Pengantar Teknik Industri TIN 4103

Pengantar Teknik Industri TIN 4103

Lecture 6 & 7 • Outline: – Perencanaan dan Perancangan Tata Letak Pabrik • Penentuan Lokasi Pabrik • Perancangan Layout Fasilitas

• References:  Heragu, S. (2008). Facilities Design (3rd Ed.). CRC Press.  Wignjosoebroto, Sritomo. 1996. Pengantar Teknik dan Manajemen Industri. Jakarta: Guna Widya.

Tata Letak Fasilitas

Pentingnya Perencanaan Fasilitas  Industrialisasi >>> long-term capital assets  Perawatan dan modifikasi >>> kinerja produksi  Overall planning process <<< anggaran belanja besar

www.aeunike.lecture.ub.ac.id

Pentingnya Perencanaan Fasilitas • 20-75% of product cost attributed to materials handling (Sule, 1991 and Tompkins et al. 2003) • Layout of facilities affects materials handling costs Facilities machines, departments, workstations, locker rooms, service areas, etc. www.aeunike.lecture.ub.ac.id

Tujuan Perencanaan Fasilitas • Mencapai visi organisasi/enterprise (perbaikan material handling, pengontrolan aliran material dan pencapaian ‘good housekeeping’)

• Meningkatkan efektivitas personil, peralatan, ruang, dan energi

• Meminimalkan investasi biaya • Menunjang proses perawatan yang teratur dan adabtable • Menunjang keselamatan dan kepuasan pekerja www.aeunike.lecture.ub.ac.id

Facilities Planning

Facilities Design

Structural Design

Facilities Layout Design

Facilities Location

Material Handling System Design


PENENTUAN LOKASI

Facilities Location Facilities Location Supply Chain Management

Raw material(s)

Supplier

Logistics Management Transportation and Distribution of Goods (raw materials, subassemblies and finished goods)

Manufacturing plant Assembly plant

Supplier Retail outlets

Manufacturing plant

Central distribution center(s)

Regional distribution center(s) Retail outlets

Regional distribution center(s)


Faktor - Faktor Pertimbangan dalam Analisa & Pemilihan Lokasi Pabrik 1. Projected Requirement in Production Inputs • Human resources (skills, amounts, quality, etc) • Raw materials, parts, components, etc • Energy, water & other utilities/services • Transportation/distribution & communication facilities • Physical space for planned facilities & future expansion

2. Objective Factors • Factors will affect the cost and profits of new installation • Projected levels of annual demand • Projected annual operating costs (transportation, wages, energy, water, taxes, etc • Costs of construction of new facilities • Other economic factors

3. Subjective Factors • Factors will influence the community and site selection • Existing laws that will affect the firm’s activities • Labor market characteristics, transportation & distribution networks, supporting infra-structure (power, water, waste treatment, telephone, etc.) • Community characteristics (demography/population make-up; cultural background, attitudes & tradition; quality of life (noise, congestion); housing, recreation & education facilities; financial services; and other services www.aeunike.lecture.ub.ac.id

Procedure for Selecting a Location for New Facilities/Plant


Classifications of logistics management problems • Location problems Determining the location of one or more new facilities in one or more of several potential sites

• Allocation problems Determine how much each facility is to supply each customer center

• Location-Allocation problems Determining how much each customer is to receive from each facility, number, locations, and capacities of facilities www.aeunike.lecture.ub.ac.id

Classification of Location Models LocationAllocation

Location Singlefacility

Multifacility Finite / Discrete

Qualitative

Infinite / Continuous

Qualitative & Quantitative

Quantitative

Minimize Total Cost

Minimize Maximum Cost


Techniques of Discrete Space Location Problems • Qualitative Analysis – Ranking procedure

• Quantitative Analysis – Transportation Simplex • Heuristic • Northwest corner • Vogel’s approximation

Penyelesaian Awal

• Hybrid Analysis – Brown-Gibson (1972) / Buffa-Sarin (1987) www.aeunike.lecture.ub.ac.id

Ranking Procedure • Metode kualitatif & subyektif • Untuk analisa & evaluasi untuk problem yang sulit untuk bisa di”kuantitatif”kan Tentukan alternatif lokasi ( j ) Buat Daftar Faktor2 ( Yij ) Lokasi Yang Relevan Beri Bobot Berdasar Derajat Kepentingannya untuk Setiap Faktor ( Wi )

• Raw material supply • Labor supply • Market location

• Climate condition • Law & rules • Factory utilities & services • etc.

