PROBLEM-SOLVING TOOLS

Exploratory Tools
Pareto Analysis
Fish Diagrams
Gantt Chart
PERT Chart
Job / Worksite Analysis Guide
Pareto Analysis
Items identified and ordered on
common scale in decreasing
frequency, creating a cumulative
distribution
80/20 Rule: 20% of the items account
for 80% of the problems
Allows the company to concentrate
resources on the jobs with the most
problems
Pareto Analysis
20
80
20
80
Causes Problems
Pareto Analysis
Example Diagram
Pareto Analysis
80
58
42 42
0
20
40
60
80
100
120
140
160
180
200
220
1 2 3 4
F
r
e
k
u
e
n
s
i

K
u
m
u
l
a
t
i
f
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
P
r
o
s
e
n
t
a
s
e

K
u
m
u
l
a
t
i
f

Keterangan:
1 = Pergantian sistem penyimpanan status
2 = Pasien lama tidak bawa kartu
3 = Status baru terlalu banyak
4 = Status lama tidak ketemu



Keterangan:
1 = Pergantian sistem penyimpanan status
2 = Pasien lama tidak bawa kartu
3 = Status baru terlalu banyak
4 = Status lama tidak ketemu


31
24
19
16
0
20
40
60
80
100
120
140
160
180
200
220
1 2 3 4
F
r
e
k
u
e
n
s
i

K
u
m
u
l
a
t
i
f
0%
50%
100%
150%
200%
P
r
o
s
e
n
t
a
s
e

K
u
m
u
l
a
t
i
f
Fishbone Diagrams
Cause-and-effect diagrams
Identified problem or undesirable result
is the head
Contributing factors are the bones
Typical categories include: Human,
machine, methods, materials,
environment, and administrative
Estimates associated probabilities
Fishbone Diagrams
Example Diagram
Figure 2-3

Gantt Chart
Used for planning of complex projects
Shows expected start and completion
times, also duration of events
Similarly, major events can be broken into
smaller sub-tasks
Shade the bars to show actual completion
time
Gantt Chart
Example Diagram
Figure 2-4
PERT Chart
Program Evaluation and Review Technique
(PERT) is a planning and control tool
Also known as Network Diagram or Critical
Path
Graphically portrays the optimum way to
obtain a desired objective with respects to
time
Optimistic, average, and pessimistic time
estimates utilized
PERT Chart
Job / Worksite
Analysis Guide
Perform a walkthrough observing the
area, worker, task, environment,
administrative constraints, etc.
Develop an overall perspective of the
situation
Particularly useful in workstation
redesign
Job / Worksite
Analysis Guide
Example Guide
Figure 2-6
Recording and
Analysis Tools
Operation Process Chart
Flow Process Chart
Flow Diagram
Worker and Machine Process Charts
Gang Process Charts
Operation Process
Chart
Chronological sequence of all
operations, inspections, time
allowances, materials
Depicts entrance and exit of all
components and sub-assemblies and
products
Provides information on the number of
employees required time for jobs and
inspections
Basic Symbols
process symbol
Operasi
transportasi
Delay
Inspeksi
Storage
Operation Process Chart
Operation
Process Chart
Example Diagram
Figure 2-8
Flow Process Chart
More detailed, fit for closer observation
of smaller components or assemblies
Shows all moves (distances) and storage
delays (times) for product movement in
plant
Aids in the reduction of hidden costs,
Muda.
Can be beneficial for plant layout
suggestions
Types of
Flow Process Chart
Currently Use

Product/material
(see figure 2-11)
Operative/person
(see figure 2-12)
Flow Process
Chart
Example Diagram
Figure 2-11
Flow Process
Chart
Example Diagram
Figure 2-12
Flow Diagram
Pictorial representation of the layout
of the plant
Good supplement to the Flow Process Chart
Flow Diagram
PRODUKSI
GUDANG
1 2 3 4
5
Flow Diagram
Example Diagram Figure 2-13
Worker and Machine
Process Charts
Used to study, analyze, and improve
one workstation
Shows the time relationship between
working cycle of the person and the
operating cycle of the machine
Reveals idle time for both machines
and workers
Worker and
Machine
Process Charts
Example Diagram
Figure 2-15
Gang Process Chart
Example Diagram Figure 2-16
Quantitative Tools
Synchronous Servicing
Random Servicing
Complex Relationships
Line Balancing
SYNCHRONOUS
SERVICING
Assigning more than one machine
to an operator seldom results in ideal case where both the worker
and the machine are occupied during the whole cycle.
n = l + m
l
n = Number of machine the operator is assigned
l = Total operator loading and unloading
(servicing) time per machine
m = Totalmachine running time (automatic
power feed).
Synchronous
Servicing
Example: assume a total cycle time of
four minutes to produce a product, as
measured from the start of the
unloading of the previously completed
product to the end of the machine cycle
time. Operator servicing, which includes
both the unloading of the completed
product and the loading of the raw
materials is one minute,while the cycle
time of the automatic machince cycle is
three minutes.
w l
m l
N
1
+
+
s
N = number of machines
m = total machine running time
w = walking time
l = loading and unloading time

Total Expected Cost


1
2 1 1
) )( (
1
N
K N K m l
TEC
N
+ +
=
K
1
= operator rate
K
2
= cost of machine
) )( (
2 2 1
2
K N K w l TEC
N
+ + =
Alternate Approach:

