Fulfill Order
Transcript of Fulfill Order
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FULFILL ORDERFULFILL ORDERManufacturing Process
Manufacturing System
Motion and Time Study
Facilities La out
Manufaktur ?Manufaktur ?
RI 1321 Proses Manufaktur - Minggu 1 2
Definisi ManufakturDefinisi Manufaktur
Kata-kata manufaktur berasal dari bahasa latin (manus =
hand, factus =made)
Definisi manufacturing oleh Random House
Websters College Dictionary:
The making of goods or wares by manual labor or by
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machinery, esp. on a large scale.
Definisi dari National Science Foundations Workshop:
The creation and integration of informational and physical
processes to create economic wealth through the production of
artifacts. NSF 93-69.
Contoh Produk ManufakturContoh Produk Manufaktur
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Manufaktur (Technology Perspective)Manufaktur (Technology Perspective)
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Manufaktur (Economic Perspective)Manufaktur (Economic Perspective)
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Klasifikasi Industri Manufaktur (1)Klasifikasi Industri Manufaktur (1)Berdasarkan North American Industry Classification System (NAICS)Berdasarkan North American Industry Classification System (NAICS)
Food manufacturing,
Beverage & tobacco productmanufacturing,
Textile mills,
Wood productionmanufacturing
Paper manufacturing
Fabricated metal productmanufacturing
Machinery manufacturing
Computer and electronicproduct manufacturing
Electrical equip, appliance &component manufacturing
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Petroleum and coal productionmanufacturing
Chemical manufacturing
Plastic and rubberproduct manufacturing
Non-metallic mineralmanufacturing
Primary metalmanufacturing
Transportation equipmentmanufacturing
Furniture and related productmanufacturing
Miscellaneousmanufacturing
Klasifikasi Industri Manufaktur (2)Klasifikasi Industri Manufaktur (2)
Primary vs. secondary manufacturing Primary manufacturing adalah industri yang menghasilkan produk berupa
material yang akan diolah lebih lanjut, seperti steel mill s, textile mills,plastics.
Secondary manufacturing industri yang menghasilkan komponen atauproduk fungsional.
Discrete manufacturing vs. continuous manufacturing
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Discrete manufacturing adalah produsen komponen, part atau singleproduct, seperti gir, mobil, pesawat udara, dll.
Continuous manufacturing adalah produsen produk yang sifatnyakontinu seperti karet, plastic, sheet metal working, dll.
Mechanical manufacturing, vs. electronics manufacturingand chemical manufacturing
Klasifikasi berdasarkan disiplin ilmu
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Klasifikasi Industri Manufaktur BerdasarkanKlasifikasi Industri Manufaktur Berdasarkan
Standard ISIC 2 DigitStandard ISIC 2 Digit
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Proses Vs System ManufakturProses Vs System Manufaktur
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Jenis Material yang dipergunakanJenis Material yang dipergunakan
Metals Ceramics
and othersPlastics Composites
F er ro us No nfer ro us Thermoplastic Thermoset Polymer Matrix
Metal Matrix
Ceramic Matrix
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Stainless
Steels
Tool and
Die Steels
Cast Irons
Oxides
Nitrides
Carbides
Glasses
Graphite
Diamond
Alumi num
Copper
Magnesium
Titanium
Polypropylene
Nylon
ABS
PVC
Epoxy
Phenolic
Silicone
HalHal--hal yang akan dipelajarihal yang akan dipelajari
Mainly secondary, discrete, and mechanicalmanufacturing processes Casting, Forging, Rolling, Extrusion, Sheet
Metal Working, Machining, Non-traditional
Machining, Polymer Processing, Powder
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eta urgy nter ng, rocess ng o eramcsand Composites, and Joining.
Common aspects of manufacturingprocesses Dimensioning and Tolerance, Engineering
Metrology, Design of Experiment, ProcessCapability, Statistical Process Control, etc.
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Manufacturing ProcessManufacturing Process
1. Subtractive Process
Machining: Turning, milling, boring, grinding
Non-traditional machining: EDM, chemicalmilling, waterjet, etc.