• Raw material supply – X1 • Labor supply – X2 • Market location – X3 • Dst-nya • Alternatif lokasi A (j) – Skor (Wi) utk faktor Yij? • Alternatif lokasi B (j) • Alternatif lokasi C (j) • Dst-nya

Pengembangan Alternatif Lokasi & Skoring Bobot x Skor (Zj) (untuk setiap alternatif lokasi)

• Nilai alternatif lokasi = ∑ Bobot x Skor utk setiap faktor Zj = (Wi x Yij)


Contoh kasus PT. “X” ingin melakukan ekspansi pabrik dengan beberapa alternatif lokasi sbb : • Alternatif lokasi 1 = Sidoarjo • Alternatif lokasi 2 = Pasuruan • Alternatif lokasi 3 = Krian Faktor penentu yaitu Ketersedian bahan baku, Tenaga Kerja, dan Transportasi Bobot ketiga faktor penentu tersebut : Ketersedian bahan baku = 40% Tenaga Kerja = 35% Transportasi = 25%

Total = 100%


Pemberian skor nilai antara 0 – 10 diberikan sbb:

Faktor Penentu

Sidoarjo

Pasuruan

Krian

Ketersediaan bahan baku (40%)

8

5

7

Tenaga Kerja (35%)

7

8

4

Transportasi (25%)

9

7

8

Penentuan total nilai dari masing-masing alternatif lokasi : ZSidoarjo = (40% x 8) + (35% x 7) + (25% x 9) = 7,9 ZPasuruan = (40% x 5) + (35% x 8) + (25% x 7) = 6,55 ZKrian = (40% x 7) + (35% x 4) + (25% x 8) = 6,2 Total nilai terbesar adalah lokasi Sidoarjo dengan total nilai 7,9 www.aeunike.lecture.ub.ac.id

Heuristic Method • Least cost assignment routine methode • Prinsip : “alokasi demand sebesar-besarnya pada lokasi sumber yang memberikan biaya transportasi yang sekecil-kecilnya secara berturut-turut”

• Sederhana, cepat, namun hasil tidak selalu optimal


Contoh kasus Pada sel matrik dibawah ini diketahui adanya permintaan sebesar 10,000 ton dari 4 buah lokasi permintaan dengan kemampuan supplai yang sama besar dari 3 buah sumber. Dengan menggunakan metode heuristic akan ditentukan besarnya alokasi ke sel tertentu sbb : SUMBER

TUJUAN A1 $ 10

A2 $8

A3 $5

A4 $6

F1

2400 ton $5

$2

$6

$3

F2

4000 ton $9

$7

$4

$7

F3 Permintaan

Kapasitas

3600 ton 2300 ton

3400 ton

2500 ton


1800 ton

10000 ton

Langkah Penyelesaian : SUMBER

TUJUAN

A1 $ 10

F1

F2

$2

$7

$6

(2)

2500 ton

4000 ton

$7

2500 (3) 3400 ton

2400 ton

$3

600 $4

Kapasitas

$6 1200 (4)

1100 (5) 2300 ton

A4

$5

3400 (1) $9

Permintaan

$8

A3

1200 (6) $5

F3

A2

3600 ton 1800 ton

10000 ton

Z = (1200x$10) + (1100x$9) + (3400x$2) + (2500x$4) + (1200x$6) + (600x$3) = $47700 www.aeunike.lecture.ub.ac.id

Northwest - Corner Rule • Prinsip : “alokasi pertama pada sel kiri atas, kemudian alokasi horizontal ke sel kanan dan kemudian vertikal kebawah, dst....”


