Cycle Time & Machining Calculator
Free Production Planning & Throughput Analysis Tool
Calculate total cycle time per part, production throughput, capacity planning, and cost per piece for operations scheduling and CNC machining estimates.
Time Components
Time to prepare machine, tooling, fixtures (once per batch)
Number of parts per production run (amortizes setup)
Time to load material and unload finished part
Actual machining/processing time (value-added time)
Quality control and measurement time
Idle time between operations (queuing, delays)
Cost & Planning Parameters
Equipment cost including depreciation, utilities, maintenance
Operator wages plus benefits
Number of operators assigned to this machine
Total hours machine can run (typically 8, 16, or 24)
% of available time actually producing (accounts for downtime)
Value-Added Ratio
Strong process efficiency
Run Time: 8 min / Total Cycle Time: 11.80 min
Cycle Time Breakdown
Throughput Analysis
Cost Analysis
R75/hr × 0.197 hrs
R35/hr × 1 operator(s) × 0.197 hrs
Machine + Labor costs
30 min setup @ combined rate = R0.55 per part
Utilization Impact
16 hrs × 85% utilization
≈ 12 parts per day
Value Stream Analysis
Lean Goal: Maximize value-added time. Target 70%+ for machining operations, 80%+ for assembly.
Understanding Cycle Time & Machining Time: Complete Guide
What is Cycle Time?
Cycle time is the total elapsed time from the start of production on one unit until the start of production on the next unit. It represents the actual time interval between completed parts and is the fundamental metric for calculating production capacity, throughput, and scheduling.
In manufacturing, cycle time includes all activities: setup (amortized per piece), loading material, actual machining or processing (run time), unloading, inspection, and any waiting or queue time. Understanding cycle time is critical for operations planning, quote estimation, capacity analysis, and lean improvement initiatives.
Key Distinction:
Cycle Time = How long to make one part (your capability)
Takt Time = How often you must make a part (customer demand)
Goal: Cycle Time ≤ Takt Time
Cycle Time Formula & Components
Cycle Time = (Setup Time ÷ Batch Size) + Load/Unload + Run Time + Inspection + Wait Time1. Setup Time (Amortized per Part)
Setup Time Per Part = Total Setup Time ÷ Batch SizeWhat it includes:
- Machine changeover (tool changes, fixture changes)
- Program loading and verification
- Material staging and preparation
- First article inspection and adjustments
- Documentation and work order setup
Example: 30 minutes setup ÷ 100 parts = 0.3 minutes per part
Impact on batch size: Larger batches reduce setup time per part but increase inventory. Smaller batches increase flexibility but cost more in setup time. Use SMED (Single-Minute Exchange of Dies) to reduce setup and enable smaller batches.
2. Load/Unload Time
What it includes:
- Loading raw material or workpiece into machine
- Clamping, fixturing, or positioning
- Unloading finished part
- Deburring or simple cleanup (if done at machine)
Typical values: Manual loading: 1-5 minutes, Automated: 0.5-2 minutes, Heavy parts: 5-15 minutes
Improvement opportunity: This is non-value-added time. Consider quick-release fixtures, poka-yoke (error-proofing), or automation to reduce.
3. Run Time (Value-Added Time)
What it is: The actual machining, forming, welding, or processing time when material is being transformed. This is the ONLY value-added time in the cycle.
For CNC machining, calculate as:
Run Time = (Total Tool Path Length ÷ Feed Rate) + Tool Change TimeTypical values: Simple parts: 2-10 minutes, Complex parts: 15-60 minutes, Heavy machining: 1-8 hours
Optimization strategies: Higher speeds/feeds (within tool limits), better tooling, multi-tool setups, optimized tool paths, high-efficiency roughing.
4. Inspection Time
What it includes:
- Dimensional checks (calipers, micrometers, CMM)
- Visual inspection for defects
- Surface finish measurement
- Functional testing
Typical values: Simple parts: 0.5-2 minutes, Complex parts: 5-15 minutes, Full CMM inspection: 30+ minutes
Balancing act: More inspection = higher quality but longer cycle time. Use statistical process control (SPC) to reduce inspection frequency while maintaining quality.
5. Wait Time (Queue Time)
What it includes:
- Waiting for operator (if running multiple machines)
- Waiting for inspection or approval
- Queue time before next operation
- Cooling time (if required)
- Material handling delays
Reality check: In many job shops, wait time can be 80-90% of total lead time. However, for cycle time calculations, only include wait time that's directly tied to each part (e.g., cooling time), not queue time between operations.
