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Welcome In My Presentation

Curriculum vitae1. Personal Details

Name : Akbar Setiadi KusnadiAddress : Binong Permai Blok P 5 / 27, Binong, Curug,

Kab. TangerangPhone Number : 0838-0615-2521Place/Date of Birth : Jakarta, 13 Sept 1993Sex : MaleMarital Status : SingleReligion : IslamNationality : Indonesian

2. Education Details

1. 2000 – 2006 SDN Binong II, Kab. Tangerang2. 2006 – 2008 SMPN 6 Tangerang3. 2008 – 2011 SMAN 7 Tangerang4. 2011 – Now STMT Trisakti (Management Logistic & Material)

Manufacturing and

materials managementBy Akbar Setiadi K

INTRODUCTIONThis chapter aims to give the reader an overviewof some of the most common forms ofmanufacturing planning and control techniques.It is not intended to examine these systems ingreat depth but rather to explain the basicprinciples of the various approaches and explainsome of the terminology.The following approaches will be covered:• just-in-time;•manufacturing resource planning (MRPII),incorporating material requirements planning(MRP);•flexible fulfilment or, as it has come to beknown, postponement.

Source: handbook onf logistics and distribution management 2006 hal.182

Push and pull systems

• A 'push' system of manufacturing is one where goodsare produced against the expectation of demand. Inother words, goods are not produced specifically toorder but are produced against a forecast demand.

• A 'pull' system of manufacturing is one where goodsare only produced against known customer orders. Thisis because only actual orders from customers are beingproduced on the production line. None of the goodsare being made to keep as finished product stocks thatmay be sold at a later date.

Source: handbook onf logistics and distribution management 2006 hal. 183

Dependent and independent demand

• Dependent demand is created by the demand for theconstituent parts of the finished product. In otherwords, because it is planned to make a given finishedproduct, this decision triggers the demand for all theconstituent parts of that product.

• Independent demand is quite the opposite. In thissituation the schedulers do not have a clear view ofcustomer demand and are therefore forced to forecastdemand in the best way they can


Cellular manufacturing

A lean method of producing similar productsusing cells, or groups of teammembers, workstations, or equipment, tofacilitate operations by eliminating setup andunneeded costs between operations. Cellsmight be designed for a specificprocess, part, or a complete product. They arefavorable for single-piece and one-touchproduction methods and in the office or thefactorySource: http://www.businessdictionary.com/definition/cellular-manufacturing.html #

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JUST-IN-TIME

Just In Time (JIT) adalah suatu sistem produksi yang dirancanguntuk mendapatkan kualitas, menekan biaya, dan mencapaiwaktu penyerahan seefisien mungkin dengan menghapusseluruh jenis pemborosan yang terdapatdalam proses produksi sehingga perusahaan mampumenyerahkan produknya (baik barang maupun jasa) sesuaikehendakkonsumentepatwaktu

Source:. d.wikipedia.org/wiki/Just_In_Time_(JIT)

Elimination of wasted time

Movement through the

manufacturing process

KanbanRight first time

Finished product stocks

JUST IN TIME

Elimination of wasted time

Because only customers' orders are beingproduced and the speed of the productionprocess is known, it is possible to synchronizedeliveries of raw materials to the end of theproduction line (or to the precise point on theproduction line in some cases) with little timeto spare before use. The whole purpose of thisexercise is to reduce the working capital usedin the overall manufacturing system.


Movement through the manufacturing process

If materials move through the system in astraight line it is reasonable to suppose thatthe minimum distance has been covered. Inmany manufacturing systems this is notalways possible. In fact it has been identifiedin some manufacturing processes thatcomponents and sub-assemblies are movedaround the factory in a very erratic patternbefore they all come together in the finishedproduct.

Source: handbook onf logistics and distribution management 2006hal. 185

Kanban

kanban is a card that is used to accommodate the needs of materialparts preformance operation process. Kanban system is aninformation system which harmoniously controlling the productionof products in the quantities required at the time required in eachprocess (Monden, 2000).In a JIT production system, kanban system is supported by thefollowing matters (Monden, 2000):

• accelerate production• standardization of work• Setup time reduction• improvement activities• The design of the machine layout• Autonomasi

Source: http://file2shared.wordpress.com/sistem-kanban/

Right first time

Quality problems in the form of scrapped or reworkedproducts are waste of the first order. The Japanesedeveloped several strategies to counter this problem. Inone case they built their factory with no area to storescrap on the principle that having an area for scrapencouraged its production. Quality circles were created,where workers were allocated time specifically given overto discussing quality issues and their elimination, thetarget being zero defects. The philosophy of Kai zen, orcontinuous improvement, was engendered as a workingculture in these organizations with support at the verytop. Systems of quality management such as total qualitymanagement (TQM) and ISO 9000 seek to achieve thesame ends.