Contoh kasus Soal sama dengan di atas: TUJUAN

SUMBER

A1

A2

$ 10 F1

2300

(1)

$8 100

$5 F2

2400 ton

(3)

$6 700

$7

3400 ton

$3 4000 ton

(4) $4

1800 2300 ton

$6

(2)

F3 Permintaan

Kapasitas

A4

$5

$2 3300

$9

A3

(5)

2500 ton

$7 1800

(6)

1800 ton

3600 ton 10000 ton

Z = (2300x$10)+(100x$8)+(3300x$2)+(700x$6)+(1800x$4)+(1800x$7) = $ 54400 www.aeunike.lecture.ub.ac.id

Vogel’s Approximation Method • Prinsip : “alokasi ditentukan berdasarkan selisih terbesar antara 2 unit biaya (Cij) terkecil dalam satu kolom atau satu baris, Perhitungan selisih biaya terbesar berlanjut sebanyak iterasi yang dilakukan, Alokasi suplai maksimal pada sel yg terpilih”

• Lebih panjang prosesnya namun hasil lebih optimal dibanding dua metode sebelumnya


Contoh kasus

Langkah 1 : Soal sama dengan di atas:

TUJUAN SUMBER

A1

A2

$ 10

A3

A4

$5

$5

$6

2400 ton

(6-5) 1

$2

$6

$3

4000 ton

(3-2) 1

$4

$7

3600 ton

(7-4) 3

3400 $9

Cij

$8

F1 F2

Kapasit as

(1) $7

F3 Permintaan

2300 ton

3400 ton

2500 ton

1800 ton

Ci

(9-5) 4

(7-2) 5

(5-4) 1

(6-3) 3

10000 ton

1. Perhitungkan selisih 2 unit cost terkecil (Ci) dari tiap baris dan kolom dari sel matrik tersebut 2. Pengalokasian akan dilakukan pada kolom dengan hasil unit cost terbesar (kolom ke-2) dan sel yang unit cost yang terkecil (sel (2,2)) www.aeunike.lecture.ub.ac.id

Langkah 2 : TUJUAN

SUMBER

A1

A2

$ 10

A3

$8

A4

$5

F2

600

(2) $9

$2 3400

$6

$4

2300 ton

Ci

(9-5) 4

3400 ton

(6-5) 1

600 ton

(5-3) 2

3600 ton

(7-4) 3

$7

F3 Permintaa n

2400 ton $3

(1) $7

Cij

$6

F1 $5

Kapasitas

2500 ton

1800 ton

(5-4) 1

(6-3) 3

6600 ton

1. Arsirlah kolom kolom ke-2, karena kolom tersebut sudah terpenuhi semua permintaannya 2. Hitung kembali selisih unit cost tiap kolom dan baris. 3. Dari sel matrik diatas (langkah 2), nilai selisih unit cost terbesar pada kolom 1, dan alokasi unit cost terkceil pada sel (2,1). Namun karena supplai dari sumber 2 hanya memiliki 600 ton/minggu, maka alokasi hanya bisa sebesar 600 ton/minggu ke sel (2,1). 4. Arsirlah baris ke-2. www.aeunike.lecture.ub.ac.id

Langkah 3 : TUJUAN

SUMBER

A1

A2

$ 10

A3 $8

A4 $5

F2

600

(2) $9

$2 3400

$7

2.

$4 2500

Permintaan

1700 ton

Ci

(10-9) 1

3400 ton

2400 ton

(6-5) 1

600 ton

(5-3) 2

3600 ton

(7-4) 3

$3

(1)

F3

1.

$6

Cij

$6

F1 $5

Kapasitas

$7

(3)

2500 ton

1800 ton

(5-4) 1

(7-6) 1

6000 ton

Selisih unit cost terbesar berikutnya adalah pada baris ke-3, dan alokasi unit cost terkecil pada sel (3,3) sejumlah 2500 ton/minggu. Arsirlah kolom 3. www.aeunike.lecture.ub.ac.id

Langkah 4 : TUJUAN

SUMBER

A1

A2 $ 10

A3 $8

A4 $5

F1

1800 $5

F2

$6

600

(2) $9

$2

3400

$6

$7

$4 2500

1700 ton

Ci

(10-9) 1

$3

(1)