Major improvement opportunity: This is pure waste. Eliminate through better scheduling, one-piece flow, kanban systems, and cellular manufacturing.
Throughput Calculations Explained
Parts Per Hour (Theoretical Throughput)
Parts Per Hour = 60 minutes ÷ Cycle Time (minutes)Example: Cycle time = 11.8 minutes → 60 ÷ 11.8 = 5.1 parts/hour
Note: This is theoretical maximum. Actual throughput will be lower due to downtime, changeovers, breaks, etc.
Daily Capacity
Daily Capacity = Parts Per Hour × Available Hours × Utilization RateExample: 5.1 parts/hr × 16 hours × 0.85 = 69 parts/day
Variables:
- Available Hours: How long machine runs per day (8 for single shift, 16 for two shifts, 24 for three shifts)
- Utilization Rate: % of time actually producing (typically 75-85% to account for unplanned downtime, maintenance, meetings)
Weekly & Monthly Capacity
Weekly Capacity = Daily Capacity × Working Days (typically 5)
Monthly Capacity = Daily Capacity × Working Days (typically 20-22)Used for production planning, order acceptance, and capacity load analysis.
All Variables Explained in Detail
🔧 Machine Hourly Rate
The fully loaded cost to operate the machine for one hour.
Components:
- Equipment depreciation (purchase price ÷ useful life in hours)
- Utilities (electricity, compressed air, coolant)
- Maintenance and repairs (preventive + reactive)
- Floor space allocation cost
- Tooling consumption (tool life cost per hour)
- Insurance and property taxes
Typical rates: Manual machines: R450-900/hr, CNC mills/lathes: R900-1,800/hr, Multi-axis CNC: R1,800-3,600/hr, High-end machining centers: R3,600-9,000/hr
👷 Labor Hourly Rate
The fully loaded cost of operator labor per hour.
Includes: Base wages, payroll taxes (FICA, unemployment), health benefits, retirement contributions, paid time off, workers compensation insurance
Rule of thumb: Multiply base wage by 1.3-1.5 for fully loaded rate
Example: R432/hr base wage × 1.4 = R604.80 fully loaded
👥 Operators Per Machine
Number of operators assigned to run this machine.
Common scenarios:
- 1.0: Dedicated operator (manual machines, complex CNC)
- 0.5: One operator runs two machines (automated CNC)
- 0.25: One operator monitors 4+ machines (highly automated cells)
- 2.0: Two operators required (large parts, safety reasons)
Use fractional values for automation. Labor cost = Labor Rate × Operators × Cycle Time.
⏰ Available Hours Per Day
Total hours the machine can theoretically run per day (shift structure).
Common values:
- 8 hours: Single shift (day shift only)
- 16 hours: Two shifts (day + evening)
- 20 hours: Two and a half shifts (some weekend coverage)
- 24 hours: Three shifts (lights-out manufacturing, continuous operation)
Does NOT account for breaks, meetings, downtime—that's what utilization rate handles.
📊 Machine Utilization Rate
Percentage of available time the machine actually produces parts (accounts for all losses).
Losses include:
- Unplanned downtime (breakdowns, tool failures)
- Planned downtime (preventive maintenance)
- Changeovers between different parts
- Waiting for materials, tools, or instructions
- Lack of orders (demand gaps)
- Operator breaks, training, meetings
Typical ranges: World-class: 85-90%, Good: 75-85%, Average: 65-75%, Poor: <65%
Relationship to OEE: Utilization ≈ OEE (Availability × Performance × Quality)
📦 Batch Size
Number of identical parts produced in one production run before changeover.
Impact on cycle time: Larger batches spread setup time over more parts, reducing setup cost per unit. But larger batches also mean:
- Higher inventory carrying costs
- Longer lead times (waiting for full batch)
- Less flexibility to respond to changes
- Higher risk of obsolescence
Lean principle: Reduce setup time (SMED) to enable smaller batches without cost penalty. Target: Single-piece flow.
