pengantar teknik industri - aeunike.lecture.ub.ac.id2. hitung kembali selisih unit cost tiap kolom...
TRANSCRIPT
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.
Pentingnya Perencanaan Fasilitas
Industrialisasi >>>
long-term capital assets
Perawatan dan modifikasi >>> kinerja produksi
Overall planning process <<< anggaran belanja besar
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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.
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Tujuan Perencanaan Fasilitas
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• 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
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Facilities Planning
Facilities Design
Structural Design
Facilities Layout Design
Material Handling System
Design
Facilities Location
Facilities Location
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Facilities Location
Retail outlets
Retail outlets
Manufacturing plant
Manufacturing plant
Assembly plant
Central distribution center(s)
Raw material(s)
Supplier
Supplier
Regional distribution center(s)
Regional distribution center(s)
Supply Chain Management Logistics
Management Transportation and Distribution
of Goods (raw materials, subassemblies and finished goods)
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
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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
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Classification of Location Models
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Location Location-Allocation
Multi-facility
Single-facility
Finite / Discrete
Infinite / Continuous
Qualitative Quantitative
Qualitative & 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
• Hybrid Analysis – Brown-Gibson (1972) / Buffa-Sarin (1987)
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Penyelesaian Awal
Ranking Procedure •Metode kualitatif & subyektif •Untuk analisa & evaluasi untuk problem yang sulit untuk bisa di”kuantitatif”kan
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Buat Daftar Faktor2 ( Yij ) Lokasi Yang Relevan
Beri Bobot Berdasar Derajat Kepentingannya untuk Setiap
Faktor ( Wi )
Pengembangan Alternatif Lokasi & Skoring
Bobot x Skor (Zj) (untuk setiap alternatif lokasi)
• 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
• Nilai alternatif lokasi = ∑ Bobot x Skor utk setiap faktor
Zj = (Wi x Yij)
Tentukan alternatif lokasi ( j )
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
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Bobot ketiga faktor penentu tersebut : Ketersedian bahan baku = 40% Tenaga Kerja = 35% Total = 100% Transportasi = 25%
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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
Faktor Penentu Sidoarjo Pasuruan Krian
Ketersediaan bahan baku (40%) 8 5 7
Tenaga Kerja (35%) 7 8 4
Transportasi (25%) 9 7 8
Pemberian skor nilai antara 0 – 10 diberikan sbb:
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
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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
Kapasitas A1 A2 A3 A4
F1
$ 10 $ 8 $ 5 $ 6
2400 ton
F2
$ 5 $ 2 $ 6 $ 3
4000 ton
F3
$ 9 $ 7 $ 4 $ 7
3600 ton
Permintaan 2300 ton 3400 ton 2500 ton 1800 ton 10000 ton www.aeunike.lecture.ub.ac.id
Contoh kasus
Langkah Penyelesaian :
SUMBER TUJUAN
Kapasitas A1 A2 A3 A4
F1 1200
$ 10 $ 8 $ 5
1200
$ 6
2400 ton (6) (4)
F2
$ 5
3400
$ 2 $ 6
600
$ 3
4000 ton (1) (2)
F3 1100
$ 9 $ 7
2500
$ 4 $ 7
3600 ton (5) (3)
Permintaan 2300 ton 3400 ton 2500 ton 1800 ton 10000 ton
Z = (1200x$10) + (1100x$9) + (3400x$2) + (2500x$4) + (1200x$6) + (600x$3) = $47700
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Northwest - Corner Rule
• Prinsip :
“alokasi pertama pada sel kiri atas, kemudian alokasi horizontal ke sel kanan dan kemudian vertikal kebawah, dst....”