F3 Permintaan

(4)

3400 ton

$7

(3)

2500 ton

1800 ton

(5-4) 1

(7-6) 1

Kapasi tas

Cij

2400 ton

(10-6) 4

600 ton

(5-3) 2

1100 ton

(9-7) 2

3500 ton

1. Selisih terbesar pada langkah ke-4 adalah pada baris pertama, dan alokasi unit cost terkecil untuk sel (1,4) A 2. Arsirlah kolom 4. www.aeunike.lecture.ub.ac.id

Langkah 5 : TUJUAN

SUMBER

A1

A2

$ 10 F1

600

$8

600

(2) $9

F3

1100

A4 $5

$2 3400

1700 ton

Ci

(10-9) 1

(4)

$7

$4 2500

3400 ton

(5-4) 1

4

600 ton

(5-3) 2

1100 ton

9

$7

(3)

2500 ton

600 ton

$3

(1)

(5)

Permintaa n

$6

Cij

$6 1800

(5) $5

F2

A3

Kapasitas

1800 ton (7-6) 1

1700 ton

1. Selisih terbesar pada baris ke-3, alokasi unit cost terkecil pada sel (3,1) 2. Arsirlah baris ke-3. 3. Sel terakhir yang tersisa adalah sel (1,1) akan dialokasikan sebesar 600 ton/minggu. www.aeunike.lecture.ub.ac.id

Hasil Akhir : TUJUAN

SUMBER

A1

A2

$ 10

F1

600

$8

600

(2) $9

F3 Permintaan

1100

$5

3400

$6

(4)

600 ton

$7

$4 2500

3400 ton

1600 ton

$3

(1)

(5)

1700 ton

$6

1800 $2

Kapasitas

A4

(5) $5

F2

A3

$7 1100 ton

(3)

2500 ton

1800 ton

1700 ton

Z = (600x$10) + (600x$5) + (1100x$9) + (3400x$2) + (2500x$4) + (1800x$6) = $46500


Perbandingan Hasil METODE

HASIL (Z)

KESIMPULAN

LEAST COST

$47700

BELUM OPTIMAL

NORTHWEST

$ 54400

BELUM OPTIMAL

VOGEL

$46500

SUDAH OPTIMAL???

Untuk mengoptimalkan hasil dari metode2 penyelesaian awal diggunakan metode Stepping Stone


Stepping Stone Method • Langkah Optimalisasi • Prinsip :  Alokasikan kembali supply pada sel yang kosong (belum teralokasikan) dengan perbedaan biaya transportasi tiap sel yang terkecil  Semua sel kosong dihitung indeks cost sebagai indeks penyesuaian dan dipilih sel yang negatif nilainya

 Alokasi dilakukan pada rangkaian sel-sel dalam suatu “unique closed path”  Iterasi dilakukan sampai semua indeks penyesuaian bernilai positif


Metode Brown-Gibson Menggunakan konsep “Preference of measurement” konsep penilaian terhadap suatu alternatif solusi dengan kriteria tertentu berdasarkan prinsip preferensi, yang menggabungkan faktor-faktor kristis (critical), kuantitatif (obyektif) dan kualitatif (subyektif).

Langkah penyelesaian metode ini adalah sbb: 1. Eliminasi alternatif yang jelas tidak memenuhi syarat / tidak layak (critical factor). Misalnya : Harga lahan melebihi budget untuk investasi lahan, p

CFi  CFi1CFi 2 ...CFip   CFij i 1

2. Tentukan Performance of measurements dari Objective Factor (OF) 1 OFi  1   C  (  i Ci ) Ci adalah total annual cost untuk alternatif i

Contoh: Alternatif

Labor

Distribution

Tax

Others

Total (Ci)

Lokasi A

3,62

2,08

0,25

4,0

9,95

0,100503

Lokasi B

3,4

2,75

0,3

4,0

10,45

0,095694

Lokasi C

3,75

2,9

0,4

4,0

11,05

0,090498

Yearly Cost (Rp,1,000,000,000,-)

1/Ci

Total: 0,286695 Sehingga dapat dihitung besarnya Performance of Measurement dari tiap alternatif : OFA =

