6a_aliran_produksi_jit_genap_2009-2010__2
TRANSCRIPT
Sistem Produksi Tepat Waktu – IND7472Laks – IE UAJY©2010
ALIRAN PRODUKSI &
FASILITASI ALIRAN
Tujuan
Mengetahui dan memahami peran dan
karakteristik aliran produksi yang
diperlukan dalam JIT
Sasaran
• Syarat JIT dalam mencapai aliran proses yang rata
• Karakteristik aliran yang “rata” dan “halus”
• Memahami karakteristik aliran kontinyu pada JIT
• Memahami perbedaan antara tipe aliran batch
(shis kabob) dengan tipe aliran pada JIT
• Memahami pengaruh organisasi fasilitas produksi
terhadap aliran produksi pada JIT
Syarat JIT : Perancangan Aliran Proses
• Hubungan/keterkaitan operasi
• Reduksi ukuran lot/batch
• Laju produksi stasiun kerja seimbang
• Tata letak ulang fasilitas untuk aliran
• Penekanan pada preventive maintenance
• Reduksi setup (changeover time)
Tujuan Fasilitasi Aliran• Fleksibilitas
– Kemampuan organisasi untuk bereaksi terhadap perubahan– Kemampuan untuk bisa memproduksi beberapa jenis
produk pada beberapa urutan• Koordinasi
– Kemampuan menyesuaikan permintaan produk dengan tingkat komponennya dengan penyesuaian terhadap permintaan item yang dependent
• Volume– Konsep simplifikasi dan repetisi
• Visibilitas– Sederhana, sistem pengendalian yang mudah
• Aksesabilitas– Akses proses, peralatan, dan perkakas yang tidak terputus– Pekerjaan dapat mengalir pada jalur yang tidak terhambat
• Disiplin– Sesuatu terjadi dengan cara yang sama, pada waktu yang
sama, setiap waktu
Aliran Terencana
Karakteristik Aliran Terencana
• Smoothly Aliran material rata sepanjang lini produksinya
• BrisklyAliran material yang “rapi” dan “halus”sepanjang lini produksinya
Finished Good Inventory & Smooth Production Activities
Fabrication Subassembly Final Assembly Warehouse Market
FinishedGoods
Inventory
Fabrication Subassembly Final Assembly Warehouse Market
IV.Continuous
Flow
III.Assembly
Line
II.Batch
I.Job
Shop
LowVolumeOne of a
Kind
MultipleProducts,
LowVolume
FewMajor
Products,HigherVolume
HighVolume,
HighStandard-
ization
CommercialPrinter
French Restaurant
HeavyEquipmentCoffee Shop
AutomobileAssembly
Burger King
SugarRefinery
Flexibility (High)Unit Cost (High)
Flexibility (Low)Unit Cost (Low)
Functional Layout dan Flow
L
L
L
L
L
L
L
L
L
LM
M
M
M
D
D
D
D
D
D
D
D
G
G
G
G
G
G
A A AReceiving andShipping Assembly
Painting Department
Lathe DepartmentMilling
Department Drilling Department
GrindingDepartment
P
P
Raw Stock Q C Rec Ship
ShearScrew
MachineQ C
Stamp
AssemblyBrake MillLathe
Weld FinishGrind Parts Stock
Drill
Value‐Added Time : MinutesTime in Plant : Weeks
ORDER CASH
Functional Plant Layout
Batch dan Job Shop Production
1
6
3
5
2
4
Batch of part A (route: 1 - 5 - 3 - 4 - 2 - 6)
Batch of part B (route: 4 - 2 - 5 - 6 - 3)
Route part A dan B digambarkan berikut
Aliran Produksi Pada Job Shop(Shish Kabob)
Saw
Saw
Lathe
Lathe
Mill
Paint
Paint
Grinde
r
Assembl
y
Assembl
yPlating
Building Service
Storage
Missc.
Assembly
: Material Flow
: Material Flow
Saw
Mill
Paint
Grinde
r
Plating
Supplier – Production –Distribution System
Supplier DistributionInventories
Raw materialin-transit
Sub-assemblyparts in-transit
Maintenance,repair, and orderingsupplies in-transit
Raw MaterialInventory
Work-in-processInventory
FactoryFinished
GoodsInventory
ComponentInventory
MROInventory
PurchasingProduction and
Inventory ControlShipping and
Traffic
RetailerInventory
Orders
WarehouseInventory
Productions InventoriesCustomer
DistributionInventories
Orders
Continuous Flow(Aliran Kontinyu)
Produksi dan pergerakan satu item pada suatu waktu(atau batch/lot item yang kecil dan konsisten) melalui serangkaian tahapan proses secara kontinyu(sekontinyu mungkin), dengan setiap tahapan menghasilkan apa yang diminta oleh tahap berikutnya.
Hal ini juga disebut:– one-way product flow– one-piece flow– single-piece flow– make one– move one
Flow Production(Continuous Flow)
• Pada mekanisasi flow line, semua operasi digerakkan oleh laju lintas produksi.
• Tidak ada operasi dapat menghasilkan lebih daripada diperlukan oleh operasi downstream berikutnya.
• Hal yang tidak mungkin untuk membentuk WIP.
