Cycle time: definition, calculation & difference to lead time

The cycle time describes the actual processing time of an individual production step and serves as a key performance indicator for optimizing production processes. It differs fundamentally from throughput time, which includes waiting and transportation times in addition to processing time. It is also essential to differentiate it from the cycle time, as this specifies the ideal production rhythm.

A precise calculation of the cycle time enables companies to identify bottlenecks and eliminate them in a targeted manner. Measures such as automation, reduction of set-up times and digital process monitoring can shorten cycle times, thereby increasing production capacities, reducing costs and optimizing quality standards.

This article shows how cycle times are calculated, the importance of the production KPI in industrial manufacturing and which measures reduce the processing time in production processes.

The cycle time (ZZ) describes the processing time of an individual production step and is a key performance indicator for optimizing industrial production processes. The cycle time indicates how long a work step actually takes - for example, the bagging of a product in the food industry or the filling of a canister in chemical production.

A key feature of the cycle time is that it only records the active processing time. In contrast to the process time, which takes into account all accompanying time components (e.g. drying phases or waiting times), the cycle time only measures the period in which a product is actively processed. For example, a painting process in the automotive industry can take an hour because the component remains in the system during the drying time. However, the actual painting time of a single part is only a few minutes - precisely this time is recorded as the cycle time.

As a key production indicator, the cycle time makes it possible to identify bottlenecks and non-value-adding activities. Precise measurement provides the basis for optimization measures, which shortens production times, reduces costs and sustainably improves competitiveness

The terms cycle time and lead time are often confused, but describe different aspects of a production process. While the cycle time only measures the active processing time of an individual production step, the lead time covers the entire period from the start of production to the completion of the product.

The cycle time describes the period of time in which a workpiece is actively processed - for example, the filling of a canister or the sealing of a bag. It provides a direct indication of the speed of a particular work step and is essential for optimizing individual process steps.

The lead time, on the other hand, records all relevant time components that a product passes through during production. In addition to the active processing times, lead time also includes the following time components:

• Waiting times Delays due to machine downtimes or material bottlenecks
• Transportation times Internal logistics between the stations
• Downtimes Periods during which the product waits in interim storage for the next process step
• Set-up times Time required for machine changeovers and set-up

A company in the chemical industry fills canisters with hydrogen peroxide. The cycle time for filling a single canister is 15 seconds.

The lead time, on the other hand, can be several hours, as the canisters run through various testing, labeling and packaging steps after filling, resulting in transport and waiting times

The clear differentiation between cycle time and throughput time allows for targeted process optimization: companies that want to increase their production capacity must first and foremost reduce the cycle time.

Companies that want to shorten their delivery times, on the other hand, should work on the overall throughput time by minimizing waiting and idle times.

The cycle time and the clock time are two central but differently defined key figures in production planning. While the cycle time measures the actual time required for a single production step, the clock time specifies the ideal rhythm in which products must be manufactured in order to meet customer demand.

The cycle time describes the actual time required for a single production step - i.e. the period of time in which a product is actively processed. It varies depending on the process design, machine efficiency and production conditions. A cycle time that is too long can cause bottlenecks and limit the overall production output.

The cycle time is calculated as a target value and determines the time frame in which a product must be completed in order to meet customer demand. It is calculated by dividing the available production time per shift or day by the number of units required:

A manufacturer of food packaging produces 8,000 bags of flour every day. This example shows a negative deviation, which is a production bottleneck and can lead to a delayed delivery time.

• The clock time is 30 seconds per bag, as the production time of a working day is 4,000 minutes (8 hours × 60 minutes × 2 shifts) and is divided by the 8,000 units.
• However, the cycle time of a filling machine is 40 seconds per bag, which means that the machine is not able to produce the required quantity.

This example shows a negative deviation, which is a production bottleneck and can lead to a delayed delivery time.

The cycle time is calculated by directly measuring the time required for a specific production step. The time span between the start and end of an individual work step is recorded. This method provides precise data on the actual processing time and forms the basis for efficiency analyses and process optimization.

The most basic formula for determining the cycle time is as follows:

This calculation applies to simple production processes in which a single work step is considered in isolation. In many industrial applications, however, production processes consist of several successive processing steps. In such cases, the total cycle time is the sum of the processing times of the individual process steps:

It is important to note that only the active processing time is taken into account in this calculation. Time components that do not contribute directly to value creation, such as set-up times, waiting times or transportation times, are not included in the cycle time. Instead, these non-value-adding times are included in the calculation of the throughput time.