1 9,95x0,286695

= 0,35056

OFB =

1 10,45x0,286695

= 0,33378

OFC =

1 11,05x0,286695

= 0,31566

Total OFi = 0,35056 + 0,33378 + 0,31566  1

3. Tentukan Faktor Subyektif yang berpengaruh secara significant terhadap penentuan lokasi dan tentukan SFi.

SFi = (W1xR1)+ (W2xR2)+ (W3xR3)+... Wi = rating faktor untuk setiap faktor subyektif yang ada Ri = rating faktor untuk setiap alternatif berdasarkan tiap faktor subyektif

• Gunakan tabel perbandingan antar faktor subyektif membandingkan tingkat kepentingan (“Faktor mana yang lebih penting dari 2 faktor yang dibandingkan?” ). Jika Faktor A lebih penting dibanding faktor B, maka faktor A diberi nilai 1, faktor B diberi nilai 0. Jika kedua faktor dinilai memiliki tingkat kepentingan yang sama maka kedua faktor tersebut diberi nilai 1

Contoh: Terdapat 3 faktor subyektif yaitu tersedianya : a. Fasilitas pendidikan b. Fasilitas perumahan c. Sikap Masyarakat

Penentuan Index Faktor Subyektif Pairwise Comparation Faktor Subyektif

Sikap Masy.

Total Score

Pendidikan

Perumahan

Pendidikan

1

1

1

3

0,43

Perumahan

0

1

0

1

0,14

Sikap Masy.

1

1

1

3

0,43

7

1,00

Dari tabel diatas diketahui bahwa : Faktor pendidikan lebih penting dari faktor perumahan Faktor pendidikan sama pentingnya dengan faktor sikap masyarakat. Faktor perumahan tidak lebih penting dari faktor sikap masyarakat.

Wi

Perbandingan antar alternatif untuk faktor Pendidikan, Perumahan, Sikap Masyarakat: Faktor Pendidikan Pairwise Comparation

Alternatif A

B

C

Total Score

A

1

1

0

2

0,33

B

0

1

0

1

0,17

C

1

1

1

3

0,50

6

1,00

Total

Ri

Faktor Perumahan Pairwise Comparation

Alternatif A

B

C

Total Score

A

1

1

1

3

0,50

B

0

1

0

1

0,17

C

0

1

1

2

0,33

6

1,00

Ri

Faktor Sikap Masyarakat Pairwise Comparation

Alternatif A

B

C

Total Score

A

1

1

0

2

0,33

B

0

1

1

2

0,33

C

1

0

1

2

0,33

6

1,00

Total

Ri

Sehingga dapat ditentukan besarnya faktor subyektif dari tiap alternatif sbb: SFA = (0,43x0,33) + (0,14x0,5) + (0,43x0,33) = 0,3538 SFB = (0,43x0,17) + (0,14x0,17) + (0,43x0,33) = 0,2388 SFC = (0,43x0,50) + (0,14x0,33) + (0,43x0,33) = 0,4031

Total SF = 0,3538 + 0,2388 + 0,4031  1 4. Tentukan bobot faktor obyektif (k) dan nilai LPMi • Antara faktor obyektif dan faktor subyektif perlu ditentukan besarnya bobot dari kedua faktor tersebut, faktor mana yang lebih dianggap penting. Jika diberikan bobot untuk faktor obyektif sebesar 80%, k = 80%. • Maka faktor obyektif memberikan kontribusi terhadap nilai total sebesar 80% dan nilai subyektif hanya memberikan kontribusi sebesar 20% saja. Maka bobot untuk faktor subjective, (1-k) = 20%. Tahapan terakhir dalam metode ini adalah menentukan nilai LPM (Location Preference Measure)

LPMi = CFi [k (OFi) + (1-k) (SFi)]

Contoh: Dari contoh soal diatas sudah dapat ditentukan nilai OF dan SF dari masing-masing alternatif, dengan memberikan bobot untuk faktor obyektif sebesar 80%, k = 80% (sehingga bobot faktor subyektif = (1-k) = 20%), maka dapat ditentukan nilai LPM sbb : LPMA = (0,8 x 0,35056) + (0,2 x 0,3538) = 0,351208 (Alternatif Terbaik) LPMB = (0,8 x 0,33378) + (0,2 x 0,3538) = 0,337784 LPMC = (0,8 x 0,31566) + (0,2 x 0,3538) =0,323288

Total LPM = 0,351208 + 0,337784 + 0.323288  1 Kesimpulan : Alternatif terbaik adalah alternatif A dengan nilai LPM terbesar.