Gambaran Continuous Flow Production
Flow with JIT
Traditional Flow
CustomersSuppliers
Customers
Suppliers
Production Process
(stream of water)
Inventory (stagnant ponds)
Material(water in stream)
Perubahan Batch Production keFlow Production
• Pada produksi massal, batch/lot tidak teratur menghasilkan aliran produksi yang beragam dan rendah kinerjanya.
• Efisiensi Aliran Produksi dapat dicapai melalui:
– small-lot production
– uniform production schedules
Karakteristik Shish Kabob & Flow Production
Karakteristik Shish Kabob& Flow Production (lanjutan)
Point ComparisonType of production
Shish-kabob production Flow production
Profiency Worker repeats the same operation
Worker repeats a group of operations
In-process inventory
A lot Almost none
Lead-time Long Short
Equipment High-speed, general purpose, large, costly, emphasis on capacity utilization
Slow, specialized, small, inexpensive, emphasis capacity utilization
Production orientation
Narrow variety and large lots Wide variety and small lots
Space Takes up a lot of space Does not take up as much space
Approach to Efficiency
Emphasis of efficiency within process
Emphasis of efficiency within process
Conveyance Required Not required
Quality Quality problems discovered only after the lot is prouce
Minimization of defects that cause quality problem
Pengaruh Layout dan Ukuran Lot pada Waktu Operasi
A B C D
A
A
A
A
B
B
B
B
C
C
C
C
D
D
D
D
Time Elaspe
d (min.)
0
5
10
15
20
Processing Time = 1 min./unit
Process-Oriented Layout with Transfer Lot Size of
Five
5 min.
5 min.
5 min.
5 min.
Time Elasped (min.)
A B C D
A
A
A
A
B
B
B
B
C
C
C
C
D
D
D
D
0
1
2
3
8
Processing Time = 1 min./unit
Product-Oriented Layout with Transfer Lot Size of
One
1 min.
1 min.
1 min.
1 min.
4
A B C D
10 minutes
10 minutes
Batch & Queue Processing
Lead Time 30+ minutes for total order21+ minutes for first piece
10 minutes
ProcessA
ProcessB
ProcessC
ProcessB
ProcessA
ProcessC
Continuous Flow Processing
12 min. for total order3 min. for first part
Dampak Reduksi Ukuran Batch
Batch Size Reduction
The best batch size is one piece flow, or
make one and move one!
Tahap Perencanaan Aliran Tunggal(One‐piece) Flow Production
(4) Create U‐shaped
manufacturing cells
(6) Synchronization
(5) Multi‐process
operations
(2) Lay out (line up) equipment according to sequence of processing
(1) Establish one‐piece flow
(3) Standing while working
Train multi‐process w
orkers
Preparation:•Production analysis
•Intall casters on equipment•Select model line
Groundwork:•Awareness revolution
•The 5S’s
The Five Steps of Lean Production/Toyota Production System
Implementation• Step 1: Specify Value
Define value from the perspective of the final customer. Express value in terms of a specific product, which meets the customer's needs at a specific price and at a specific time.
• Step 2: Value Stream Mapping.Identify the value stream, the set of all specific actions required to bring a specific product through the three critical management tasks of any business: the problem-solving task, the information management task, and the physical transformation task. Create a map of the Current State and the Future State of the value stream. Identify and categorize waste in the Current State, and eliminate it!
The Five Steps of Lean Production/Toyota Production System
Implementation• Step 3: Create Continuous Flow
Make the remaining steps in the value stream flow. Eliminate functional barriers and develop a product-focused organization that dramatically improves lead-time.
• Step 4: Create Pull ProductionLet the customer pull products as needed.
• Step 5: PerfectionThere is no end to the process of reducing effort, time, space, cost, and mistakes. Return to the first step and begin the next lean transformation, offering a product which is ever more nearly what the customer wants.
Value Stream Mapping
• A simple diagram of every step involved in the material and information flows needed to bring a product from order to delivery.
• Value stream maps can be drawn for different points in time as a way to raise consciousness of opportunities for improvement.
Value Stream Map Symbols
Spot weld
ABCplating
C/T = 30 sec
C/O = 10 min
3 shifts
2% scrap rate
Process
Finishedgoods
Vendor Data box
3,000 units
= 1 day
Inventory
Push Supermarket: the location of a predetermined
standard inventory
Physical pull
Monand
Wed
Shipment
C/T = Cycle Time
C/O = Change over or setup time
Current Value Stream Map
Future Value Stream Map
Aliran Tunggal Transfer Manual
Aliran Tunggal Multi Proses
U-Shaped Layout
Manufacturing Cell
Contoh Cellular Manufacturing
Functional Layout Cellular Layout
Market Demand = 220,000 Units Per YearTakt Time = 27 Seconds
Lathe Mill Mill InspectDrill
Drill
TestDrillPack
1 2 3 4 5
10 9 8 7
6
27 Seconds 27
Seconds
Inspect
27 Seconds
Cellular Layout
Perbandingan Straight Line dan U Shaped Flow Production
Cellular Layout
Kesimpulan
• Aliran produksi yang rata dan halus terwujud dengan membentuk aliran kontinyu dengan ukuran lot atau batch yang kecil
• Aliran tunggal dan kontinyu merupakan cara dan sekaligus tujuan untuk membentuk sistem produksi yang efisien dan mereduksi bentuk pemborosan dalam hal perpindahan material (moving)
• Tata letak fasilitas yang tepat sangat diperlukan untuk membentuk aliran kontinyu dan tunggal
Malu BertanyaBingung Selamanya