JIT/Lean Operations : Good production systems require that managers address three issues that are pervasive and

fundamental to operations management: eliminate waste, remove variability, and improve throughput. ELIMINATE WASTE (a.Other resources such as energy, water, and air are often wasted, b.Efficient, sustainable production minimizes inputs, reduces waste, c. raditional !house"eeping# has been e$panded to the % &s. '. (aste is anything that does not add value from the customer point of view , ).&torage, inspection, delay, waiting in queues, and defective products do not add value and are '**+ waste. OHNOs SEVEN WASTE: Overproduction (sto" terlalu banya", uang "urang, produ"si lebi dari ,adwal-, !ueues (bottlenec", poor balance of wor", operator attention time-, Transportation (harus dila"u"an, tida" ada added.value, long.moves, re.stac"ing, pic" up/put down- , Inventor" (stoc" ideal 0*, inventory banya" dari proses hides problem-, Motion (pergera"an orang pada saat proses, berpindah space ta"en because high (12- , Over processin# (proses terlalu lama, berulang, protecting parts for transport to another process- , $e%ective products (produ" cacat, capacity lost at bottlenec"-. &s '. Sort/Seiri 3 when in doubt, throw it out, ).Strai# ten/Seiton 3 methods analysis tools, 4.S ine/Seiso 3 clean daily, 5.Standardi'e/Sei(etsu 3 remove variations from processes, %.Sel%)discipline/S itsu(e 3 review wor" and recognize progress. 6engan ) tambahan: a.&afety 3 build in good practices, b.&upport/maintenance 3 reduce variability and unplanned downtime. *EMOVE VA*IA+ILIT, : 71 systems reduce variability caused by both internal and e$ternal factor, 8ariability is any deviation from the optimum process , 1nventory hides variability, 9ess variability results in less waste. &ources of variability: '.1ncomplete/inaccurate drawings/specifications,).2oor production processes resulting in incorrect quantities, late, or non.conforming units, 4.:n"nown customer demands. IM-*OVE TH*O./H-.T: '. he time it ta"es to move an order from receipt to delivery, ). he time between the arrival of raw materials and the shipping of the finished order is called manufacturing cycle time could be reduced , 4.; pull system increases throughput pulling material in small lots, inventory cushions are removed, e$posing problems and emphasizing continual improvement, 5.2ush systems dump orders on the downstream stations regardless of the need. J.ST)IN)TIME 0JIT1: 2owerful strategy for improving operations, <aterials arrive where they are needed when they are needed, 1dentifying problems and driving out waste reduces costs and variability and improves throughput, =equires a meaningful buyer.supplier relationship. JIT 2 3OM-ETITIVE A$VANTA/E : rapid throughout frees assets, quality improvement reduces waste, cost reduction adds pricing fle$ibility, variability>rewor" reduction which wins order by: faster response to the customer at lower cost and higher quality. JIT -A*TNE*SHI-S: '.71 partnerships e$ist when a supplier and purchaser wor" together to remove waste and drive down costs , ).?our goals of 71 partnerships are: =emoval of unnecessary activities, in.plant inventory, in.transit inventory, 1mproved quality and reliability. JIT LA,O.T: '. actics (@uild wor" cells for families of products, 1nclude a large number operations in a small area, <inimize distance, 6esign little space for inventory, 1mprove employee communication, :se po"a.yo"e (fail safe- devices, @uild fle$ible or movable equipment, Aross.train wor"ers to add fle$ibility-). 6istance reduction: 9arge lots > long production lines with single.purpose machinery replaced by smaller fle$ible cells, :.shaped for shorter paths > improved communication, using group technology concepts. 4.1ncrease ?le$ibility: Aells designed to be rearranged as volume or designs change , ;pplicable in office environments as well as production settings, ?acilitates both product and process improvement. 4. 