Application in Location Problems • Seers Inc. telah memiliki 2 plants yang melayani permimtaan di 4 kota. Saat ini Seers Inc. sedang mempertimbangkan untuk membuka satu cabang lagi. Alternatif yang dimiliki adalah Atlanta atau Pitsburg. Kapasitas maksimum yang diharapkan pada plant yang baru sebesar 330. Catatan: kedua alternatif tempat baru tidak membatasi kapasitas. TENTUKAN TEMPAT MANA YANG PALING SESUAI UNTUK MENDIRIKAN PLANT BARU. Data Costs, Demand, dan Supply adalah sbb: Boston

Philadelphia

Galveston

Raleigh

Supply Capacity

Albany

10

15

22

20

250

Little Rock

19

15

10

9

300

Atlanta

21

11

13

6

No Limit

Pitsburg

17

8

18

12

No Limit

Demand

200

www.aeunike.lecture.ub.ac.id 100 300

280

Latihan Soal Mole-Sun Brewing Company is evaluating six candidate locations-Montreal, Plattsburg, Ottawa, Albany, Rochester, and Kingston-for constructing a new brewery. The two critical, three objective, and four subjective factors that management wishes to incoporate in its decision making are summarized in the table. The weights of the subjective factors are also provided in the table. Determine the best location if the subjective factors are to be weigthed 50% more than the objective factors. Factors Critical Water Supply

Tax Incentives

Objective Revenue

Labor Cost

Subjective Energy Cost

Communit y Attitude

Ease of Transporta tion

Labor Unionizati on

Support Services

0.3

0.4

0.25

0.05

Albany

0

1

185

80

10

0.5

0.9

0.6

0.7

Kingston

1

1

150

100

15

0.6

0.7

0.7

0.75

Montreal

1

1

170

90

13

0.4

0.8

0.2

0.8

Ottawa

1

0

200

100

15

0.5

0.4

0.4

0.8

Plattsburg

1

1

140

75

8

0.9

0.9

0.9

0.55

Rochester

1

1

150

75

11

0.7

0.65

0.4

0.8

Layout Problem

Sistematika Perancangan Fasilitas


Prinsip-prinsip Perancangan Fasilitas • • • • • •

Integrasi Total Jarak Perpindahan Bahan Yang Minimal Aliran Proses Kerja Pemanfaatan Ruangan Kepuasan Dan Keselamatan Kerja Fleksibilitas


Permasalahan Layout? • Space Availability Penempatan fasilitas secara utuh dalam ruangan yang tersedia • Material Flow Process Pengaturan untuk kelancaran arus perpindahan • Material Handling Perpindahan material yang tidak dapat dihindari • Flexibility Penyesuaian bila terjadi investasi lanjutan www.aeunike.lecture.ub.ac.id

Applications • Manufacturing • Healthcare • Service – – – –

Restaurants Banks Airports Entertainment

• Logistics and Distribution – Ports/Terminals – Distribution Centers www.aeunike.lecture.ub.ac.id

Types of layout problems (Examples) • JIT manufacturer • Relayout of an existing facility • Relayout due to increased traffic (resulting from a merger) • Consolidation of manufacturing operations from two or more sites to one • Leasing of office space in a multi-story building • Find a better layout in existing space • Introduction of new product lines www.aeunike.lecture.ub.ac.id

Types of layout problems • • • •

Layout of a service system Layout of a manufacturing facility Warehouse layout Nontraditional layout


Operations review for office layouts (Suskind, 1989) • • • • • • • •

Is the company outgrowing its space? Is available space too expensive? Is building in the proper location? How will a new layout affect the organization and service? Are office operations too centralized or decentralized? Does the office structure support the strategic plan? Is the new layout in tune with the company’s image Does customer physically participate in service delivery?