Micro-electronics processes: Primarily etchingtype processes using either masks or beam
2. Additive Process
Rapid Prototyping Very flexible to part
3. Continuous Process
Pultrusion of composites
Metal Extrusion Net shape process
Plastic Extrusion
Czochralski Crystal Growth
Continuous Casting
4. Net shape Process
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s ape; usua y mte n matera c oces; sowrates; fully automated
Advanced Composites Processes Combination of additive and net shapeprocesses
Microelectronics Processes Physical andchemical vapor deposition processes andcoating methods
Joining & Assembly Broad category includeswelding, adhesives, and mechanical assembly
Solids: Metal Forming, Powders, Others
Liquids: Casting, Injection Molding, Others
Mixtures: Infiltration, Viscoelastics, Others
Characteristics
Hard tooling
Solid forming very fast cycle time
Thermal processes slower and depend uponcooling rate
Dimensional control is not as good asmachining
Injection MouldingInjection Moulding
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Metal CastingMetal Casting
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ForgingForging
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Sheet Metal StampingSheet Metal Stamping
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Plastic ExtrusionPlastic Extrusion
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Metal ExtrusionMetal Extrusion
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WeldingWelding
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Blanking and PunchingBlanking and Punching
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MillingMilling
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Water Jet MachiningWater Jet Machining
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ManufakturManufaktur Mengapa penting ?Mengapa penting ?
Proses manufaktur adalah kegiatan inti dari sebuah perusahaan.
Adanya kebutuhan terkait dengan Concurrent Enginnering
Design for X: manufacture, assembly, environment, etc.
61% alumni Teknik Industri ITS (berdasarkan hasil tracer study 2005 yangmelibatkan 86 responden lulusan dalam 4 tahun terakhir) bekerja di bidangmanufaktur
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esgn ngneers, ro uct ngneers, esearc an eve opment, anuactur ngEngineer, Planning, Safety, Materials, etc.
6% Dosen/Wiraswasta/Pegawai Pemerintah, dll.
33% Sektor Jasa Konsultan. Credit Company, Bank, dll
Di Amerika Serikat Industri menyumbangkan 20% GDP
Sektor Jasa : 70% U.S. GNP (retail, transportation, banking, education,communication, insurance and government).
Pertanian, Konstruksi, dan lain-lain : 10%
Bagaimana dengan peranan industri di Indonesia ?
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Proporsi pekerjaan Alumni TI ITS
33%
6%
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61%
Manufaktur Jasa Dosen / Wiraswasta
Responden : 86 orang lulusan periode 2001-2004
CIMOSA (PRODUK SEBAGAICIMOSA (PRODUK SEBAGAI
DASAR)DASAR) Sebuah industri manufaktur diawali/didorong oleh
keberadaan produk yang dihasilkan (dijual) & adanya siklus
hidup produk
Industri manufaktur umumnya menghasilkan produk dalam
jumlah besar dan sebagian part (pembentuk produk) dapat
berasal dari perusahaan lain.
Keputusan paling sederhana keputusan buat-beli
Produk
Part 1 Part 2
Part Be li Part Buat
Part HasilPerakitan
Part HasilForging
Part HasilTurning
... Part n
Keputusan buat beli make or buy
Perkenalan
Pertumbuhan
Maturity
Penurunan
Inovasi
CIMOSA (ARSITEKTUR BISNIS DALAMCIMOSA (ARSITEKTUR BISNIS DALAM
MANUFAKTUR)MANUFAKTUR) Apabila sebuah industri telah berjalan untuk menerima order,
melakukan produksi dan mengirimkan barang jadi kepada customer
maka kebutuhan pengaturan menjadi semakin bertambah dan
kompleks
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DEFINISI SISTEM PRODUKSIDEFINISI SISTEM PRODUKSI
Serangkaian peralatan, prosedur, operator/peopleuntuk menyelesaikan seluruh operasi manufakturdalam sebuah perusahaan
Kategori:
