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Written by Jeffrey T. Luftig, Ph.D.
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Page 7 of 10 Table II, which follows, shows how sample data collected for a an actual production line in a single Base Period would result in the calculation of each of the four components of TAU, as well as the TAU index itself.
| TAU Component | Level I Sub-component | Level II Sub-component
| Applicable values obtained
(minutes) | Potential Process Owner(s)
| Availability (0.9062 = 1305/1440) | Planned downtime (55) | Preventive maintenance / Sanitation
| 10
| - Maintenance department
- Sanitation crew
| Lunches and breaks
| 45
| | Unplanned downtime (80) | Failure and repair (25) | Product-related 25 | - Product engineering
- Process engineering
- Operations management
| Process related 0 | No demand (40) | Lack of sales 40 | | Choose not to sell 0 | No supply (15) | Internal (upstream) unit 15 | - Operations planning / scheduling
| External supplier 0 | - Operations scheduling
- Procurement /purchasing
| Choose not to run (0) | | 0
| - Operations management
- Sales and marketing
| Duty cycle (0.9693 = 1265/1305) | Set-ups (25) | Type/Model change - same product (10) | | - Operations management
- Sales and marketing
| Product change (15) | Changeovers (15) | Label change - same package (5) | | - Sales and marketing
- Operations planning / scheduling
| Package change (10) | Efficiency (0.4262) | Actual within product manufactured (0.8525) | 1300 Actual 1525 Theoretical maximum | | - Process engineering
- Operations management
| Product/process selection effect1 (0.500) | Portfolio maximum 3050
| | - Sales and marketing
- Operations planning / scheduling
| Yield (Recovery) (0.7731) | Acceptable unit count | 1300 - 295 = 1005
| - Operations management
- Process engineering
- Product engineering
| Unacceptable unit count (295) | In-process / within unit
| 0
| | End-of-line | 150 | Shipped and returned
| 145 |
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BPE 
