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 <<< 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
• 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 Facilities Location

Material
Structural Facilities Layout
Handling System
Design Design
Design

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PENENTUAN LOKASI
 Facilities Location

Facilities Location

Supply Chain
Management Logistics
Management
Transportation and Distribution
Manufacturing of Goods
Raw Supplier plant
material(s)
(raw materials, subassemblies and finished goods)
Assembly
plant
Manufacturing Central distribution
Supplier plant center(s)

Retail
outlets Regional distribution
center(s)

Retail
outlets
Regional distribution
center(s)
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 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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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
Location-
Location
Allocation

Single- Multi-
facility facility

Finite / Infinite /
Discrete Continuous

Qualitative &
Qualitative Quantitative Quantitative

Minimize Total Minimize

Cost Maximum Cost

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 Techniques of Discrete Space
Location Problems
• Qualitative Analysis
– Ranking procedure
• Quantitative Analysis
– Transportation Simplex
• Heuristic
• Northwest corner Penyelesaian Awal
• Vogel’s approximation
• Hybrid Analysis
– Brown-Gibson (1972) / Buffa-Sarin (1987)

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 Ranking Procedure
• Metode kualitatif & subyektif
• Untuk analisa & evaluasi untuk problem yang sulit untuk bisa di”kuantitatif”kan
Tentukan alternatif lokasi ( j )

• Raw material supply • Climate condition

Buat Daftar Faktor2 ( Yij ) Lokasi • Labor supply • Law & rules
Yang Relevan • Market location • Factory utilities & services
• etc.
• Raw material supply – X1
Beri Bobot Berdasar Derajat • Labor supply – X2
Kepentingannya untuk Setiap • Market location – X3
Faktor ( Wi ) • Dst-nya

• Alternatif lokasi A (j) – Skor (Wi) utk faktor Yij?

Pengembangan Alternatif • Alternatif lokasi B (j)
Lokasi & Skoring • Alternatif lokasi C (j)
• Dst-nya

• Nilai alternatif lokasi

Bobot x Skor (Zj) = ∑ Bobot x Skor utk setiap faktor
(untuk setiap alternatif lokasi) Zj = (Wi x Yij)
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 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

Bobot ketiga faktor penentu tersebut :

Ketersedian bahan baku = 40%
Tenaga Kerja = 35% Total = 100%
Transportasi = 25%

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Pemberian skor nilai antara 0 – 10 diberikan sbb:

Faktor Penentu Sidoarjo Pasuruan Krian

Ketersediaan bahan baku (40%) 8 5 7

Tenaga Kerja (35%) 7 8 4
Transportasi (25%) 9 7 8

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

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 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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 Contoh kasus
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 :
TUJUAN
SUMBER Kapasitas
A1 A2 A3 A4
$ 10 $8 $5 $6
F1 2400 ton

$5 $2 $6 $3
F2 4000 ton

$9 $7 $4 $7
F3 3600 ton

Permintaan 2300 ton 3400 ton 2500 ton 1800 ton 10000 ton
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Langkah Penyelesaian :
TUJUAN
SUMBER Kapasitas
A1 A2 A3 A4
$ 10 $8 $5 $6
F1 1200 (6) 1200 (4) 2400 ton

$5 $2 $6 $3
F2 3400 (1) 600 (2) 4000 ton

$9 $7 $4 $7
F3 1100 (5) 2500 (3) 3600 ton

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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 Contoh kasus
Soal sama dengan di atas:
TUJUAN
SUMBER Kapasitas
A1 A2 A3 A4
$ 10 $8 $5 $6
F1 2300 (1) 100 (2) 2400 ton

$5 $2 $6 $3
F2 3300 (3) 700 (4) 4000 ton

$9 $7 $4 $7
F3 1800 (5) 1800 (6) 3600 ton

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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 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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 Contoh kasus
Langkah 1 :
Soal sama dengan di atas:
TUJUAN Kapasit
SUMBER Cij
A1 A2 A3 A4 as
$ 10 $8 $5 $6 2400 (6-5)
F1
ton 1

$5 $2 $6 $3 4000 (3-2)
F2 3400
(1) ton 1

$9 $7 $4 $7 3600 (7-4)
F3
ton 3
Permintaan 2300 ton 3400 ton 2500 ton 1800 ton
Ci (9-5) (7-2) (5-4) (6-3) 10000 ton
4 5 1 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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Langkah 2 :
TUJUAN
SUMBER Kapasitas Cij
A1 A2 A3 A4
$ 10 $8 $5 $6
(6-5)
F1 2400 ton
1