Fasilitas abrik dan eralatan dalam fasilitas danbagaimana penataan fasilitas tersebut (plant layout)
Sistem penunjang manufaktur serangkaianprosedur yang dipergunakan perusahaan untukmengelolla produksi dan menyelesaikanpermasalahan logistik dan teknis dalam pemesanan
material, aliran kerja dalam pabrik, dan memastikanbahwa produk memenuhi standar kualitas
SISTEM PRODUKSISISTEM PRODUKSI
SistemPenunjang
Manufaktur
Fasilitas
Produksi
FASILITAS SISTEM PRODUKSIFASILITAS SISTEM PRODUKSI
Fasilitas terdiri dari pabrik, mesin produksi, peralatan,material handling, peralatan inspeksi, dan juga sistemkomputer yang mengendalikan operasi manufaktur
Tata letak fasilitas cara pengaturan peralatan secara
untuk perangkat non-fisik misalnya software (virtuallayout)
Sistem produksi pengkategorian/penggolonganperalatan dan pekerja dalam pabrik
Lini produksi
Stasiun kerja tunggal dan pekerja/operator
SISTEM PRODUKSISISTEM PRODUKSI
Terdapat 3 kategori dalam partisipasi humanoperator dalam proses yang ada di sistemproduksi:
1. Sistem kerja manual seorang pekerja
melakukan satu atau lebih aktivitas ker a tan aalat bantu mekanik-elektrik, tetapimenggunakan hand tools
2. Sistem mesin dan pekerja seorang pekerjamengoperasikan peralatan yang menggunakansumber energi untuk pergerakannya
3. Sistem otomasi sebuah proses yang dilakukanmesin tanpa partisipasi langsung dari operator
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SISTEM KERJA MANUALSISTEM KERJA MANUAL
Penggunaan
hand tools
Pekerja
ProsesUnit pekerjaan
awal
Unit pekerjaan
selesai
SISTEM MESIN & PEKERJASISTEM MESIN & PEKERJA
Mesin
Pekerja
ProsesUnit pekerjaan
awal
Unit pekerjaan
selesai
SISTEM OTOMASISISTEM OTOMASI
Pekerja datang
secara periodik
Mesin
otomatis
Unit pekerjaan
awal
Unit pekerjaan
selesai
SISTEM PENUNJANG MANUFAKTURSISTEM PENUNJANG MANUFAKTUR
Melibatkan siklus aktivitas pengolahan informasidengan empat fungsi sebagai berikut:
1. Fungsi bisnis pemasaran dan penjualan,penerimaan order, akuntansi,customer billing(tagihan)
2. Design produk penelitian dan pengembangan,design engineering, pembuatan prototype
3. Perencanaan manufaktur perencanaan proses,perencanaan produksi, MRP, perencanaan kapasitas
4. Pengendalian manufaktur kendali lantai produksi,pengendalian persediaan, pengendalian kualitas
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SIKLUS PEMROSESAN INFORMASISIKLUS PEMROSESAN INFORMASI
DALAM SISTEM PENUNJANGDALAM SISTEM PENUNJANG
MANUFAKTURMANUFAKTUR
Desain
Produk
Pesanan dari
customer
Perencanaan
manufakturFungsi bisnis
Pengendalian
manufaktur
Sistem
Produks
i
OTOMASI SISTEM PRODUKSIOTOMASI SISTEM PRODUKSI
Terdapat dua kategori otomasi dalam sistem
produksi:
1. Otomasi lantai produksi dalam pabrik
. omputer sas s stem penun ang manu a tur
Apabila kedua hal tersebut diintegrasikan
maka sistem akan disebut sebagai
Computer-Integrated Manufacturing (CIM)
COMPUTER INTEGRATEDCOMPUTER INTEGRATED
MANUFACTURINGMANUFACTURING
Sistem Computer
Sistem
penunjang
manufaktur
Aplikasi
komputer
potensial
Produksi Integrated
ManufacturingFasilitas:
Peralatan
Pabrik
Potensi
aplikasi
otomasi
KOMPONEN SISTEM MANUFAKTURKOMPONEN SISTEM MANUFAKTUR
OTOMATISOTOMATIS
Contoh:
Peralatan permesinan otomatis
Transfer lines
Sistem perakitan otomatis
o o n us r yang me a u an operas prosesatau perakitan
Material handling dan sistem penyimpananotomatis untuk mengintegrasikan operasimanufaktur
Sistem inspeksi otomatis (automatic inspectionsystems ) untuk pengendalian kualitas
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SISTEM PENUNJANG MANUFAKTURSISTEM PENUNJANG MANUFAKTUR
TERKOMPUTERISASITERKOMPUTERISASI
Tujuan:
Mengurangi upaya yang bersifat manual danclerical dalam design produk, perencanaanmanufaktur, perencanaan dan pengendalian
,
Mengintegrasikan computer-aided design (CAD)dengan computer-aided manufacturing (CAM)dalam kerangka CAD/CAM
CIM mengintegrasikan fungsi CAD/CAM ke
dalam fungsi bisnis perusahaan
TENAGA KERJA MANUAL DALAMTENAGA KERJA MANUAL DALAM
SISTEM PRODUKSISISTEM PRODUKSI
Apakah ada tempat bagi pekerja manual dalam
sistem produksi modern?