1mpact on Employees: cross.train, 1mproved communications facilitate the passing on of important information about the process , (ith little or no inventory buffer, getting it right the first time is critical. =educed space > inventoryB (ith reduced space, inventory must be in very small lots , :nits are always moving because there is no storage. JIT INVENTO*, , 1nventory is at the minimum level necessary to "eep operations running: :se a pull system to move inventory, =educe lot sizes, 6evelop ,ust.in.time delivery systems with suppliers, 6eliver directly to point of use, 2erform to schedule, =educe setup time, :se group technology. =educe 1nventory: =educing inventory uncovers the !roc"s#, 2roblems are e$posed, virtually no inventory and no problems, &hingo says !1nventory is evil. =educe 9ot &izes: 1deal situation is to have lot sizes of one pulled from one process to the ne$t, Often not feasible, use EOC analysis to calculate desired setup time, wo "ey changes necessary, 1mprove material handling, =educe setup time. =educe &etup Aosts: Digh setup costs, large lot sizes, =educing setup costs reduces lot size average inventory, &etup time reduced preparation prior to shutdown > changeover. JIT S3HE$.LIN/: &chedules must be communicated inside and outside the organization, 9evel schedules: 2rocess frequent small batches > ?reezing the schedule helps stability, 4AN+AN: &ignals used in a pull system. JIT S3HE$.LIN/, better scheduling improves performance: Aommunicate schedules to suppliers, <a"e level schedules, ?reeze part of the schedule, 2erform to schedule, &ee" one.piece.ma"e and one.piece move, Eliminate waste, 2roduce in small lots, :se "anbans, <a"e each operation produce a perfect part. 9evel &chedulesB 2rocess frequent small batches rather than a few large batches, <a"e and move small lots so the level schedule is economical, !7elly bean# scheduling, ?reezing the schedule closest to the due dates can improve performance. 4AN+AN: Eanban is the 7apanese word for card, he card is an authorization for the ne$t container of material to be produced , ; sequence of "anbans pulls material through the process , <any different sorts of signals are used, but the system is still called a "anban, JIT !.ALIT, : '. :ser removes astandard sized container, ).&ignal is seen by the producing department as authorization to replenish. :se statistical process control, Empower employees, @uild fail.safe methods (po"a.yo"e, chec"lists, etc.-, E$pose poor quality with small lot 71 , 2rovide immediate feedbac". LEAN O-E*ATIONS : 6ifferent from 71 in that it is e$ternally focused on the customer , &tarts with understanding what the customer wants, Optimize the entire process from the customerFs perspective. @uilding a 9ean Organization: 6evelop partnerships with suppliers, Educate suppliers, Eliminate all but value.added activities, 6evelop employees, <a"e ,obs challenging, @uild wor"er fle$ibility, ransitioning to a lean system can be difficult, 9ean systems tend to have the following attributes, (:se 71 techniques, @uild systems that help employees produce perfect parts, =educe space requirements-. JIT TE3HNI!.E : used in manufacturing (suppliers, layouts, inventory, scheduling-. 4 "ey: C<, 71 manufacture, respect

4AI5EN: improvement, continuous improvement involving everyone in the organization from top management, to managers then to supervisors, and to wor"ers. TH*EE -ILLA*S o% 4AI5EN : '.Douse"eeping (Gemba 0 wor"place-, ).(aste elimination (<uda 0 waste- a.in manufacturing: shipping defective parts, waiting inspection, wal"ing, transportation, overproduction, e$cess inventory. b. in office: passing wor" w/error signature approval, bureaucracy, wal"ing/routing, copies files, e$cess document. &tandardization: &tandards are set by management, but they must be able to change when the environment changes. Aompanies can achieve dramatic improvement as reviewing the standards periodically, collecting and analysing data on defects, and encouraging teams to conduct problem.solving activities. - 6 -LAN:. 2ic" a pro,ect (2areto 2rinciple-,. Gather data (Distogram and Aontrol Aharts-,. ?ind cause (2rocess ?low 6iagram and Aause/Effect 6iagram-,. 2ic" li"ely causes (2areto 2rinciple and &catter 6iagrams-,. ry &olution (Aause/Effect , GF%( ;H6 'D GFI $ 6 $O,. 1mplement solutionI3 6 3HE34, . <onitor results (2areto, Distograms, and Aontrol Aharts-IA 6 A3T,. &tandardize on new process ((rite standards, rain, ?oolproof, Cuality.;t. he.&ource JC:; &K-. VAL.E ST*EAM MA--IN/: &pecial type of flow chart that uses symbols "nown as Lthe language of 9eanL to depict and improve the flow of inventory and improve the flow information. 2rovide optimum value to the customer through a complete value creation process with minimum waste in:3 6esign (concept to customer-,3 @uild (order to delivery-, 3 &ustain (in.use through life cycle to service-. 1mprovement events create localized improvements, value stream mapping > analysis strengthens the gains by providing vision and plans that connect all improvement activities, 8alue stream mapping > analysis is a tool that allows you to see waste, and plan to eliminate it. VAL.E: a capability provided to a customer: of highest quality, right time, appropriate price. 