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SUMBER TUJUAN
Kapasitas A1 A2 A3 A4
F1 2300
$ 10
100
$ 8 $ 5 $ 6
2400 ton (1) (2)
F2
$ 5
3300
$ 2
700
$ 6 $ 3
4000 ton (3) (4)
F3
$ 9 $ 7
1800
$ 4
1800
$ 7
3600 ton (5) (6)
Permintaan 2300 ton 3400 ton 2500 ton 1800 ton 10000 ton
Z = (2300x$10)+(100x$8)+(3300x$2)+(700x$6)+(1800x$4)+(1800x$7) = $ 54400
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Contoh kasus
Soal sama dengan di atas:
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
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Langkah 1 :
SUMBER TUJUAN Kapasit
as Cij
A1 A2 A3 A4
F1 $ 10 $ 8 $ 5 $ 6 2400
ton
(6-5)
1
F2 $ 5
3400 $ 2 $ 6 $ 3 4000
ton
(3-2)
1 (1)
F3 $ 9 $ 7 $ 4 $ 7 3600
ton
(7-4)
3
Permintaan 2300 ton 3400 ton 2500 ton 1800 ton
10000 ton Ci (9-5)
4
(7-2)
5
(5-4)
1
(6-3)
3
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))
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Contoh kasus
Soal sama dengan di atas:
Langkah 2 :
SUMBER TUJUAN
Kapasitas Cij A1 A2 A3 A4
F1
$ 10 $ 8 $ 5 $ 6
2400 ton (6-5)
1
F2 600
$ 5
3400
$ 2 $ 6 $ 3
600 ton (5-3)
2 (2) (1)
F3
$ 9 $ 7 $ 4 $ 7
3600 ton (7-4)
3
Permintaa
n 2300 ton 3400 ton 2500 ton 1800 ton
6600 ton
Ci (9-5)
4
(5-4)
1
(6-3)
3
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.
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Langkah 3 :
SUMBER TUJUAN
Kapasitas Cij A1 A2 A3 A4
F1
$ 10 $ 8 $ 5 $ 6
2400 ton (6-5)
1
F2 600
$ 5
3400
$ 2 $ 6 $ 3
600 ton (5-3)
2 (2) (1)
F3
$ 9 $ 7
2500
$ 4 $ 7
3600 ton (7-4)
3 (3)
Permintaan 1700 ton 3400 ton 2500 ton 1800 ton
6000 ton
Ci (10-9)
1
(5-4)
1
(7-6)
1
1. Selisih unit cost terbesar berikutnya adalah pada baris ke-3, dan alokasi unit cost terkecil pada sel (3,3) sejumlah 2500 ton/minggu.
2. Arsirlah kolom 3.
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Langkah 4 :
SUMBER TUJUAN Kapasi
tas Cij
A1 A2 A3 A4
F1
$ 10 $ 8 $ 5
1800
$ 6 2400
ton
(10-6)
4 (4)
F2 600
$ 5
3400
$ 2 $ 6 $ 3 600
ton (5-3) 2 (2) (1)
F3
$ 9 $ 7
2500
$ 4 $ 7 1100
ton
(9-7)
2 (3)
Permintaan 1700 ton 3400 ton 2500 ton 1800 ton
3500 ton
Ci (10-9)
1
(5-4)
1
(7-6)
1
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.
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Langkah 5 :
SUMBER TUJUAN
Kapasitas Cij A1 A2 A3 A4
F1 600
$ 10 $ 8 $ 5
1800
$ 6
600 ton 4 (5) (4)
F2 600
$ 5
3400
$ 2 $ 6 $ 3
600 ton (5-3)
2 (2) (1)
F3 1100
$ 9 $ 7
2500
$ 4 $ 7
1100 ton 9 (5) (3)
Permintaa
n
1700 ton 3400 ton 2500 ton 1800 ton
1700 ton
Ci (10-9)
1
(5-4)
1
(7-6)
1
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.
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Hasil Akhir :
SUMBER TUJUAN
Kapasitas A1 A2 A3 A4
F1 600
$ 10 $ 8 $ 5
1800
$ 6
1600 ton (5) (4)
F2 600
$ 5
3400
$ 2 $ 6 $ 3
600 ton (2) (1)
F3 1100
$ 9 $ 7
2500
$ 4 $ 7
1100 ton (5) (3)
Permintaan 1700 ton 3400 ton 2500 ton 1800 ton 1700 ton
Z = (600x$10) + (600x$5) + (1100x$9) + (3400x$2) + (2500x$4) + (1800x$6) = $46500
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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
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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
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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,
2. Tentukan Performance of measurements dari Objective Factor (OF)
Ci adalah total annual cost untuk alternatif i
Metode Brown-Gibson
)1
(
1
CiC
OF
i
i
p
i
ijipiii CFCFCFCFCF1
21 ...
Contoh:
Alternatif
Yearly Cost (Rp,1,000,000,000,-) Total (Ci) 1/Ci Labor Distribution Tax Others
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
Total: 0,286695
Sehingga dapat dihitung besarnya Performance of Measurement dari tiap alternatif :
Total OFi = 0,35056 + 0,33378 + 0,31566 1
286695,095,9
1
x
= 0,35056
OFA = 286695,045,10
1
x
= 0,33378
OFB = 286695,005,11
1
xOFC =
= 0,31566
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
Faktor Subyektif
Pairwise Comparation
Total Score Wi Pendidikan Perumahan Sikap Masy.