$5 $2 $6 $3
(5-3)
F2 600 (2) 3400 (1) 600 ton
2

$9 $7 $4 $7
(7-4)
F3 3600 ton
3

Permintaa 2300 ton 3400 ton 2500 ton 1800 ton

n
(9-5) (5-4) (6-3) 6600 ton
Ci 4 1 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 :

TUJUAN
SUMBER Kapasitas Cij
A1 A2 A3 A4
$ 10 $8 $5 $6
(6-5)
F1 2400 ton
1

$5 $2 $6 $3
(5-3)
F2 600 (2) 3400 (1) 600 ton
2

$9 $7 $4 $7
(7-4)
F3 2500 (3) 3600 ton
3

Permintaan 1700 ton 3400 ton 2500 ton 1800 ton

6000 ton
(10-9) (5-4) (7-6)
Ci
1 1 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 :

TUJUAN Kapasi
SUMBER Cij
A1 A2 A3 A4 tas
$ 10 $8 $5 $6
2400 (10-6)
F1 1800 (4) ton 4

$5 $2 $6 $3
600
F2 600 (2) 3400 (1) (5-3) 2
ton

$9 $7 $4 $7
1100 (9-7)
F3 2500 (3) ton 2

Permintaan 1700 ton 3400 ton 2500 ton 1800 ton

3500 ton
(10-9) (5-4) (7-6)
Ci
1 1 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 :
TUJUAN
SUMBER Kapasitas Cij
A1 A2 A3 A4
$ 10 $8 $5 $6
F1 600 (5) 1800 (4) 600 ton 4

$5 $2 $6 $3
(5-3)
F2 600 (2) 3400 (1) 600 ton
2

$9 $7 $4 $7
F3 1100 (5) 2500 (3) 1100 ton 9

Permintaa 1700 ton 3400 ton 2500 ton 1800 ton

n
1700 ton
(10-9) (5-4) (7-6)
Ci
1 1 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 :
TUJUAN
SUMBER Kapasitas
A1 A2 A3 A4
$ 10 $8 $5 $6
F1 600 (5) 1800 (4) 1600 ton

$5 $2 $6 $3
F2 600 (2) 3400 (1) 600 ton

$9 $7 $4 $7
F3 1100 (5) 2500 (3) 1100 ton

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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 Metode Brown-Gibson
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,
p
CFi  CFi1CFi 2 ...CFip   CFij
i 1

2. Tentukan Performance of measurements dari Objective Factor (OF)

1
OFi 
 1 
C 
 i Ci )
(
Ci adalah total annual cost untuk alternatif i
Contoh:
Yearly Cost (Rp,1,000,000,000,-) Total
(Ci) 1/Ci
Alternatif 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 :
1 1 1
OFA = 9,95x0,286695 OFB =
10,45x0,286695 OFC =
11,05x0,286695
= 0,35056 = 0,33378 = 0,31566

Total OFi = 0,35056 + 0,33378 + 0,31566  1

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

Penentuan Index Faktor Subyektif

Pairwise Comparation
Faktor Total
Subyektif Pendidikan Perumahan Sikap Masy. Score Wi
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.
 Perbandingan antar alternatif untuk faktor Pendidikan, Perumahan, Sikap
Masyarakat:

Faktor Pendidikan
Pairwise
Comparation
Alternatif Total
A B C Score Ri
A 1 1 0 2 0,33
Faktor Sikap Masyarakat
B 0 1 0 1 0,17
Pairwise
C 1 1 1 3 0,50 Comparation
Alternatif Total
Total 6 1,00 A B C Score Ri
A 1 1 0 2 0,33
Faktor Perumahan B 0 1 1 2 0,33
Pairwise C 1 0 1 2 0,33
Comparation
Alternatif Total Total 6 1,00
A B C Score Ri
A 1 1 1 3 0,50
B 0 1 0 1 0,17
C 0 1 1 2 0,33
6 1,00
 Sehingga dapat ditentukan besarnya faktor subyektif dari tiap alternatif sbb:

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

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 :

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

Total LPM = 0,351208 + 0,337784 + 0.323288  1

Kesimpulan : Alternatif terbaik adalah alternatif A dengan nilai LPM terbesar.