6efine by customer: L8alueL is what the customer is buying. 8alue that flows could be: price, quality, reliable delivery, rapid response to changing needs. ?9O(&: in manufacturing, materials are the items, 1n design > development, designs are the items, 1n service, e$ternal customer needs are the items, 1n admin., internal customer needs are the items. TA4T TIME: is total available time divided by the number of units in demand for that day (synchronizes pace of production to match pace of sales-, producing ;E time: fast response to problems, eliminate cause of unplanned downtime > changeover > assembly.type process. STE- +, STE- VSM: '.&elect sponsor > set e$pectations: ma"e decisions, arbitrate solutions, and plan the pro,ect, select process, target achievement. VSM & -*IN3I-LES: specify customer value, value stream.Mfamily, product flow, customer pull, toward perfection. ). &elect eam: each area or sta"eholder of the process is represented (&ales, 2urchasing, (arehouse-. 4. &elect process to be mapped: used in <anufacturing, 9ogistics, &upply Ahain > &ervice orientated Organizations. 5. Aollect data: process times, inventory or materials information, demand requirements. %.Atitique Aurrent &tate: challenge the current thin"ing, encourage your team to ma"e suggestions, loo" for areas of waste. N. <ap ?uture &tate: compile a future state map based on the current state map and the critiques. O. Areate action plan > deploy: ?uture &tate map consider an action plan that could be implemented to change the current process to the future state. P.<easure @enefits: the benefits e$pected, have been obtained 3 review each change, made and analyse benefits. ;E 1<E: available:demand

NVA adala WAITIN/ TIME. 3ara untu( 7en#identi%i(asi 8aste adalah dengan menganalisa masing.masing proses yang ter,adi pada masing.masing stasiun "er,a dengan membagi.bagi proses yang ter,adi sesuai pe"er,aan, ,umlah operator dan ,umlah mesin. Dal lain yang diperlu"an untu" mengidentifi"asi waste adalah analisa terhadap aliran material yang ter,adi antar proses hingga pengiriman barang. :ntu" perbai"an sistem, hal pertama yang perlu dila"u"an adalah menghitung masing.masing cycle time dan ta"t time pada masing.masing proses. ?inal ;ssembly (?N- hal yang dapat dila"u"an adalah membuang H8; proses dua "ali scan pada bo$ dan mengurangi operator bagian pengece"an material "arena pada masing.masing stasiun "er,a terdapat prosedur standar pengece"an material TA4T TIME merupa"an hubungan antara cycle time dengan "eseluruhan proses produ"si. I$E9: includes both a definition of a graphical modeling language (synta$ and semantics- and a description of a comprehensive methodology for developing models. 16E?* may be used to model a wide variety of automated and non.automated systems. ?or new systems, 16E?* may be used first to define the requirements and specify the functions, and then to design an implementation that meets the requirements and performs the functions. ?or e$isting systems, 16E?* can be used to analyze the functions the system performs and to record the mechanisms (means- by which these are done. 3 aracteristics: '. 1t is comprehensive and e$pressive, capable of graphically representing a wide variety of business, manufacturing and other types of enterprise operations to any level of detail. ).1t is a coherent and simple language, providing for rigorous and precise e$pression, and promoting consistency of usage and interpretation. 4.1t enhances communication between systems analysts, developers and users through ease of learning and its emphasis on hierarchical e$position of detail. 5.1t is well.tested and proven, through many years of use in ;ir ?orce and other government development pro,ects, and by private industry. %.1t can be generated by a variety of computer graphics toolsB numerous commercial products specifically support development and analysis of 16E?* diagrams and models. I$E9:0'ero1: u/ menggambar"an > memodel"an sistem des"ripsi fungsi perusahaan hingga &A< dan logistic dengan notasi grafi" .M sub.sistem "ecil dihubung"an "e sistem besar, memudah"an pemahaman sistem. MA3AM; I$E9: I$E9<(untu" informasi-, I$E9=(untu" menggambar"an proses-. 4A*A4TE*ISTI4: general u/ sistem yang berbeda.beda, detail > tepat, menyeluruh, dalam tatanan "onseptual, fle"sibel. @rea"throughs are essential for improvement, but continuous incremental improvement is the "ey. N>0$T?S1/3