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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
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
PENENTUAN LOKASI
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 firms 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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Procedure for Selecting a Location for New Facilities/Plant
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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
Vogels 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 dikuantitatifkan
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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:
Vogels 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
286695,095,91
x
= 0,35056
OFA = 286695,045,10
1
x
= 0,33378
OFB = 286695,005,111
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.
Layout Problem
Sistematika Perancangan Fasilitas
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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
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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 companys 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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Macam-macam pabrik / industri
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Service system layout Dentists office
Staff Lounge
Dentists Room
Oral Hygienists
Room
X-Ray Room
Records Room
Orthodontists Room
Oral Hygienists Room
Mens Rest Room
Womens Rest Room Waiting
Area
Reception
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Service system layout Grocery store
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Office structures
Closed structure
Semiclosed structure
Open structure
Semiopen structure
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Closed structure
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Semiclosed structure
Teller Teller Teller
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Open structure
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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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Driveway layout
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Warehouse layout
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Nontraditional layout
Keyboard layout
IC board layout
Computer disk storage layout
Airport gate layout
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Product and Process Analysis
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PRODUCT ANALYSIS
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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
Parts
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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PROCESS ANALYSIS
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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 layout
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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
Process layout
TM
TM TM
TM
DM
DM
DM
VMM VMM BM BM
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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
Group technology layout
TM
TM
TM
TM
DM
DM
DM
VMM
VMM
BM BM
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Hybrid layout
TM
TM TM
TM
DM
VMM BM
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Automated Manufacturing Cell
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?
SLP
SLP
COPYRIGHT 2005. RICHARD MUTHER & ASSOCIATES SLP OVERVIEW
Sample relationship diagram
1 2
4
3
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
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