TI-3122 Perencanaan Dan Pengendalian Produksi: Just in Time

Departemen Teknik Industri FTI-ITB
TI-3122 Perencanaan dan Pengendalian Produksi Just In Time
Laboratorium Sistem Produksi www.lspitb.org 2003
Hasil Pembelajaran
Umum
Mahasiswa mampu menerapkan model matematik, heuristik dan teknik statistik untuk menganalisis dan merancang suatu sistem perencanaan dan pengendalian produksi
Khusus
Memahami konsep dan teknik dalam sistem produksi just in time
TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9
Relative Performance in Auto Industry

Toyota Japan
(average)
USA
(average)
Europe
(average)
Deliveries (percent late)

1st-tier suppliers 2nd-tier suppliers
0.04 0.5 Na 248
0.2 2.6 37 81
0.6 13.4 135 69
1.9 5.4 138 45
Stocks (1 -tier suppliers)

st
Hours Stock turns (per year)
1993-94, from Womack and Jones, Lean Thinking

3
Relative Performance in Auto Industry

Toyota Japan
(average)
USA
(average)
Europe
(average)
Productivity
Assembly 1st-tier suppliers
100 100
83 85 55 193 900
65 71 61 263 6100
54 62 61 1373 4723
Quality (delivered defects)
Assembly (per 100 cars) 30 1st-tier suppliers (PPM) 5 2nd-tier suppliers (PPM) 400
1993-94, from Womack and Jones, Lean Thinking

4
Hewlett Packards Cupertino California plant

1982 (before JIT) lead time 15 days 1986 (after JIT) 11.3 hours
work in process no. of back orders
$670,000
$20,000
200
The Cost Subtraction Formula
Cost + Profit = Selling Price

there is no need for improvement there is no competing procedure consumer may have no choice
Profit = Selling Price Cost

the price is determined by the market profit is what remains after subtracting cost from price maximizing profit means that cost is to be minimized
The Cost Subtraction Formula
Cost = Price Profit

setting a target cost the price is determined by the market profit required is determined by the company
United States of America

Market Research Product Characteristics Design Engineering Supplier pricing Cost
Japan
Market Research Product Characteristic Planned selling price desired profit Target Cost Design Engineering Supplier pricing
Manufacturing
Periodic cost reduction
Manufacturing
Continuous cost reduction
Is JIT a Culture-based System?
Schonberger, 1982, Japanese manufacturing techniques: Nine hidden Lessons in simplicity, Free Press, New York
The forth lesson: Culture is no obstacle
Yoshiki Yamasaki (President of Toyo Kogyo)

I would ask you never to be self-satisfied, but always to aim for a higher objective. No matter how hard you try, there is no victory if your competitors work harder. I would ask you to continue striving, not only to best the competition but also to keep on improving yourself
J s u t i n t m i e
Jidoka Changeover Multiprocess handling Maintenance & safety

Stand. oper.
Quality assurance Kanban

level prod

Flow mfg

Workplace improvement, 5 S
Introduction procedure

Awareness revolution
Visual management
10
Manpower reduction
The 5Ss Principle

Seiri () Seiton() Seiso() =Organization (Proper arrangement) =Neatness (Orderliness) =Cleanliness
Seiketsu() =Standardization
Shitsuke() =Discipline
11
The 5Ss Principle
Seiri
putting things in order distinguishing between the necessary and the unnecessary getting rid of the unnecessary stratification management
12
The 5Ss Principle
Seiton
having things in the right places/layout (eliminating searches) functional management
Seiso
cleaning (is a form of inspection) eliminating waste
Seiketsu
continually and repeatedly maintaining the above 3Ss visual management
13
The 5Ss Principle
Shitsuke
doing the right thing as a matter of course practicing good habit and discipline
14
Flow Production