Jawabnya: YA
a am ua aspe :
1. Pekerja manual dalam operasi pabrik
2. Pekerja dalam sistem penunjang manufaktur
PEKERJA MANUAL DALAM OPERASIPEKERJA MANUAL DALAM OPERASI
PABRIKPABRIK
Terdapat kecenderungan untuk menggantikanpekerja manual dengan sistem otomasi
Pertimbangan apa memanfaatkan pekerja manual?
Beberapa negara memiliki tingkat upah rendah dan
Aktivitas operasi secara teknologi terlalu sulit untukdibuat otomasi
Siklus hidup produk pendek
Produk khusus (customized) perlu fleksibilitas manusia
Mengikuti fluktuasi jumlah permintaan produk
Mengurangi resiko produk gagal/cacat
PEKERJA DALAM SISTEM PENUNJANGPEKERJA DALAM SISTEM PENUNJANG
MANUFAKTURMANUFAKTUR
Perancang produk yang menghasilkan kreativitasdalam pekerjaan design
Manufacturing engineer yang melakukan
Perancangan peralatan dan mesin produksi Perencanaan metode dan urutan produksi
Pemeliharaan peralatan
Pemrogramaan dan melakukan operasi komputer
Pekerjaan proyek teknik
Manajemen pabrik
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LINGKUP KAJIAN SISTEMLINGKUP KAJIAN SISTEM
MANUFAKTURMANUFAKTURLingkup Kajian Sistem Manufaktur seharusnya
Termasukinteraksi
dengan fungsibisnis lainnya
Sales &Marketing
AccountingSupplier
Sistem
Penunjang
Manufaktur
Sistem Penunjang
Manufaktur
Sistem Pengendalian
Kualitas
Level Enterprise
Level Factory
Groover
Fasilitas
Sistem
Produksi Sistem Manufaktur
Teknologi
Otomasi & Kendali
Teknologi
Material Handling
Proses manufaktur dan operasi perakitan
Sistem manufaktur terdiri dari seluruh komponen sistem produksiberikut dengan fungsi interaksi dengan fungsi bisnis lainnya secara
keseluruhan secara vertikal dan horizontal
Motion and Time StudyMotion and Time Study
Motion and time study can reduce and control costs, improve workingconditions and environment, and motivate people.
The basic purpose is to improve the work and to reduce waste .
1. Motion analysis techniques
2. Time study techniques
3. Uses of time standards.
Manufacturing management and engineering students are being preparedto design work stations, develop efficient and effective work methods,establish time standards, balance assembly lines, estimate labor costs,develop effective tooling, select proper equipment, and layoutmanufacturing facilities.
However, the most important thing is to learn how to train productionworkers in these skills and techniques so they can become motion andtime conscious.
Motion study offers a great potential for savings in any area ofhuman effort. We can reduce the cost by combining elements ofone task with elements of another.
Motion study uses the principles of motion economy to developwork stations that are friendly to the human body and efficient intheir operation.
Motion stud must consider the o erators safet
Time study can reduce cost significantly well. Time standards aregoals to strive for. In organizations that operate without timestandards, 60% performance is typical.
When time standards are set, performance improves to an averageof 85%. This is a 42% increase in performance:
85 % - 60 %------------------ = 42% performance increase.
60%
Incentive systems can improve performance even further.
Incentive system performances average 120%, that is another42% increase in performance:
120% - 85%
---------------------- = 42% performance increase.85%
Manufacturing plants with no standards average 60% performance.
Manufacturing plants with time standards average 85% performance.
Manufacturing plants with incentive systems average 120% performance.
If additional production output is required, dont buy moremachinery, dont add a second shift, and dont build a new plant.
Just establish a motion and time study program.
