Overall Equipment Effectiveness
Combines availability, performance, and quality losses into one line-health number. Standard TPM metric for equipment capability studies.
Little's Law
Relates work-in-process, throughput, and cycle time. Solve for whichever variable you don't have — pick the target field.
Takt Time
The pace production must run at to match customer demand — the pulse rate the line should be set to, not the pace it's capable of.
Bottleneck & Line Capacity
The slowest step sets the pace of the whole line. Enter each process step's cycle time — the app flags the constraint and computes daily capacity.
| Step | Cycle time (min/unit) |
|---|
SMED — Changeover Reduction
Quantifies the capacity gained from cutting changeover time — the direct output of a SMED kaizen event.
DPMO & Sigma Level
Defects per million opportunities, translated to an approximate short-term sigma level.
Rolled Throughput Yield
The probability a unit passes every process step right-first-time, with no rework. Multiplies, so even strong individual steps compound into a weak overall number.
| Process step | First-pass yield (%) |
|---|
Process Capability — Cp / Cpk
Cp measures whether the spec tolerance can fit your process spread. Cpk also accounts for how centred the process is — the number that actually matters for pharma robustness.
Cost of Poor Quality
Rolls up scrap, rework, inspection, and external failure cost into one figure — the number that turns a quality problem into a funded project.
ROI & Payback Period
Turns a completed improvement into the two numbers leadership actually asks for: return on investment and time to break even.