Plan, Factory & Pabrik? • Plant, factory, production & manufacturing activities. • Proses fabrikasi & perakitan (assembly)


Macam-macam pabrik / industri Berdasarkan Output / Proses: • Raw Material/Primary Industries • Manufacturing Industries (Producer/ Consumer Goods) • Distribution/Transpor tation Industries • Service Industries


Macam-macam pabrik / industri


Service system layout – Dentist’s office

Staff Lounge

X-Ray Room

Records Room

Orthodontist’s Room

Dentist’s Room

Oral Hygienist’s Room

Oral Hygienist’s Room

Men’s Rest Room Reception Women’s Rest Room

Waiting Area


Service system layout – Grocery store


Office structures • • • •

Closed structure Semiclosed structure Open structure Semiopen structure


Closed structure


Semiclosed structure

Teller

Teller

Teller


Open structure


Semiopen structure


Manufacturing layout • Minimize transportation cost of raw materials, subassemblies, work-in-process inventory, tools, parts, finished products, etc. • Facilitate traffic flow • Improve employee morale • Minimize or eliminate risk of injury and property damage • Ease of supervision and face-to-face communication


Driveway layout


Warehouse layout


Nontraditional layout • • • •

Keyboard layout IC board layout Computer disk storage layout Airport gate layout


Product and Process Analysis www.aeunike.lecture.ub.ac.id

PRODUCT ANALYSIS


Data required for developing good layouts • Product Analysis Types of products and specifications Detail of components Production volume

• Process Analysis Material flow (patern, diagram, data) Types of layout www.aeunike.lecture.ub.ac.id

Product Analysis Specification



a.Dimension, Weight, Material & Drawing b.Quality of product c.Specific requirement

Volume



Production quantity & variation

Part’s Breakdown



a.Flow process. b.Assembly process. c.Processing time. d.Machine, jig, tool and other. www.aeunike.lecture.ub.ac.id

Process Flowcharts UPS

Active Bins

Receiving

Picking

Reserve Storage

Packing

Monogramming

Embroidering

Quality Assurance Back to Vendor

Hemming

Gift Boxing


Shipping

Parcel Post

Next-Day UPS

Process Maps Customer

Place order

Waiter

Is order complete?

Salad Chef

Dinner Chef

N

Y Give soup or salad order to chef

Prepare soup or salad order Prepare dinner order

Give dinner order to chef Drink

Get drinks for customer

Eat salad or soup

Deliver salad or soup order to customer

Eat dinner

Deliver dinner to customer

Receives check

Deliver check to customer

Gives payment to waiter

Receive payment for meal

Cash or Credit?

Credit

Cash Collect change, leave tip

Bring change to customer Run credit card through

Fill in tip amount

Return credit slip to customer

Collect tip


Give order to waiter Give order to waiter

Make vs. Buy?

BUY No

Can item be purchased?

No

MAKE

Yes

Can we make the item?

Yes

Is it cheaper for us to make?

No

BUY

No

BUY


Yes

Is the capital available?

Yes

MAKE

Found by superimposing the route sheets and the

assembly chart, a chart results that gives an overview of the flow within the facility.

Operations Process Chart


Operator Machine Charts TWO MACHINES Time 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7 7.5 8 Cycle Time Oper. Idle Mach Idle Prod Rate

Operator M1 M2 U1 UNLOAD RUN U1 UNLOAD RUN L1 LOAD RUN L1 LOAD RUN I&P RUN RUN T-2 RUN RUN U2 RUN UNLOAD U2 RUN UNLOAD L2 RUN LOAD L2 RUN LOAD I&P RUN RUN T-1 RUN RUN RUN RUN RUN RUN IDLE RUN RUN RUN RUN 8 2 0 0.25

min min min pc/min

THREE MACHINES Time 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7 7.5 8 8.5 9 Cycle Time Oper. Idle Mach Idle Prod Rate