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Motion and time study is considered to be the backbone of industrial engineering,industrial technology, and industrial management programs because theinformation that time studies generate affects so many other areas, including thefollowing:
1. Cost estimating2. Production and inventory control3. Plant layout4. Materials and processes5. Quality
. aety
Motion study comes first before the setting of time standards. Motion study is adetailed analysis of the work method in an effort to improve it.
Motion studies are used to
1. Develop the best work method.2. Develop motion consciousness on the part of all employees.3. Develop economical and efficient tools, fixtures, & production aids.
4. Assist in the selection of new machines and equipment.5. Train new employees in the preferred method.6. Reduce effort and cost.
Motion study is for cost reduction, and time study is for costcontrol. Motion study is the creative activity of motion and timestudy.
Motion study is design, while time study is measurement.
Once the importance of motion and time study is understoodand accepted, the techniques of motion and time study are
.
Flow diagramsMulti activity chartsOperation chartsFlow process chartsProcess chartsOperations analysis chart
Work station designMotion economyFlow patternsPredetermined time standards system (PTSS).
Thetechniques of time study start with the last motionstudy technique,whichshows the close relat ionship between mot ion study and t ime study. Thetechniquesof time studyare:
1.Predetermined time standards system (PTSS)2.Stopwatch time study3.Standard data formula time standards4.Work sampling time standards5.Expert opinion and historical data time standards.
WHAT IS A MOTION STUDY?
Motion studies are performed to eliminate waste. Before any improvement inquality or quantity of output, any study of operations time, any scheduling ofwork or balancing of workload or any calculation of standard time,a study ofthe current and proposedmethod is required.
Studies of overall factoryflow or process,called macromotion studies, andthenadditional studies of detail or operations, called micromotion studies, shouldbecompletedfor a project.
Motion studies were conducted by Frank and Lillian Gilbreth about a centuryago in a search for the one best way. It is important to note that such studiesseek to minimize and simplify manual efforts.
Macromotion Study
Any process can be studied by dividing it into process activity. Althougheach activity is different, depending on the product, there are fiveclasses of activities that are included i n all processes. Savings, may befound in the process by reorganizing act ivities.
These activities found in ever se uence of rocesses are
Operations Changes in the properties of the product
Transportations Changes in the location of the product
Inspection Confirmation that change fits to specification
Delay Wait for start of operation, transportation, or inspection
Storage Wait until needed
When the process is first studied, each activity is recorded andarranged into one of the five classes. All observed acti vities arerecorded, and activities not done are not recorded. The purpose ofeach activity should be studied.
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Typically, the questions Who? What? Where? When? Why? and How? must beanswered. Next, each event is observed in the following sequence:
Can the activity be eliminated? If not,
Can the activity be combined and done with another activity? If not,
Can the activity be rearranged so occur in the sequence at an easier time? If not.
Can the activity be simplified with shorter distances, mechanical assist, or reducedcomplexity?
Once these questions are asked and the improvement sequence is defined, it isnecessar to draw a chart or dia ram that shows the motion im rovements.
Process Flow Plan A plan-view plant layout with activities overlaid
Process Operations Chart The sequence of serial and parallel operations
Process Chart All serial activities on a preprinted form
Flow Process Chart All serial and parallel activities on a single page
Work Cell Load Chart A plan view with repetitive operations
Route Sheet A planning tool for scheduling operations
Micromotion Study Considerable wasted motion and idle time can occur within an operation. This time
cant be found with macromotion studies because is usually within one processoperation. The improvement is gained from reducing the operation cycle time.
WHAT IS A TIMEWHAT IS A TIMESTANDARD?STANDARD?
The definition of a time standard is the time required to producea product at a work station with the following three conditions:
(1) a qualified, well-trained operator,
(2) working at a normal pace,
(3) doing a specific task.
These three conditions are essential to the understanding of timestudy.
The importance of time standards can be shown by the threestatistics 60%, 85%, and 120% performance.
The time standard is one of the most important pieces ofinformation produced in the manufacturing department. It is usedto develop answers for the following problems:
WHAT IS A TIME STANDARD?WHAT IS A TIME STANDARD? Continue..Continue..
