from company to company, so it is important when comparing the
utilization of a machine or other resource to understand exactly how the
company categorizes setup time.
Jason Lugo/Getty Images
The cycle time (also defined earlier in this chapter) is the elapsed time
between starting and completing a job. Another related term is flow time.
Flow time includes the time the unit spends actually being worked on,
together with the time spent waiting in a queue. In practice, the term cycle
time is often used to mean flow time. It is important to carefully determine
how the term is being used in the context of the process being studied.
Flow time
The average time it takes a unit to move through an entire process.
As a simple example, consider a paced assembly line that has six
stations and runs with a cycle time of 30 seconds. If the stations are
located one right after another, and every 30 seconds parts move from
one station to the next, then the flow time is three minutes (30 seconds ×
6 stations/60 seconds per minute).
The throughput rate is the output rate that the process is expected to
produce over a period of time. The throughput rate of the assembly line is
120 units per hour (60 minutes/hour × 60 seconds/minute ÷ 30
seconds/unit). In this case, the throughput rate is the mathematical
inverse of the cycle time.
Throughput rate
The output rate that the process is expected to produce over a period of
time.
Often units are not worked on 100 percent of the time as they move
through a process. Because there often is some variability in the cycle
time of a process, buffers are incorporated in the process to allow
individual activities to operate independently, at least to some extent. In
the six-station assembly line just described, consider the impact of having
10 additional buffer positions along the line. Assume that two of these
positions are between the first and second workstations, two are between
stations 2 and 3, and so forth. If these positions are always occupied,
then the flow time would be eight minutes (assuming a total of 16
positions along the assembly line and an average cycle time of 30
seconds).
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Process velocity (also known as throughput ratio) is the ratio of the
value-added time to the flow time. Value-added time is the time in which
useful work is actually being done on the unit. Assuming that all of the
activities included in the process are value-added activities, value-added
time should be the sum of the activity operation times in the process. The
process velocity (or throughput ratio) for our assembly line with the 10
additional buffer positions, assuming the positions are used 100 percent
of the time, is 0.375 (3 minutes/8 minutes).
Process velocity (throughput ratio)

The ratio of the value-added time to the flow time.
Value-added time
The time in which useful work is actually being done on the unit.
Production Process Mapping and Little’s Law

Next, we look at how to quickly develop a high-level map of a process,
which can be useful to understand how material flows and where
inventory is held. The approach used here should be the first step in
analyzing the flow of material through a production process. This idea will
be further developed in “Value Stream Mapping” in Chapter 12.
Consider a simple system that might be typical of many make-to-stock
companies. As shown in Exhibit 11.4, material is purchased from a set of
suppliers and initially staged in raw material inventory. The material is
used in a manufacturing process where the product is fabricated. After
fabrication, the product is put into finished goods inventory and from here
it is shipped according to orders received from customers.
Exhibit 11.4 Make-to-Stock Process Map

Measuring Process Performance: Pacing

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demand for the product calculates the required cycle time for a process.

For example, if an automobile manufacturer needs to produce 1,000

Measuring Process Performance

Possibly the most common process metric is utilization. As discussed

Efficiency is a ratio of the actual output of a process relative to some

Run time is the time required to produce a batch of parts. This is

In practice, setup time is often not included in the utilization of the

Jason Lugo/Getty Images

Process velocity (throughput ratio)

Production Process Mapping and Little’s Law

Exhibit 11.4 Make-to-Stock Process Map

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