Goods and material should flow in the factory much as water flows in a river But the river (the flow of in process inventory) tends to flood High water volume conceals the rocks/problems. Low water volume reveals the rocks /problems A factory needs to have a smooth flow of inventory and operations Japanese management tends to view inventory as the root of all evil and the likely cause of poor performance in any business activity
15
Inventory Hides Problems
Bad Design Lengthy Setups Inefficient Layout Poor Quality Machine Breakdown Unreliable Supplier
16
Lower Levels of Inventory to Expose Problems
Bad Design
Lengthy Setups
Inefficient Layout
Poor Quality Machine Breakdown Unreliable Supplier
17
Multi-process Operations
Productivity is important indeed but not as important as respecting the humanity of our workers. Productivity and humanity must coexist in the factory. The factory must find a way to satisfy both productivity and humanity People must be trained in the multiple skills to handle several processes The assignment where one worker handles 5 different machines/processes is better than the assignment where one worker handles 4 similar machines
18
Multi-process Operations
Key points:
Establish U shape manufacturing cells Abolish processing islands Make the equipment smaller Standing while working Multiple skills training Separate human work from machine work Human automation (jidoka, and pokayoke Safety first
19
Push and Pull Systems
Push system
20
Push and Pull Systems
Pull system
21
Kanban System
Kanban
Card, label, signboard or visible representation The information system controlling the number of parts Synchronizing production lines and assembly lines
Types of Kanban:
Production Kanban Withdrawal Kanban
22
Samples Kanban
23
24
Part no.: 7412 Description: Slip rings

Box capacity From : Machining M-2 Box Type Issue No. 25 A 3/5 To: Assembly A-4
25
Kanban System
Production Kanban
26
Kanban System
Withdrawal Kanban
27
Dual Kanban Systems
Upstream and downstream operations
28
Dual Kanbans
P W
P
X X X
W P
Container with withdrawal kanban

Container with production kanban
Flow of work
Flow of kanban
29
Kanban Squares
X X X
Flow of work Flow of information

30
Kanban Golden Rule

Do not move nonconforming parts to a downstream process Ensure that downstream processes withdraw parts from upstream processes in the correct quantity at the right time Do not let upstream processes produce more than the quantity of parts withdrawn by downstream processes Ensure that production is leveled Do not attempt to transmit large demand variation with the Kanban system Balance cycle times for smooth production, and constantly improve cells and workstations
31
Determining Number Of Kanbans

No. of kanbans = average demand during lead time + safety stock container size dL S N C
where
N = number of kanbans or containers d = average demand over some time period L = lead time to produce parts S = safety stock C = container size
32
Kanban Calculation Example

Problem statement: d = 150 bottles per hour dL = (150)(0.5) = 75 C = 25 bottles L = 30 minutes = 0.5 hours S = 10% dL = 10% x 75 = 7.5
Solution:
N dL S (150 x0.5) 7.5 C 25 75 7.5 3.3 kanbans or containers 25
Round up to 4 (allow some slack) or down to 3 (force improvement)

33
Level Production

Making production of various product model and volume completely even Production scheduling methods: once a month production, once a week production, once a day production, and level production Suppose a factory should process the following products
Product X: 1000 units per month Product Y: 600 units per month Product Z: 400 units per month
34
Once a Month Production

Product X (1000) Y(600) Z(400) Week 1 Week 2 Week 3 Week 4
35
Once a Week Production

Product X Y Z Week 1 250 150 100 Week 2 250 150 100 Week 3 250 150 100 Week 4 250 150 100
36
Once a Day Production

Product X Y Z Week 1 Week 2 50 units 30 units 20 units Week 3 a day a day a day Week 4
37
Leveling Production
Working minutes in day: 8 hours x 60 minutes = 480
minutes Product X: 480 minutes/50 units = 9.8 minutes per unit Product Y: 480 minutes/30 units = 16 minutes per unit Product Z: 480 minutes/20 units = 24 minutes per unit
The number of products to be processed in day:
(50+30+20) units Tact time (the time it takes to produce one piece of product): 480 minutes/100 units = 4.8 minutes
X: 5 units; Y: 3 units; Z: 2 units ===== 10 units every 48