 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:

Boston Philadel- Galveston Raleigh Supply

phia 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
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 Latihan Soal
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.
Factors
Critical Objective Subjective
Ease of Labor
Communit Support
Transporta Unionizati
Water Tax Energy y Attitude Services
Revenue Labor Cost tion on
Supply Incentives Cost
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
Layout Problem
Sistematika Perancangan Fasilitas

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 Prinsip-prinsip
Perancangan Fasilitas
• Integrasi Total
• Jarak Perpindahan Bahan Yang Minimal
• Aliran Proses Kerja
• Pemanfaatan Ruangan
• Kepuasan Dan Keselamatan Kerja
• Fleksibilitas

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 Permasalahan Layout?
• 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
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 Applications
• Manufacturing
• Healthcare
• Service
– Restaurants
– Banks
– Airports
– Entertainment
• Logistics and
Distribution
– Ports/Terminals
– Distribution Centers
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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 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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Macam-macam pabrik / industri

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Service system layout – Dentist’s office

Staff Lounge X-Ray Room Records Room

Orthodontist’s
Dentist’s Room Room

Oral Hygienist’s
Room
Oral Hygienist’s
Room

Men’s Rest Room

Reception
Women’s Rest
Waiting Room
Area

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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
Specification  a.Dimension, Weight, Material &
Drawing
b.Quality of product
c.Specific requirement
Volume  Production quantity & variation
Part’s  a.Flow process.
Breakdown b.Assembly process.
c.Processing time.
d.Machine, jig, tool and other.

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 Process Flowcharts
UPS

Active Parcel
Receiving Picking Packing Shipping
Bins Post

Reserve Mono- Next-Day

Storage gramming UPS

Embroid-
Quality
ering
Assurance
Back to
Vendor

Hemming

Gift
Boxing

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 Process Maps
Customer Waiter Salad Chef Dinner Chef

N
Place order Is order
complete?

Y
Give soup or salad order to chef Prepare soup or
salad order

Give dinner order to chef Prepare dinner

order

Drink Get drinks for customer

Eat salad or Give order

soup Deliver salad or soup order to customer to waiter

Deliver dinner to customer Give order

Eat dinner to waiter

Receives check Deliver check to customer

Gives payment to
waiter Receive payment for meal

Cash or Credit
Credit?

Cash
Collect change,
leave tip Bring change to customer

Run credit card through

Fill in tip
amount Return credit slip to customer

Collect tip

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 Make vs. Buy? BUY

No

Yes Can we Is it cheaper

Can item be Yes Yes Is the capital
make the for us to
purchased? available?
item? make?

No No No Yes

MAKE BUY BUY MAKE

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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
TWO MACHINES THREE MACHINES
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

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PROCESS ANALYSIS

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Manufacturing Process: Simple Description

Suppliers
$
$

Manufacturing Manufacturing CACAT

Material
CACAT RECYCLE

RECYCLE
WIP Stotage WIP Stotage WIP Stotage

Inventory

Quality Assurance

Manufacturing Inventory
Distribution
CACAT

CACAT
RECYCLE

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 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
Product
Department

Product
Layout Product
Medium Family
Department
Fixed Location Process
Layout Layout
Group Technology
Fixed Materials Layout Process
Location
Department
Department
Low

Low Medium High Variety

Source: John S. Usher class notes

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Product layout

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 Product Layouts

Product A Department

D D M G P D A
Receiving Department

Shipping Department
Product B Department

L L M M D G P A

Product C Department

L L L G G P A

Source: John S. Usher class notes

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 Process layout

DM DM
TM TM

DM
TM TM

VMM VMM BM BM

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 The Process Layout
Milling
Lathe Department Department Drilling Department
M M D D D D
L L

M M D D D D
L L

G G G P
L L

G G G P
L L
Grinding Painting Department
Department
L L
Receiving and A A A
Shipping Assembly

Source: John S. Usher class notes

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Flow of Materials in Process Layouts
Milling
Lathe Department Department Drilling Department
M M D D D D
L L

M M D D D D
L L

G G G P
L L

G G G P
L L
Grinding Painting Department
Department
L L
Receiving and A A A
Shipping Assembly

Source: Russell & Taylor, 2007

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 Project (Fixed-Position) Layout
G G D D D
L
G

L
G
Storage

Storage
L
A
L
M P A

Receiving and
Shipping

Source: John S. Usher class notes

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 Group technology layout

DM
VMM
TM DM

TM BM
BM TM

VMM DM TM

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 Hybrid layout

TM TM VMM BM

DM
TM TM

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Automated Manufacturing Cell

Source: John S. Usher class notes

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 Systematic Layout Planning
Input Data and Activities
ANALYZE

1. Flow of materials 2. Activity Relationships

3. Relationship Chart

4. Space Requirements 5. Space Available

6. Space Relationship
Diagram
SEARCH

7. Modifying Considerations 8. Practical Limitations

9. Develop Layout
Alternatives
SELECT

10. Evaluation

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 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