The exact recording of the cycle time is essential for a realistic assessment of production performance. In practice, cycle times are often recorded by direct measurements on machines or with the help of production management systems (MES). Particularly in automated production processes, such systems enable complete documentation of the actual cycle times and their comparison with the target specifications.

Determining the cycle time is not just a theoretical key figure, but an essential tool for identifying optimization potential. A cycle time that is too long can indicate that individual process steps are inefficient or that there are bottlenecks. Targeted process analyses can be used to identify weak points so that adjustments can be made to workflows to increase production speed.

Reducing the cycle time not only leads to higher production output, but also ensures significant cost savings. For example, unnecessary processing times can be eliminated through improved machine configuration or optimized task distribution within a team. Especially in highly regulated industries, such as the chemical or food industry, an exact calculation of the cycle time is crucial in order to make production processes stable and economical.

Cycle time is a key indicator of the efficiency of individual production processes. A target/actual comparison makes it possible to identify bottlenecks at an early stage and rectify them in a targeted manner - leading to cost savings, greater flexibility and stable quality standards.

• Cycle time too high → Indication of inefficient processes, technical limitations or suboptimal workflows.
• Cycle time too low → Risk of quality problems or inadequate process controls.

By making targeted adjustments to machines, work processes or personnel structures, companies can manage their production more efficiently and eliminate bottlenecks more effectively.

An optimized cycle time has a direct impact on production costs. Cost savings can be achieved by reducing non-value-adding activities such as waiting or set-up times:

• Higher machine utilization thanks to faster production steps
• Reduction of rejects and rework thanks to stable process times
• Lower operating costs thanks to reduced energy and material consumption

Companies that continuously monitor and optimize their cycle times achieve a sustainable reduction in production costs while simultaneously improving quality.

In industries with high product diversity or short product life cycles, rapid adaptation to demand is crucial. A reduced cycle time makes this possible:

• Respond more quickly to customer requests
• Adapt production capacities flexibly
• Shorten delivery times and increase competitiveness

This is particularly relevant for companies in the chemical, petrochemical and food industries, where production processes need to be stable, efficient and flexible at the same time.

An optimized cycle time also ensures an improvement in product quality, because:

• Shorter machine running times reduce wear and lower the risk of downtime
• Lower process fluctuations minimize rejects and complaints
• Stable process control ensures consistently high product standards

In food and chemical production in particular, a consistent, precisely controlled cycle time is crucial for product safety and consistent quality.

Reducing cycle time is a key lever for increasing production efficiency. In order to reduce the processing time per unit, non-value-adding activities must be eliminated, processes optimized and technological solutions used in a targeted manner. The following measures help to sustainably reduce the cycle time.

Many delays are caused by activities that do not offer any direct added value for the product. A detailed analysis of the production steps shows where there is potential for optimization.

Typical causes of excessively long cycle times:

• Waiting times due to material bottlenecks or machine downtimes
• Unnecessary movements of operators or machines that have no direct processing purpose
• Manual interventions that could be replaced by automation

Solution approaches:

• Optimization of material logistics to avoid bottlenecks
• Reorganization of workstations to reduce unnecessary movements
• Use of automation technologies to speed up manual processes

Set-up times do not contribute directly to added value, but they do have a significant impact on the cycle time. Shortening these times increases production output, especially with frequent product changes.

Effective measures to reduce set-up times:

• Parallelization of set-up processes so that machine running times are not interrupted
• Use of quick-change systems for tools and components
• Standardization of processes to minimize changeover errors

Cycle times can be significantly reduced through the targeted use of modern technologies. Automated solutions ensure consistent, predictable processing times and eliminate bottlenecks.

Automation options:

• Robot-assisted handling systems that speed up work processes
• Automatic control systems that sort out faulty products at an early stage
• Data-based process optimization by using machine and sensor data to uncover inefficiencies

Another key element in cycle time reduction is the continuous monitoring of production processes. Modern Manufacturing Execution Systems (MES) enable a detailed analysis of actual cycle times.

Advantages of digital monitoring:

• Early detection of deviations to minimize downtimes
• Data-based identification of bottlenecks in production
• Quick adjustment of machine parameters to optimize cycle times