Takt Maturity Model: From Individual Successes Towards Systemic Change in Finland

Abstract

Interest in takt production has grown globally amongst lean practitioners within the last decade. In Finland, several successful takt implementation cases within the last five years have radically increased the interest in leveraging takted production systems. However, the discussion on how to transform the first success stories of takt production to the systemic improvement of productivity has remained scarce. This study aimed to conceptualize the requirements for systemically implementing takt production within projects and organizations in the form of a maturity level model. The study was conducted as an explorative, qualitative multiple case study. Through synthesizing the learnings of 24 takt implementation cases in Finland, we propose fifteen requirements for effectively implementing takt production, structured in the form of three maturity levels: i) technical takt planning, ii) social integration & takt control, and iii) continuous improvement. The study has implications for the industry players and researchers to develop an understanding of where they are now and where they should focus next to improve their takt production processes to achieve a systemic change. For further research and development, the proposed model should be validated by testing the model with the industry players.

Takt Production as Operations Strategy: Client’s Perspective to Value-Creation and Flow

“…Over the projects, the client should have an increased understanding of what level of value-creation the contractors can provide in certain settings, helping the clients assess demand rates for the projects that are realistic but tight enough to drive contractors to improve their operations management capabilities. Methods to improve these capabilities can be found in other studies, such as takt maturity development by Lehtovaara et al (2020).…”

Suggestions for takt production subcontract clauses – a conceptual study

“…P7: The expectations regarding the subcontractor's task planning and scheduling, required production rate and staffing, quality, safety and possible other matters must be made clear in the procurement phase (Thomas and Flynn, 2011). P8: Collaborative planning of takt production in workshops is recommended (Frandson et al, 2013), and for that reason among others, subcontractors must be orientated about takt production (Lehtovaara et al, 2020). P9: Takt production logistics can be standardized with repeating takt area specific transportations (Lehtovaara et al, 2019(Lehtovaara et al, , 2020, in which case subcontractors must know their role in the logistics system.…”

“…et al (2013),Frandson et al (2015);Gardarsson et al (2019),Haugen et al (2020) Subcontractors must be familiarized early with takt production for collaborative takt planning and production executionGardarsson et al (2019),Lehtovaara et al (2020) The takt plan may be modified during production (which logically requires flexibility from the subcontracts)Gardarsson et al (2019) Subcontractors partake in daily takt meetings during takt production, which have their own requirements and proceduresDlouhy et al (2016) Logistics in takt production should be planned preciselyLehtovaara et al (2019) Takt production controlThe execution of takt production has been challengingLehtovaara et al (2019), Lehtovaara et al (2020) Delayed takt production is restored with additional resources and overtime work Gardarsson et al (2019), Dlouhy et al (2019) Digitalization can be utilized for monitoring and information transfer in takt production and workers can be used for status reporting Alhava et al (2019) Takt production subcontracts Suitable payment methods for subcontractors must be studied further in takt production Vatne and Drevland (2016), Lehtovaara et al (2019) Production rates are equalized in takt production, which must be considered in subcontracts Linnik et al (2013), Frandson et al collaboration between the main contractor and subcontractor via subcontracts Eriksson and Laan (2007a); Eriksson (2008), Yin et al (2014); Wong and Cheung (2005); Pesämaa et al (2009); Arditi and Chotibhongs (2005) Suitable subcontract payment method selection Whitticks (2005), McGuinness (2008); ICE (2009) Requirement for fair subcontracts Uher (1991), Arditi and Chotibhongs (2005); Yik et al (2006), Uher and Davenport (2009) Subcontractor participation in production planning Marchington et al (1992), Maloney and Federle (1993); Coffey (2000) Early subcontractor informing and training to achieve fair subcontracts and production plan adherence Thomas and Flynn (2011); Shen et al (2017)Subcontractor steering with stage paymentsPotts (1988);McGuinness (2008), ICE (2009) Procedures and responsibilities regarding production delaysUher (1991),Uher and Davenport (2009) …”

Developing a Framework for Systemic Transformation of the Construction Industry

“…Despite primarily serving as a process-based innovation, takt production can be viewed as one key driver for systemic change; with increased maturity, takt planning and control touches almost all aspects of a project system (Lehtovaara et al 2020). It can be argued that when reaching the highest maturity levels, effective takt production process development is linked to product development (pull-based design management, constructability of designs), value creation (production pacing is matched with client's needs), information flow and digitalization (real-time situational awareness aided with digital tools) and learning of organizations and people (a collaboration between actors, continuous improvement, and holistic understanding on how effective project systems operate).…”