Example Calculation (Using Default Values)
Scenario: CNC Machined Aluminum Bracket
- Setup Time: 30 minutes per batch
- Batch Size: 100 parts
- Load/Unload: 2 minutes
- Run Time: 8 minutes (actual machining)
- Inspection: 1 minute
- Wait Time: 0.5 minutes
- Machine Rate: R1,350/hour
- Labor Rate: R630/hour
Step 1: Calculate Setup Time Per Part
Setup Per Part = 30 min ÷ 100 parts = 0.3 minutes
Step 2: Calculate Total Cycle Time
Cycle Time = 0.3 + 2 + 8 + 1 + 0.5 = 11.8 minutes
In hours: 11.8 ÷ 60 = 0.197 hours
Step 3: Calculate Throughput
Parts Per Hour = 60 ÷ 11.8 = 5.1 parts/hour
Step 4: Calculate Daily Capacity (16-hour operation @ 85% utilization)
Daily Capacity = 5.1 × 16 × 0.85 = 69 parts/day
Weekly: 69 × 5 = 346 parts
Monthly: 69 × 20 = 1,389 parts
Step 5: Calculate Cost Per Part
Machine Cost = R1,350 × 0.197 hrs = R266.00
Labor Cost = R630 × 1 operator × 0.197 hrs = R124.11
Total Cost Per Part = R390.11
Step 6: Value-Added Analysis
Value-Added Time (run time) = 8 minutes
Non-Value-Added = 11.8 - 8 = 3.8 minutes
Value-Added Ratio = 8 ÷ 11.8 = 67.8% (Good rating)
Summary:
This CNC operation produces 5.1 parts per hour with a daily capacity of 69 parts(16 hours @ 85% utilization). Each part costs R390.11 in machine and labor time, with a cycle time of 11.8 minutes. The value-added ratio of 67.8% is good but leaves room for improvement by reducing setup, load/unload, and inspection time.
Cycle Time vs. Takt Time: Understanding the Critical Difference
Cycle Time
Definition: How long it takes to make one part
Formula: Setup + Load + Run + Inspect + Wait
Represents: YOUR CAPABILITY—how fast you CAN produce
Source: Time studies, machine data, process analysis
Control: Process improvement, automation, lean methods
Takt Time
Definition: How often you must make one part to meet demand
Formula: Available Time ÷ Customer Demand
Represents: CUSTOMER NEED—the pace required
Source: Customer orders, demand forecast, sales data
Control: Sales, marketing, customer requirements
✓ Cycle Time < Takt Time
GOOD: You can meet demand with capacity to spare. Build in extra capacity for downtime.
≈ Cycle Time = Takt Time
RISKY: Operating at limit. Any downtime causes missed deliveries. No buffer capacity.
✗ Cycle Time > Takt Time
BAD: Cannot meet demand. Must reduce cycle time, add capacity, or lose orders.
Design Principle:
Target Cycle Time ≤ 85% of Takt Time. This 15% buffer accounts for downtime, quality issues, and variability while still meeting customer demand reliably.
Strategies to Reduce Cycle Time
1. Reduce Setup Time (SMED)
- Convert internal setup to external (prepare while running)
- Quick-change tooling and fixtures
- Pre-staging materials and tools
- Standardized work procedures
- Target: Setup time <10 minutes (single-digit minutes)
2. Optimize Run Time
- Increase speeds and feeds (within limits)
- Use high-performance tooling (coatings, geometries)
- Optimize tool paths (shortest distance)
- Reduce air-cutting (tool moves without machining)
- Multi-tool operations in single setup
3. Reduce Load/Unload Time
- Quick-release clamping systems
- Automation (robots, gantry loaders)
- Pallet systems (load offline)
- Ergonomic workstation design
- Eliminate deburring (better process control)
4. Streamline Inspection
- In-process inspection (during machining)
- Statistical Process Control (SPC) - reduce frequency
- Poka-yoke (error-proofing) - prevent defects
- Quick inspection fixtures and gages
- Automated measurement (vision systems, probes)
5. Eliminate Wait Time
- Cellular manufacturing (reduce material movement)
- One-piece flow (eliminate queues)
- Pull systems (kanban) for material supply
- Cross-trained operators (eliminate waiting for help)
- Visual management (clear priorities)
6. Increase Batch Sizes (Strategic)
- Balance setup cost vs. inventory cost
- Use Economic Production Quantity (EPQ)
- Consider demand variability
- BUT: Only after reducing setup time!
- Goal: Small batches with low setup penalty
Frequently Asked Questions
What's the difference between cycle time and lead time?
