05 Modul ke:
Fakultas
TEKNIK Program Studi
Teknik Industri
Manajemen Operasional Desain Proses Ir. Hendri, MT.
Pemilihan Proses Pengatar Teknik Industri Desain Proses
Sistem Produksi, Sistem Manufaktur & Sistem Perusahaan SISTEM PERUSAHAAN SISTEM PERSONALIA
SISTEM MANAJEMEN
SISTEM PRODUKSI PERENCANAAN PRODUKSI
SISTEM KEUANGAN
SISTEM MANUFAKTUR
PENGENDALIAN PRODUKSI
DESAIN PRODUK DAN PROSES
STUDI PASAR
AKTIVITAS PRODUKSI
PENJAMINAN KUALITAS
Jenis Proses 1. 2. 3. 4.
Focus pada proses (Process Focus) Focus berulang (Repetitive Focus) Focus pada produk (Product Focus) Kustomisasi massal (Mass Customization Focus)
Heizer J. and Render B. (2010).
Pemilihan Proses Volume Volume Rendah Variasi Tinggi Satu atau hanya sedikit unit dalam sekali produksi (memungkinkan customization)
Process Focus projects, job shops (machine, print, hospitals, restaurants)
Perubahan dalam Modules Produksi dlm junlah sedang, biasanya berupa modul yg distandarisasi Perubahan Attributes (seperti tingkat, quality, ukuran, ketebalan, dll.) Hanya berproduksi dalam jumlah banyak
Proses Berulang
Volume Tinggi
Mass Customization (Sulit dicapai,tapi imbalan tinggi)
Repetitive (Mobil, Motor)
Strategi yg Buruk (baik biaya tetap dan variabel tinggi)
© 2011 Pearson Education, Inc. publishing as Prentice Hall
Product Focus (Baja, Kaca)
Fokus Pada Proses (Process Focus) • Sebagian besar produksi global dilakukan untuk membuat produk bervolume rendah, tetapi keragamannya tinggi pada tempat yang disebut “job shop”. Fasilitas seperti itu diatur sesuai dengan aktifitas atau prose tertentu. • Dalam sebuah pabrik,proses yang ada mungkin berupa departemen yang menangani pengelasan, penghalusan, dan pengecatan. • Dalam sebuah restoran, proses-proses tersebut mungkin berupa bar, panggangan, dan toko roti.
• Fasilitas yang ada terfokus pada proses dalam hal peralatan, tata letak, dan pengawasannya. Mereka menyediakan tingkat fleksibilitas produk yang tinggi seiring produk-produk berpindah sesaat diantara proses-proses yang ada.
Fokus Pada Proses (Process Focus)
Fokus Berulang (Repetitive Focus) • Lini proses berulang sama dengan lini perakitan klasik. Lini yang digunakan secara umum di hampir seluruh perakitan mobil dan peralatan rumah tangga, lebih terstruktur dan karenanya menjadi lebih tidak fleksibel dibandingkan suatu fasilitas yang terfokus pada proses. • Perusahaan makanan siap saji adalah suatu contoh proses berulang yang menggunakan modul (module). Contoh, daging, keju, saus, tomat, dan bawang, dirakit untuk mendapat suatu produk quasi-custom,yakni burger keju.
• Dengan cara ini, perusahaan memperoleh keunggulan ekonomis dari model yang kontinu dan keunggulan kustomisasi dari model bervolume rendah, serta berkeragaman tinggi.
Fokus Berulang (Repetitive Focus)
Fokus Pada Produk (Product Focus) • Proses yang memiliki volume tinggi dan keberagaman yang rendah adalah proses yang berfokus pada produk. Fasilitas produksi ditata di sekeliling produk, proses ini disebut juga proses kontinu sebab mempunyai lintasan produksi yang sangat panjang dan kontinu. • Produk seperti kaca, kertas, lembaran timah, bola lampu, bir dan baut dibuat melalui proses yang kontinu. Beberapa produk seperti bola lampu bersifat diskrit; produk lain seperti gulungan kertas bersifat nondiskrit
Fokus Pada Produk (Product Focus)
Fokus Kustomisasi Massal (Mass Customization Focus) Kustomisasi massal merupakan pembuatan produk dan jasa yang dapat memenuhi keinginan pelanggan yang semakin unik secara cepat dan murah. Kustomisasi massal biasanya dapat disediakan oleh manufaktur bervolume rendah (focus pada proses) dengan biaya seperti manufaktur bervolume tinggi dan terstandarisasi (focus pada produk). Bagaimanapun juga, mencapai tahap kustomisasi massal merupakan suatu tantangan yang membutuhkan peningkatan kemampuan operasional. Kaitan antara logistic, produksi, dan penjualan haruslah erat.
