This study takes a critical look at Takt planning and takt control (TPTC) by analysing a successful case project. In the study, the digital system architecture and collected data are used for providing a process break-down and analysis in terms of waste and potential root causes. The paper shows how vulnerable the TPTC is for disruptions caused by a lead waste, making-do/task diminishment, and ad-hoc tolerance management. Based on the digital footprint of the project, an explanation is given why good results in terms of money, customer satisfaction, time and quality were achieved even though the takt was practically lost towards the end of the project. The results indicate that the excellent outcome of the project was not based on TPTC and steep learning curve. Instead, the results were achieved by exploiting the real-time situation awareness provided by the digitalised smart site and disciplined use of applications, as well as by a pragmatic approach to planning and leading work on-site. The validity of the results is limited as the conclusions are drawn based on only one TPTC project.
Takt planning and takt control (TPTC), job sequencing, work in progress, makingdo/task diminishment, tolerance management