Determining the number of machine tools to buy
Determining the number of production people to employ
Determining manufacturing costs and selling prices
Scheduling the machines, operations, and people to do the job and deliver ontime
Determining the assembly line balance, determining the conveyor belt speed,oa ng t e wor ce s w t t e correct amo unt o w or , an aancng t e wo rcells
Determine individual worker performance and identifying operations that arehaving problems so the problems can be corrected
Paying incentive wages for outstanding team or individual performance
Evaluating cost reduction ideas and picking the most economical method basedon cost analysis, not opinion
Evaluating new equipment purchases to justify their expense
Developing operation personnel budgets to measure management performance.
How would you answer the following questionsHow would you answer the following questionswithout time standards?without time standards?
How Many Machines Do We Need?
One of the first questions rose when setting up a new operation orstarting production on a new product is how many machines do weneed? The answer depends on two pieces of information:
a. How many pieces do we need to manufacture per shift?
b. How much time does it take to make one part? (Time standard)
EXAMPLE
1. The marketing department wants us to make 2,000 wagons per 8-hour shift.
2. It takes us 0.400 minutes to form the wagon body on a press.
3. There are 480 minutes per shift (8 hours/shift x 60 minu tes/hr).
4. - 50 minutes downtime per shift (breaks, clean-up, etc.)
5. There are 430 minutes per shift available @ 100%.
6. @ 75% performance (based on history) (0.75 x 430 = 322.5).
7. There are 322.5 effective minutes left to produce 2,000 units.
322.5
8. ---------------- = 0.161 minutes per unit, or 6.21 parts per minute.
2,000 units
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The 0.161 minutes per unit is plant rate. Every operation in theplant must produce a part every 0.161 minutes; therefore, howmany machines do we need for this operation?
Time standard = 0.400 minutes/unit
----------------------------------------------------- = 2.48 machines
Plant rate = 0.161 minutes/unit
This operation requires 2.48 machines. If other operations arerequired for this kind of machine, we would add all the machinerequirements together and round up to the next whole number.
In this example, we would buy three machines. (Never rounddown on your own. You will be building a bottleneck in yourplant.)
How Many people should we hire?
Look at the operations chart shown in Figure 4 -1.
From a study of this chart, we find the time standard (or everyoperation required to fabricate each part of the product and each
product.
In the operation shown here (casting the handle), the 05 indicates theoperation number. Usually, 05 is the first operation of each part. The500 is the pieces per hour standard. This operator should produce500 pieces per hour. The 2.0 is the hours required to produce 1,000pieces. At 500 pieces per hour, it would take us 2 hours to make1,000. How many people would be required to cast 2,000 handlesper shift?
Not many people, departments, or plants work at 100% performance.How many hours would be required if we work at the rate of 60%, 85%, or120%?
4 hours 4 hours 4 hours----------- = 6.66 hours; ------------- = 4.7 hours; -------------- = 3.33 hours.
60% 85% 120%
Look again it use operations chart shown in Figure 4-1. Note the total138.94 hours at the bottom right side. The operations chart includes everyoperation required to fabricate, paint, inspect, assemble, and pack out aproduct. The total hours is the total time required to make 1,000 finishedproducts.
In our water valve factory, we need 138.94 hours at 100% to produce 1,000water valves. If this is a new product, we could expect 75% performanceduring the first year of production. Therefore,
138.94 hours per 1,000---------------------------------- = 185 hours/1,000 where 75% = 0.75
75% performance
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The marketing department has forecasted sales of 2,500 watervalves per day. How many people are needed to make water valves?
185 hours/1,000 X 2.5 (1,000) = 463 hours/day needed.
463 / 8 = 57.87 which is e ual to 58 eo le.
Management will be judged by how well it performs to this goal.
If less than 2,500 units are produced per day with the 58 people,management will be over budget, and that is not good.
If it produces more than 2,500 units per day, management is judged
as being good at managing, and the managers are promotable.
Frame Work for FacilitiesPlanning
[Q. Lee, IIE Solution, 1997]Layout or space planning involves five levels -
from the global maps of site location to
engineering drawing tools and workstations
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Level 1: Global site location
Level 2: Supra-space plan
Level 3: Macro-space plan
Level 4: Micro-space plan Level 5: Sub-micro-space plan
LEVEL 1: Global site locationLEVEL 1: Global site location
The firm decide where to locate facilitiesand determine their missions
The most strategic impact
Major considerations: labor rates, tax break,
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labor skill and attitudes, supporting services,politics,etc.