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.
Penentuan Index Faktor Subyektif
Perbandingan antar alternatif untuk faktor Pendidikan, Perumahan, Sikap Masyarakat:
Faktor Pendidikan
Alternatif
Pairwise Comparation
Total Score Ri A B C
A 1 1 0 2 0,33
B 0 1 0 1 0,17
C 1 1 1 3 0,50
Total 6 1,00
Faktor Perumahan
Alternatif
Pairwise Comparation
Total Score
Ri A B C
A 1 1 1 3 0,50
B 0 1 0 1 0,17
C 0 1 1 2 0,33
6 1,00
Faktor Sikap Masyarakat
Alternatif
Pairwise Comparation
Total Score Ri A B C
A 1 1 0 2 0,33
B 0 1 1 2 0,33
C 1 0 1 2 0,33
Total 6 1,00
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
Sehingga dapat ditentukan besarnya faktor subyektif dari tiap alternatif sbb:
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 :
Total LPM = 0,351208 + 0,337784 + 0.323288 1
Kesimpulan : Alternatif terbaik adalah alternatif A dengan nilai LPM terbesar.
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
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:
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Boston Philadel-phia
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 200 100 300 280
Latihan Soal
Factors
Critical Objective Subjective
Water Supply
Tax Incentives
Revenue Labor Cost Energy
Cost
Community 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
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.
Prinsip-prinsip
Perancangan Fasilitas
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• Integrasi Total
• Jarak Perpindahan Bahan Yang Minimal
• Aliran Proses Kerja
• Pemanfaatan Ruangan
• Kepuasan Dan Keselamatan Kerja
• Fleksibilitas
Permasalahan Layout?
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• 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
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
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Types of layout problems
• Layout of a service system
• Layout of a manufacturing facility
• Warehouse layout
• Nontraditional layout
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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?
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Plan, Factory & Pabrik?
• Plant, factory, production & manufacturing
activities.
• Proses fabrikasi & perakitan (assembly)
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Macam-macam pabrik / industri
Berdasarkan Output / Proses:
• Raw Material/Primary
Industries
• Manufacturing
Industries (Producer/
Consumer Goods)
• Distribution/Transpor
tation Industries
• Service Industries
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Service system layout – Dentist’s office
Staff Lounge
Dentist’s Room
Oral Hygienist’s
Room
X-Ray Room
Records Room
Orthodontist’s
Room
Oral Hygienist’s
Room
Men’s Rest Room
Women’s Rest
Room Waiting
Area
Reception
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Office structures
• Closed structure
• Semiclosed structure
• Open structure
• Semiopen structure
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Manufacturing layout
• Minimize transportation cost of raw materials, sub-assemblies, 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
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Nontraditional layout
• Keyboard layout
• IC board layout
• Computer disk storage layout
• Airport gate layout
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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
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Product Analysis
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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.
Process Flowcharts
Reserve Storage
Quality Assurance
Back to Vendor
UPS
Parcel Post
Next-Day UPS
Mono-gramming
Embroid-ering
Hemming
Gift Boxing
Receiving Active Bins
Picking Packing Shipping
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Process Maps
Place order
Drink
Eat salad or soup
Eat dinner
Receives check
Gives payment to waiter
Collect change, leave tip
Fill in tip amount
Give order to waiter
Prepare dinner order
Prepare soup or salad order
Give order to waiter
Is order complete?
Give soup or salad order to chef
Give dinner order to chef
Get drinks for customer
Deliver salad or soup order to customer
Deliver dinner to customer
Deliver check to customer
Receive payment for meal
Cash or Credit?
Bring change to customer
Run credit card through
Return credit slip to customer
Collect tip
Y
N
Credit
Cash
Customer Waiter Salad Chef Dinner Chef
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Make vs. Buy?
Can item be
purchased?
MAKE
Can we
make the
item?
BUY
Is it cheaper
for us to
make?
BUY
Is the capital
available?