minutes
Schedule: X-Y-X-Z-X-Y-X-Z-X-Y (repeated this sequence

10 times)
38
Quality Assurance
Quality assurance is the starting point in building products Elements where defects most often occur Operator, material, machine, method, and information Overall plan for achieving zero defects
Operator: Basic training and multiple skills training Material: Preventive inspection Machine: Pokayoke and preventive maintenance Method: Flow production and standard operations Information: Visual control Basic strategy for zero defects: The 5Ss
39
Pokayoke (Mistake-proofing)
The pokayoke system possesses two functions: it can carry
out 100% inspections and, if abnormalities occurs, it can carry out immediate feed back and action:
When there is a working mistake, the material will not fit the tool If there is irregularity in the material, the machine will not start If there is a working mistake, the machine will not start the machining process When there are working mistakes or steps left out, corrections are made automatically and machining continues Irregularities in the earlier processes are checked in the later process to stop the defective products When a step is forgotten, the next process will not start
40
Setup
Shortening setup time could minimize lot sizes, therefore reduce the stock of intermediate and finished products Through small lot sizes, the manufacturing lead times (MLT) of various kinds of products (mixed scheduling) can be shortened Through short MLT, the company can adapt to customer orders and demand changes very promptly SMED (single minute exchange of dies) is not only a technique but also a concept. It was developed by Shigeo Shingo Single minute means that the setup should be performed within 9 minutes 59 seconds
41
The Concept of SMED
In order to shorten the setup time using SMED, there are 4 major concepts, and 6 techniques for applying the concepts These concepts are:
Separate the internal setup (requires that the machine be stopped) from the external setup (while the machine is operating) Convert as much as possible of the internal setup to the external setup Eliminate adjustment process Abolish the setup itself
42
The Techniques of SMED
The techniques are:

Standardize the external setup actions: made into routines and standardize Standardize only the necessary portions of the machine: since it is very expensive Use a quick fastener: sliding guide block Use a supplementary tool: revolving table Use parallel operations Use a mechanical setup system: air or oil pressure
43
Standard Operations
Standard operations is an effective combination of workers, materials and machines for the sake of making high quality products cheaply, quickly, and safely Basic elements of standard operations:
Cycle time Work sequence Standard in process inventory
The principles of motion economy and 3Ms are very useful tools for establishing improving standard operations 3M: Muda ( ) or waste, Mura () or inconsistency, and Muri () or irrationality
44
JIDOKA
Jidoka () means automation, i.e., a mechanism where the machine operates by itself once the switch is thrown but has no feedback control for detecting errors and no device for stopping the process if a malfunction occurs. Jidoka () means autonomation, i.e., a mechanism to detect abnormalities or defects and to stop the line or machine when abnormalities or defects occur
45
Maintenance and Safety
Total productive maintenance (TPM) treating the causes of breakdowns before the breakdowns actually happen is the key to achieving zero breakdowns Accidents happen because of deterioration Stages on the path to breakdown: latent minor defects, apparent minor defects, performing below expectations, stops intermittently, and completely stop (breaks down)
46
Maintenance
Four basic maintenance activity:

Maintenance prevention (MP) Preventive maintenance (PM) Corrective Maintenance (CM) Independent maintenance and improvement
The maintenance cycle: MP-PM-CM The CCO (cleanliness, checking and oiling) habit must be an integral part of the routine tasks
47
Reasons for the accident occurrence

The worker was not adequately trained The safety saying was put into the book but not into the mind of the worker Safety has not been built into the operational procedure The equipment lacked an accident-prevention device
48
Shojinka()
Shojinka means to alter (decrease or increase) the number of workers at a shop when the production demand has changed (decrease or increase) The prerequisite for realizing shojinka:
Proper design of machinery layout (U-shaped layout) Well-trained and multifunctional workers Continuous evaluation and revision of the standard operations
49
Visual Control
What is being managed and where should people look? ---- What are the important points
What constitutes an abnormality ----- What are

the standards?
It is discernible? ----- What are the tools used for inspection, and is the inspections easy to do (including easy of evaluation)? What should be done? ----- What are the emergency procedures and what are long term remedies?
50
Visual Control Tools

Make them easy to see from a distance Put the displays on the things they are for Make them so that anyone can tell what is right and what is wrong Make them so that anybody can use them easily and conveniently Make them so that anybody can follow them and make them the necessary correction easily Make them so that using them makes the workplace brighter and more orderly
Example: kanban/label, display, marks, andon,

color
51
Visual Control
Tool board Visual kanbans
Work station
How to
sensor
Library shelf
30-50
Machine controls
Good
Better
Best
52

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Departemen Teknik Industri FTI-ITB