Operator M1 M2 M2 U1 UNLOAD RUN RUN U1 UNLOAD RUN RUN L1 LOAD RUN RUN L1 LOAD RUN RUN I&P 1 RUN IDLE RUN T-2 RUN IDLE RUN U2 RUN UNLOAD RUN U2 RUN UNLOAD RUN L2 RUN LOAD RUN L2 RUN LOAD RUN I&P 2 RUN RUN IDLE T-3 RUN RUN IDLE U3 RUN RUN UNLOAD U3 RUN RUN UNLOAD L3 RUN RUN LOAD L3 RUN RUN LOAD I&P 3 IDLE RUN RUN T-3 IDLE RUN RUN 9 0 1 0.333333


min min min pc/min

PROCESS ANALYSIS


Manufacturing Process: Simple Description $

$

Suppliers $

Manufacturing

Manufacturing

CACAT

Material CACAT

RECYCLE

RECYCLE WIP Stotage WIP Stotage

WIP Stotage

Inventory

Quality Assurance Manufacturing

Inventory Distribution

CACAT CACAT RECYCLE


Five types of layout • • • • •

Product layout Process layout Fixed-position layout Group-technology layout Hybrid layout


Types of Departments/Layouts Volume High Product Department

Product Layout

Medium Fixed Location Layout Fixed Materials Location Department

Product Family Department Group Technology Layout

Process Layout Process Department

Low

Low

Medium

Source: John S. Usher class notes www.aeunike.lecture.ub.ac.id

High

Variety

Product layout


Product Layouts Product A Department

D

D

M

G

P

D

A

L

L

M

M

D

G

P

A

Product C Department

L

L

L

G

G

P


A

Shipping Department

Receiving Department

Product B Department

Process layout

DM TM

TM

VMM

DM

TM

DM

TM

VMM


BM

BM

The Process Layout Lathe Department

L

L

L

L

L

L

L

L

L

L

Milling Department

Drilling Department

M

M

D

D

D

D

M

M

D

D

D

D

G

G

G

P

G

G

G

P

Grinding Department Receiving and Shipping


Painting Department

A

A Assembly

A

Flow of Materials in Process Layouts Lathe Department

L

L

L

L

L

L

L

L

L

L

Milling Department

Drilling Department

M

M

D

D

D

D

M

M

D

D

D

D

G

G

G

P

G

G

G

P

Grinding Department Receiving and Shipping

Source: Russell & Taylor, 2007 www.aeunike.lecture.ub.ac.id

Painting Department

A

A Assembly

A

Project (Fixed-Position) Layout G

G

D

D

D

L

G

L L A L

M

A

P

Receiving and Shipping


Storage

Storage

G

Group technology layout

TM

BM

VMM

VMM

DM

TM

TM

DM

TM


DM

BM

Hybrid layout

TM

TM

TM

VMM

BM

DM

TM


Automated Manufacturing Cell


Systematic Layout Planning ANALYZE

Input Data and Activities 2. Activity Relationships

1. Flow of materials 3. Relationship Chart

4. Space Requirements

5. Space Available

SEARCH

6. Space Relationship Diagram

7. Modifying Considerations

8. Practical Limitations

SELECT

9. Develop Layout Alternatives

10. Evaluation Source: John S. Usher class notes

Systematic Layout Planning • Phase I - Determination of the location of the area where departments are to be laid out • Phase II - Establishing the general overall layout • Phase III - Establishing detailed layout plans • Phase IV - Installing the selected layout

Systematic Layout Planning • • • •

P Q R S

• T

Product: Types of products to be produced Quantity: Volume of each part type Routing: Operation sequence for each part type Services: Support services, locker rooms, inspection stations, and so on Timing: When are the part types to be produced? What machines will be used during this time period?

SLP

SLP

COPYRIGHT 2005. RICHARD MUTHER & ASSOCIATES – SLP OVERVIEW

Sample relationship diagram 1

2

3

4

5

COPYRIGHT 2005. RICHARD MUTHER & ASSOCIATES – SLP OVERVIEW

Lecture 8 – Preparation • Read: – Ekonomi Teknik

pens and calculator over the engineering drawings image by Elnur from Fotolia.com

Pengantar Teknik Industri TIN 4103

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