MAKE
Yes
No
Yes Yes
No
No No
BUY
Yes
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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 www.aeunike.lecture.ub.ac.id
Operator Machine Charts
Time Operator M1 M2 Time Operator M1 M2 M2
0.5 U1 UNLOAD RUN 0.5 U1 UNLOAD RUN RUN
1 U1 UNLOAD RUN 1 U1 UNLOAD RUN RUN
1.5 L1 LOAD RUN 1.5 L1 LOAD RUN RUN
2 L1 LOAD RUN 2 L1 LOAD RUN RUN
2.5 I&P RUN RUN 2.5 I&P 1 RUN IDLE RUN
3 T-2 RUN RUN 3 T-2 RUN IDLE RUN
3.5 U2 RUN UNLOAD 3.5 U2 RUN UNLOAD RUN
4 U2 RUN UNLOAD 4 U2 RUN UNLOAD RUN
4.5 L2 RUN LOAD 4.5 L2 RUN LOAD RUN
5 L2 RUN LOAD 5 L2 RUN LOAD RUN
5.5 I&P RUN RUN 5.5 I&P 2 RUN RUN IDLE
6 T-1 RUN RUN 6 T-3 RUN RUN IDLE
6.5 RUN RUN 6.5 U3 RUN RUN UNLOAD
7 RUN RUN 7 U3 RUN RUN UNLOAD
7.5 IDLE RUN RUN 7.5 L3 RUN RUN LOAD
8 RUN RUN 8 L3 RUN RUN LOAD
8.5 I&P 3 IDLE RUN RUN
Cycle Time 8 min 9 T-3 IDLE RUN RUN
Oper. Idle 2 min
Mach Idle 0 min Cycle Time 9 min
Prod Rate 0.25 pc/min Oper. Idle 0 min
Mach Idle 1 min
Prod Rate 0.333333 pc/min
TWO MACHINES THREE MACHINES
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Manufacturing Process: Simple Description
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Inventory
Suppliers$ $$
Material
Manufacturing Manufacturing
Manufacturing Inventory
Quality Assurance
Distribution
CACAT
RECYCLE
RECYCLE
CACAT
CACAT
RECYCLECACAT
WIP Stotage WIP Stotage WIP Stotage
Five types of layout
• Product layout
• Process layout
• Fixed-position layout
• Group-technology layout
• Hybrid layout
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Types of Departments/Layouts Volume
High
Medium
Low
Low Medium High Variety
Product
Department
Fixed Materials
Location
Department
Process
Department
Product
Family
Department
Product
Layout
Fixed Location
Layout
Group Technology
Layout
Process
Layout
Source: John S. Usher class notes www.aeunike.lecture.ub.ac.id
Product Layouts
L
L
L L
L M
M
M
D D
D
D G
G
G
G A
A
Product C Department
Product A Department
P
P
P
Product B Department
A
Ship
pin
g De
partm
en
t
Re
ceivin
g De
partm
en
t
Source: John S. Usher class notes www.aeunike.lecture.ub.ac.id
The Process Layout
L
L
L
L
L
L
L
L
L
L M
M
M
M
D
D
D
D
D
D
D
D
G
G
G
G
G
G
A A A Receiving and Shipping Assembly
Painting Department
Lathe Department Milling
Department Drilling Department
Grinding Department
P
P
Source: John S. Usher class notes www.aeunike.lecture.ub.ac.id
Flow of Materials in Process Layouts
L
L
L
L
L
L
L
L
L
L M
M
M
M
D
D
D
D
D
D
D
D
G
G
G
G
G
G
A A A Receiving and Shipping Assembly
Painting Department
Lathe Department Milling
Department Drilling Department
Grinding Department
P
P
Source: Russell & Taylor, 2007 www.aeunike.lecture.ub.ac.id
Project (Fixed-Position) Layout
L
L
L
L
M
D D D
G
G G
G
A
A
Receiving and Shipping
P
Storage
Storage
Source: John S. Usher class notes www.aeunike.lecture.ub.ac.id
Systematic Layout Planning Input Data and Activities
1. Flow of materials 2. Activity Relationships
6. Space Relationship
Diagram
5. Space Available 4. Space Requirements
3. Relationship Chart
8. Practical Limitations 7. Modifying Considerations
9. Develop Layout
Alternatives
10. Evaluation
AN
ALY
ZE
SEA
RC
H
SELE
CT
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 Product: Types of products to be produced
• Q Quantity: Volume of each part type
• R Routing: Operation sequence for each part type
• S Services: Support services, locker rooms, inspection stations, and so on
• T Timing: When are the part types to be produced? What machines will be used during this time period?
Lecture 8 – Preparation
• Read:
– Ekonomi Teknik
pens and calculator over the engineering drawings image by Elnur from Fotolia.com