Appropriate planning results in facilitiesoptimized for the markets and located nearthe most important resources
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LEVEL 2: SupraLEVEL 2: Supra--space planspace plan
Site planning, including number, size,
location of buildings, as well as roads,
water, gas, and rail
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nvo ve a ser es o raw ng s ow ng
past, present and future configurations
Planning still has long-term and far
reaching consequences
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LEVEL 3: MacroLEVEL 3: Macro--space planspace plan
A macro-layout, plans each building,
structure, or sub-unit of the site
The designers define and locate operating
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flow
Easier to correct than site level decisions
A poorly planned facility can bring high
handling cost, confusion, and inflexibility
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Level 4: MicroLevel 4: Micro--space planspace plan
Department or cell layout
Location of specific equipment is determined
Emphasis shifts from gross material flow to
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personal space and communication
Socio-technical considerations dominate
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LEVEL 5: SubLEVEL 5: Sub--micromicro--space planspace plan
Workstation design
Workstations are designed for efficiency,
effectiveness, and safety
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Tools-jig and fixture
Location of materials
Appropriate material handling aids
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Facilities planning is a complex and broad subject thatcuts across several specialized disciplines (civil,electrical, industrial, mechanical, etc)
new hospital
Facilities PlanningFacilities Planning[Tompkins, et.al. 2003][Tompkins, et.al. 2003]
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existing warehouse
baggage department of an airport.
Facilities planning determines how an activitys tangiblefixed assets best support achieving the activitys
objective.
Facilities Planning HierarchyFacilities Planning Hierarchy
Facility System
It is important to realize that the term facilities
planning is not synonyms with facilities location,
facilities design, facilities layout, or plant layout.
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FacilitiesPlanning
FacilitiesDesign
Handling SystemsDesign
Layout Design
DesignLocation
Facilities location - placement with respect tocustomer, suppliers, and other facilities withwhich it interfaces.
Influences of Plant location :
Facilities LocationFacilities Location
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Markets
Transportation systems
Economic development programs (financialincentives)
Facilities design consists of the facility systems, thelayout, and the handling system Facility system structural systems, the atmospheric systems,
the enclosure system, the lighting/electrical/communicationsystems, the life safety system and the sanitation system.
La out consists of all e ui ment, machiner , and furnishin s
Facilities DesignFacilities Design
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within the building envelope.
Handling system consists of the mechanisms needed tosatisfy the required facility interactions.
Material handling is very important to the facility designactivity. The choice of material handling equipment willgreatly effect the appropriateness of the facility design.
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Facilities PlanningFacilities Planning
Facilities planning involves making strategic
decisions concerning the tangible fixed assets used
in the production process.
The difference in the planning horizon for each of
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the different levels of analysis used in the
production process listed in Table 1.1.
Table 1.1: Planning Horizon Associated withTable 1.1: Planning Horizon Associated withProduction AnalysisProduction Analysis
Planning Horizon Level of Analysis
Months-Years Facilities Planning
Months-Years Product Design and Process Planning
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Weeks-Months Production Planning
Hours-Weeks Production control
Minutes-Hours Quality control
Seconds-Minutes Machine-level real-time control
Motivation Behind Facility PlanningMotivation Behind Facility Planning1. One of the most effective methods for increasing
plant productivity and reducing cost is to reduce oreliminate all activities that are unnecessary orwasteful. A facilities design should accomplish thisgoal in terms of material handling, personnel and
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equ pment ut zat on, re uce nventor es, anincreased quality.
2. Employee health and safety
3. Energy conservation
4. Community considerations, fire protection, security,and the ADA of 1989
Objectives of Facilities PlanningObjectives of Facilities Planning Improve customer satisfaction by being easy to do
business with, conforming to customer promises, andresponding to customer needs.
Increase return on assets (ROA) by maximizing inventoryturns, minimizing obsolete inventory, maximizing
employee participation, and maximizing continuous
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improvement.
Maximize speed for quick customer response.
Reduced costs and grow the supply chain profitability
Integrate the supply chain through partnership andcommunication.
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Objectives of Facilities PlanningObjectives of Facilities Planning Support the organizations vision through improved
material handling, material control, and goodhousekeeping.