Strategi PLANING Kompetitif dalam manufaktur Case I Make to Stock
Case II Assemble-to-Order
Case III Make-to-Order
End Product
End Product
End Product
MPS/FAS
FAS MPS
FAS
Subassembly Level Raw Material/ Components MPS/FAS - Build finished items to forecast
Raw Material/ Components MPS - Build components and subassemblies FAS - Final assembly of exact configurations
MPS Raw Material/ Components FAS - Build only to customer orders
Analisa Proses Pengatar Teknik Industri Desain Proses
Pertanyaan untuk Analisis Proses Heizer J. and Render B. (2010).
1. Apakah proses didesain untuk mencapai keunggulan bersaing? 2. Apakah proses menghilangkan langkah-langkah yang tidak menambah nilai? 3. Apakah proses memaksimalkan nilai bagi pelanggan? 4. Apakah proses akan menambah order?
ANALISIS PROSES Tompkins, White dan Bozer (2010)
• Proses menentukan bagaimana produk diproduksi. • Spesifik produk, subassembly, bagian yang akan diproduksi sendiri atau disubkontrakkan kepada pemasok (keputusan membuat-atau-membeli).
• Desain proses dapat diketahui melalui: 1. 2. 3.
Identifikasi kebutuhan proses Pemilihan kebutuhan proses Urutan kebutuhan proses
1. Identifikasi Kebutuhan Proses
Parts List Air Flow Regurator
2.Pemilihan Kebutuhan Proses (Selecting the Required Processes)
BOM
2. Pemilihan Kebutuhan Proses (Selecting the Required Processes)
BOM
2. Pemilihan Kebutuhan Proses (Selecting the Required Processes)
Route Sheet
Route Shee Jack Stand Dongkrak Mekanis Wignjosoebroto, S, 2009.
PRODUCTION ROUTING Nama Benda Kerja : Jack Stand Dongkrak Mekanis Jenis Material No. Operasi Kerja
No. Gambar: 562
: Besi Tuang Kelabu Operasi Kerja
Mesin yg dipakai
Tools. Jigs & Fixtures
Wkt. Standard (Jam/Unit)
01
Membuat permukaan atau lubang senter dgn Centre drill
Turret Lathe
Chuck
0,019
02
Membubut/menghaluskan bagian atas, bawah dan sisi
820 Logan Lathe
Chuck, Form tools
0,064
03
Melebarkan lubang, membuat ulir dalam dan couter bore
2L. Gisholt Lathe
Square thread boring
0,042
3. Urutan Kebutuhan Proses 1. 2. 3. 4. 5. 6. 7. 8.
Flow Diagrams (Meyers) Flow Charts (Heizer) Assembly Chart (Tompkins) Operations Charts (Meyers & Tompkins) Precedence Diagram (Tompkins) Process Charts (Meyers & Heizer) Time-Function Mapping (Heizer) Value-Stream Mapping (Heizer)
1. Flow Diagrams
1. Flow Diagrams
Flow Diagram Material
2. Flow Charts
Flow Charts Perakitan Harley Davidson
Flow Proses
Flow Process Casting
DIE CASTING
Machining
MACHINING
GEN. SUB ASSY ENGINE
ASSY ENGINE
ASSY. UNIT
PLASTIC INJECTION
PAINTING PLASTIC
STRIPING
FINAL INSPECTION
RIM FORMING
PLATING
ASSY WHEEL
SHIPPING
PRESS
WELDING
PAINTING STEEL
GEN. SUB ASSEMBLY
Pola Aliran Bahan Proses Perakitan (Assembling) Tree Assembly Line Pattern • Karena penunjang materia berada dua sisi dari main-assembly line.
Seksi Welding
Seksi Plastik
Seksi Angine
Seksi Wheel
Proses pembuatan mobil di ADM
Welding proses
Proses Painting (Assembling Plant)
Proses Assembling (Assembling Plant)
Proses Inspection (Assembling Plant)
3.Assembly Chart
4.Operation Process Chart (OPC)
5.Precedence Diagram
6. Flow Process Charts
7.Time-Function Mapping Process order
Wait Order
Production control
WIP
Print
Extrude Product
Plant
Product
Sales
Receive product
Warehouse
Transport 1 day
2 days
1 day 6 days
Wait Product
Order product
Order
Customer
Move
1 day
1 day
8.Value-Stream Mapping
Analisa Flow Proses Pengatar Teknik Industri Desain Proses
Flow Process Tompkins, White dan Bozer (2010)
• Ada tiga katagori sistem aliran mulai dari tahapan supplai, manufaktur sampai kedistribusi, yakni:
1. Sistem manajemen material 2. Sistem aliran material 3. Sistem distribusi fisik.
Sistem Logistik
Sistem Logistik
1. Sistem Manajemen Material Kontrol produksi dan pembelian Penjual (vendor) Alat pemindahan material - transportasi Penerimaan (receiving), Tempat penyimpanan (storage) Akunting
2. Sistem Aliran Material
Dept. produksi kontrol dan Kualitas kontrol Dept. produksi, assemling, dan storage (penyimpanan) Kebutuhan alat pemindahan material untuk pergerakan material dan suplai. Warehouse (gudang)
3. Sistem Distribusi Fisik Pelangan (Customer) Dept. Penjualan (Sales)akunting, dan warehouse. Pemindahan material dan kebutuhan alat transportasi untuk pemindahan produk jadi. Distribusi produk jadi
Process Interactions Inputs and Outputs
Controls (procedures, inspections, training, etc.)