Finished product stocks

These stocks only contain goods produced to aspecific customer order. This too contributesto a reduction in working capital. Because ofthe needs of brevity it has only been possibleto skim the surface of the JIT philosophy.Subjects such as the reduction of set-up andchange over times, team working andempowerment, total productivemaintenance, levelled production schedulesand many more are arguably no lessimportant.

Source: handbook onf logistics and distribution management 2006hal. 186

MANUFACTURING RESOURCE PLANNING (MRPII)

Although MRP pre-dates MRPII, it is easier to see MRP in the context of MRPII rather than the other way round.As the name implies, manufacturing resource planning deals with more than simply production scheduling. Whilst the basic material requirements planning system is incorporated into MRPII, the wider system brings other activities into the picture. The objective is to harmonize and control more of the activities within the production plant. Areas outside an MRP system but included in an MRPII system usually are:

• maintenance management;• cost accounting;• stock management;• sales orders;• procurement;• personnel levels.Source: handbook onf logistics and distribution management 2006 hal. 186

MATERIAL REQUIREMENTS PLANNING (MRP)

Material requirements planning (MRP) is a computer-based inventory management system designed toassist production managers in scheduling and placingorders for items of dependent demand. Dependentdemand items are components of finished goods—such as raw materials, component parts, andsubassemblies—for which the amount of inventoryneeded depends on the level of production of the finalproduct. For example, in a plant that manufacturedbicycles, dependent demand inventory items mightinclude aluminum, tires, seats, and bike chains.

Source: http://www.inc.com/encyclopedia/material-requirements-planning-mrp.html

The master production schedule (MPS)

The MPS is a list of all the products or servicesto be supplied within a specific period of time.This period of time must be sufficiently long toallow for the ordering and delivery of requiredsub-assemblies and parts, as well as allowingsufficient time for manufacturing the productin question. The schedule may be made up offorecast demand and actual known demand,ie customers' orders


The bill of requirements

This is also referred to as the bill of materials (BOM). Asexplained earlier, this will list all the sub-assemblies, components and parts required in total toproduce all the goods listed in the master schedule. Itwill also show the different levels at which theseconstituent parts are put together in order to producethe finished goods.For example, the finished product may contain twosub-assemblies that together complete the product(see Figure 10.1).This level is described as

Source: handbook onf logistics and distributionmanagement 2006 hal. 188

Opening stock

The master schedule and the bill of requirementstogether form the framework of what is requiredand when it is required, but two other factors mustbe fed into the computer program at the same time.The first of these will be the current level ofunallocated stocks of parts, components and sub-assemblies available for immediate use. There willbe in total larger stocks on hand but these willalready have been allocated to production via thesystem and are therefore unavailable. Thisinformation will, of course, modify any orders forraw materials placed on suppliers.


flexible fulfilment is a method ofmanufacturing that attempts to delay the finaldefinition of a product to the last possiblestage in the supply chain - hence the populardescription of 'postponement' for this system.


FLEXIBLE FULFILMENT (POSTPONEMENT)

THE EFFECTS ON DISTRIBUTION ACTIVITIES

The effects on distribution systems of just-in-time (JIT)deliveries have led to more frequent deliveries ofsmaller quantities to stringent delivery timetables. Thishas had effects on vehicle fleets and scheduling as wellas developments in linked information systemsbetween manufacturer, supplier and transportprovider. Without these developments, JIT would bevirtually impossible. Distribution requirementsplanning (DRP) systems were developed as a logicalextension of MRP systems. The principles have simplybeen extended into a forward distribution planningsystem.


SUMMARYThis chapter has provided an overview of materials management inthe production area as a part of supply chain management.Explanations of the following were included:

• push and pull systems;• cellular manufacturing;• dependent and independent demand;• the philosophy of just-in-time, including a description of the 'seven

wastes', Kanban, and a 'right first time' approach to qualitymanagement;

• manufacturing resource planning (MRPII) and material requirementsplanning (MRP);

• flexible fulfilment, which has come to be known as postponementFinally, the effects of these manufacturing planning and controlsystems on distribution activities were briefly discussed.


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