Cycle time is the time to produce one unit once you start working on it—the hands-on processing time.Lead time is the total elapsed time from order receipt to delivery, including queue time, scheduling delays, material procurement, and shipping. Example: Cycle time = 12 minutes per part, but lead time = 2 weeks because the part waits in queue for 13 days before reaching your machine. Lean manufacturing aims to reduce lead time by eliminating waste and queue time, making lead time approach cycle time.
How do I calculate machining time for CNC operations?
For CNC machining, run time = (Total Tool Path Length ÷ Feed Rate) + Tool Change Time. Example:Tool path = 2000 mm, feed rate = 250 mm/min → Cutting time = 2000 ÷ 250 = 8 minutes. Add 1 minute for tool changes = 9 minutes total run time. Most CAM software (Mastercam, Fusion 360, SolidCAM) calculates this automatically. For quick estimates, use your CAM's simulation with realistic speeds/feeds. Add 10-20% buffer for rapids, tool changes, and unexpected issues. For turning: Time = (Length × Passes) ÷ Feed Rate.
What is a good target for value-added ratio?
Benchmarks by operation type: CNC Machining: 60-75% (good), 75%+ (excellent). Assembly:70-85% (good), 85%+ (excellent). Manual machining: 50-65% (good). Batch processing:40-60% (setup dominates). World-class operations achieve 80%+ by minimizing setup, inspection, and handling. If your ratio is below 50%, focus on setup reduction (SMED), quick-change tooling, and process consolidation. Every 10% improvement in value-added ratio increases throughput by the same 10% without adding equipment or labor.
Should I increase batch size to reduce setup time per part?
It depends. Larger batches reduce setup cost per part but create problems: higher inventory carrying cost, longer lead times, reduced flexibility, and risk of obsolescence. Better approach: Use SMED (Single-Minute Exchange of Dies) to reduce setup time, then run smaller batches. Example: If setup = 60 minutes, batch size = 100 → 0.6 min/part. Reduce setup to 10 minutes using SMED → batch size = 20 gives 0.5 min/part with 80% less inventory! Calculate optimal batch using Economic Production Quantity (EPQ): EPQ = √((2 × Demand × Setup Cost) ÷ (Holding Cost × (1 - Demand Rate ÷ Production Rate))).
What machine utilization rate should I target?
Realistic targets by operation: Manual machines: 65-75% (operator-limited), Automated CNC:75-85% (excellent management), Lights-out automation: 85-95% (minimal downtime). Factors affecting utilization: Planned downtime (5-10%): PM, calibration, meetings. Unplanned downtime (5-15%): Breakdowns, tool issues. Changeovers (5-20%): Higher for job shops, lower for dedicated lines. No-load/waiting (5-15%): Material delays, scheduling gaps. Warning: Don't push utilization above 90% long-term—machines need maintenance and operators need breaks. Chronic 95%+ utilization causes burnout and deferred maintenance, leading to catastrophic failures.
How do I reduce cycle time without compromising quality?
Focus on waste elimination, not corner-cutting: (1) Optimize run time: Higher speeds/feeds within tool capability, better tool paths, advanced tooling. Test incrementally. (2) Reduce setup: Quick-change tooling, pre-staging, standardized procedures (SMED). (3) Streamline inspection: SPC to reduce frequency, in-process probing, poka-yoke to prevent defects. (4) Improve material flow: Eliminate queues, cellular layouts, one-piece flow. (5) Preventive maintenance: Reduce unplanned downtime that forces rushed work. (6) Training: Skilled operators work faster without quality loss. Never sacrifice quality for speed— rework costs more than doing it right the first time.
What's the relationship between cycle time and machine capacity?
Capacity is the inverse of cycle time: Theoretical Capacity = (Available Hours × 60) ÷ Cycle Time (minutes).Actual Capacity = Theoretical Capacity × Utilization Rate. Example: Cycle time = 10 minutes, Available hours = 16, Utilization = 80%. Theoretical = (16 × 60) ÷ 10 = 96 parts/day. Actual = 96 × 0.80 = 77 parts/day. To double capacity, you can: (1) Reduce cycle time by 50% (challenging), (2) Add another machine (expensive), (3) Add shifts (if demand justifies), or (4) Improve utilization by 25% (often easiest). Focus on utilization first—it's usually the lowest-hanging fruit.
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