Inputs
Process Activities + Resources
Outputs
Management Systems – must define the sequence and interactions of processes
Process A
Process C Process B
Input Output Controls
Process D
A Quality Management System is focussed on meeting customer requirements.
Process A
Process C
Customer requirements
Customer Satisfaction Process B
Process D
Other Management Systems (Environmental, Safety, SOX, etc.) are mainly focussed on meeting regulatory requirements.
Process A
Process C
Regulatory requirements
Regulatory Compliance Process B
Process D
The Process Approach can be used for all Management Systems!
Ultimately every Management System must be seen by Top Management as an effective method for ensuring financial performance (even though it’s not a requirement). Process A
Process C
Investment
Profitability Process B
Process D
Compatibility with other management systems • Standard is intended to be compatible with other systems • It is aligned with ISO 14001 and 18001 to enhance compatibility • Standard does not include requirements for other management systems such as EMS, OHSM, or financial management • Integration of management systems is possible
The ultimate goal of any organization is to fully integrate all customer shareholder regulatory and any other requirements? (discuss) into ONE Business Management System.
Ideal scenario: Our clients’ Quality, Health & Safety and Environmental Management Systems operate within their Business Management System
BMS
Their BMS =
QMS
QMS+
FMS+
OHSMS
OHSM+ EMS+ ERP+ HR
EMS
All too common scenario that we need to help change: Their QMS, OHSMS and EMS are seen as the “ISO systems” and operate mostly outside of their BMS. Management does not see the value of these. “It’s something that we have to do for ISO” EMS
BMS QMS
OHSMS
This example clearly defines the Sequence versus Interactions sequence of processes but does it clearly define their interactions? How should process interactions be defined? Process A
Process C
Process B
Process D
Interaction of Processes • Interaction should be defined using inputs and outputs • Graphical representations such as process maps / flowcharts are perhaps the most easily understandable methods of describing interaction between processes, however not a specific requirement. • Interaction can be described with words if desired • At a minimum, the processes of the organization need to be identified as per 4.1a and their interaction needs to be clearly defined in the manual as per 4.2.2c.
Common methods used to define process interactions: 1. Flowcharting 2. SIPOC diagrams (Six Sigma method) 3. Process Turtles (ISO 9001 method)
4. Value Stream Mapping (Lean Manufacturing method) NOTE: How many times have your processes been defined in how many ways? Are all process definitions linked and do they complement each other (no redundancy)?
Personnel/Competency:
Inputs:
Tools/Equipment:
Outputs:
Process:
Measurements:
How/Methods/Controls
With What?
CAD/CAM systems Test equipment Warranty database Call center
Customer Consumer Marketing
PROCESS
INPUTS
SUPPLIERS
Lessons learned Service/Warranty Customer needs Marketing data Charter
OUTPUTS
Process Interactions
Status of projects – >90% First time capability >96% Eng. Warranty claims < 5% of total Budget – within 10%
CUSTOMERS
Robust design, durability, reliability, maintainability BOM/purchasing data Specifications Product standards
Engineering
How Effective?
With Who? Eng. Manager CAD Technicians Mech/Elec Engineers Administrative assistance Service Technicians
Purchasing Marketing/Sales Service Insp /Test department
Internal / External Mfg. Consumer
How? CAD systems and Database Engineering procedures 5-stage design process Test and build standards Warranty/claim data
PROCESS FLOW
Charter review and approval
5 Stage design plan Kick-off meeting multifunctional
CAD drawings, approval Simulation, life cycle Prototype Supplier evaluation/capability
Pre-production run Capability Ppk/Cpk Mfg. Feedback meeting Lessons learned
SAMPLE FLOW CHART Students
Parent
Demonstrated Disorder
Teacher
Nurse
Admin.
Recognize Problem
Coordinate People
No Decision Diamond Task Symbol
Problem Confirmed
Intervention Teaching Strategy Developed
Yes
End
Strategy Implemented
Results Evaluated
No
Continue Intervention ?
Yes
Change Strategy
Formal Referral To Be Made ?
Yes End
No Yes
Continue Existing Strategy
Develop/Teach Improved Strategy
Report Symbol
No
State Folder Completed
State Folder Filed
End
End
Terima Kasih Ir. Hendri, MT