Effectively utilize people, equipment, space, and energy.
Maximize return on investment (ROI) on all capital
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expen tures
Be adaptable and promote ease of maintenance.
Provide for employee safety and job satisfaction.
Provide flexibility to adapt to changing conditions
Significance of Facility DesignSignificance of Facility Design
Material handling costs:
30-75% of a products cost (Sule 1991)
20-50% of a manufacturing companys
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operating budget (Tompkins & White, 1994)
Optimal Layout Design can reduce
production costs
Facilities Planning ProcessFacilities Planning Process
By applying the engineering design approach,a systematic approach can be developed Define the problem
Define (or redefine) the objective of the facility
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performed in accomplishing the objective
Analyze the problem
Determine the interrelationships among allactivities
Determine the space requirements for all activities
Generate alternative facilities plans
Facilities Planning ProcessFacilities Planning Process
Evaluate the alternatives
Evaluate alternative facilities plans
Select the preferred design
Select a facilities plan
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Implement the design
Implement the facilities plan
Maintain and adapt the facilities plan
Redefine the objective of the facility
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Developing Facilities Planning StrategiesDeveloping Facilities Planning Strategies
Productdevelopment anddesign decisions
Processing &
ProductionPlanning &
Inventory ControlHuman Resources &
Finance
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a e r aRequirements
Layout & MaterialHandling # &
Location
Storage,movement,protection &control ofmaterial
Space &Flow
Size &Design
Sources of Information ForSources of Information ForManufacturing Facilities DesignManufacturing Facilities Design
All the information that is used must come
from different sources.
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,
actually produced by the facility designer.
Some companies have several sub-
departments within manufacturing/industrial
engineering. But, in smaller organizations youare responsible for producing the information.
Sources Of Information ForSources Of Information ForManufacturing Facilities DesignManufacturing Facilities Design
Marketing
Product design
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Management policy
Marketing
Selling price
Volume, how many can we sell?
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,
Replacement parts, older products
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Product DesignProduct Design Product design
blueprints
bill of material (part list) indented BOM
buyouts/fabricate
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assem y raw ngs Part and assembly drawings are especially helpful in
visualization of how parts will fit together
model shop samples (prototypes)
Relationship between FD and product design is
important
Management PolicyManagement Policy Management policy - refers to the upper-level
employees inventory policy (Just in Time, Kanban, WIP)
lean thinking
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startup schedule
make or buy decision (new or old facility, capitalinvestment, and mission)
feasibility studies (what product or process
proposal is the most profitable for the company
Types of Layout ProblemsTypes of Layout Problems
Service systems layout problems
Manufacturing layout problems
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Warehouse layout problems
Nontraditional layout problems
Service Systems Layout Problems
Examples: layouts of the tables, kitchen, and cocktail
lounge in licensed restaurant; an insurance office;
runway at an airport; emergency facilities in a
hospital and town; public library
To develop service systems layout, designers must
know the number of entities or facilities that are to
be located, the area that will likely be occupied by
each, the interaction between facilities, and special
layout restrictions for any facility or pair of facilities
General office structures: 1) Closed, 2) Semiclosed,
3) Open, and 4) Semiopen
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Service Systems Layout Problems Service Systems Layout Problems
Manufacturing layout problemsManufacturing layout problems
Layout design is an important task when a
manufacturing systems is redesign, expanded, or
designed for the first time
The layout problems involves determining the
location o machines, workstations, rest areas,
inspection stations, clean rooms, heat treatment
station, supervisor or manager offices, tool cribs,
and other facilities to achieve these five objectives:
Minimize cost of transportation between
facilities
Manufacturing layout problemsManufacturing layout problems
Minimize cost of transportation between facilities
Facilitate the traffic flow
Increase employee morale
Minimize the risk of in ur to ersonnel anddamage to property
Provide for supervision and face-to-face
communication
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Manufacturing layout problemsManufacturing layout problems
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Warehouse layout problemsWarehouse layout problems
A good warehouse layout should use
available storage space effectively to
minimize storage and material handling cost
Some factors to be considered in
warehouse design are shape and size of
aisles, height of the warehouse, location and
orientation of the docking area, types of
racks to be used for storages, and the level
of automation involved in the storage and
retrieval of commodities
Warehouse layout problemsWarehouse layout problems
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