R
K N K
TEC
N
) (
2 1 1
1
+
=
) )( (
2 2 1
2
K N K w l TEC
N
+ + =
1
1
N x
m l
R
+
=
w l
R
+
=
1
contoh soal
proses Time
(minute)
Pick up plate into press dies 0,1
Lubricate dies in press 0,3
Press 1,2
Walk to next press 0,1
$ worker (K
1
) = $ 12 / hour
$ machine (K
2
) = $ 10 / hour
Ditanya:
Jumlah mesin yang dibutuhkan
TEC tiap kemungkinan jumlah mesin
Jawaban:
N = (l+m)/(l+w) = (0.4+1.2)/ (0.4+0.1) = 3.2
Sehingga jumlah mesin yang mungkin
adalah 3 atau 4 mesin
Jawaban
TEC3 = (l+m)(K1+n1K2)/n1
= (0.4+1.2)(12+3 x 10)/3/60
= $ 0.3733/ unit
TEC4 = (l+w)(K1+n2K2)
= (0.4+0.1)(12+4x 10)/60
= $ 0.4333 /unit
Synchronous Servicing
in Design Tools
Worker 1
Machine 1
Machine 2
Machine 3
Machine 4
Answer:
n = l + m = 1 + 3 = 4 machines
l 1
Worker Working
Loading/unloading
Machine running
Legend:
Idle Time
RANDOM SERVICING
Helps to determine the number of
machines to assign to an operator
when it is not known exactly when each
machine needs to be serviced or for
how long
The binomial expansion give a useful
approximation of the machine down
probability
Assuming that each machine is down at
random times during the day and that the
probability of the down time is p and the
probability of runtime is q = (1-p). Each term
of the binomial expansion can be expressed
as a probability of m (out of n) machines
down:
P(m of n) = n !
m! (n-m)!
p
m
q
n-m
Total Expected Cost (TEC):



K1 = hourly rate of the operator
K2 = hourly rate of the machine
N = number of machines assigned
R = rate of production, pieces from N
machines per hour
R
NK K
TEC
) (
2 1
+
=
COMPLEX
RELATIONSHIPS
Here the servicing time is relatively
constant, but the machines are
serviced randomly


For seven or more machines, Wrights
Formula can be used:


I = interference, expressed as a
percentage of the mean servicing time
X = ratio of mean machine running time to
mean machine servicing time
N = number of machine units assigned to
one operator


( ) | | { ( )} N X N N X I + + + = 1 2 1 50
2
LINE BALANCING
Helps to determine the ideal number of
workers to be assigned to a production
line
Computer software is available to
eliminate the calculations
100
.
. .
X
M A
M S
E

=
E = Eficiency
SM = Standard minute per operation
AM = Allowed standard minutes per operation
Definisi
Line balancing merupakan suatu metode
penugasan sejumlah pekerjaan yang
saling berkaitan dalam satu lini produksi
sehingga setiap stasiun kerja memiliki
waktu yang tidak melebihi waktu siklus
dari stasiun kerja tersebut.
Line balancing berusaha menyeimbangkan
seluruh lintasan yang ada dalam lini
perakitan sehingga aliran produksi
berjalan lancar.
Operator 1
Operator 2
Operator 3
Operator 4
Operator 5
Operator
Standard Minutes
to Perform
Operation
1 0.49
2 0.31
3 0.25
4 0.44
5 0.54
How to Calculate Line Efficiency ?
100
.
. .
5
1
5
1
X
M A
M S
E

=
Operator
Standard Minutes
to Perform
Operation
Wait Time Based on
Slowest Operator
Allowed
Standard
Minutes
1 0.49 0.05 0.54
2 0.31 0.23 0.54
3 0.25 0.29 0.54
4 0.44 0.1 0.54
5 0.54 0 0.54
2.03 2.7
Line Efficiency ?
0.49
0.31
0.25
0.44
0.54
Operator
Standard Minutes
to Perform
Operation
Wait Time Based on
Slowest Operator
Allowed
Standard
Minutes
1 0.49 0.05 0.54
2 0.31 0.23 0.54
3 0.25 0.29 0.54
4 0.44 0.1 0.54
5 0.54 0 0.54
2.03 2.7
Efficiency 75.19%
Opportunities for Improvements ?
Operation Standard Minutes
1 1.5
2 2.25
3 1.25
4 2.5
5 3
6 2.75
7 1.75
Assembly Line
(7 operations)
Desired Rate of Production = 1000/day
Efficiency = 95%
1 day = 10 hours = 600 minutes
Thus R = 1000/600 = 1.67 units/minute

Numbers of Operator Needed
in Assembly Line?
E
SM
R AM R N

= =
27 operators
Operation Standard Minutes
1 1.5
2 2.25
3 1.25
4 2.5
5 3
6 2.75
7 1.75
minutes/unit 0.6
SM 15
R 1.67
E 0.95
26.36842105
Operation Standard Minutes
(standard
minutes)/(minutes/u
nit)
Operators
1 1.5 2.5 3
2 2.25 3.75 4
3 1.25 2.083333333 2
4 2.5 4.166666667 5
5 3 5 5
6 2.75 4.583333333 5
7 1.75 2.916666667 3
minutes/unit 0.6 27
Output?
1.5/0.6
2.25/0.6
Dst.

600/1000
Slowest One?
Operation Standard Minutes
(standard
minutes)/(minutes/u
nit)
Operators
1 1.5 2.5 3 0.5
2 2.25 3.75 4 0.5625
3 1.25 2.083333333 2 0.625
4 2.5 4.166666667 5 0.5
5 3 5 5 0.6
6 2.75 4.583333333 5 0.55
7 1.75 2.916666667 3 0.583333333
day hour output / 960 / 96
25 . 1
60 2
= =

=
(2.5/3)*0.6
(3.75/4)*0.6
Dst.
Line Balancing Problem
A
B
C
4.1mins
D
1.7mins
E
2.7 mins
F
3.3
mins
G
2.6 mins
2.2 mins
3.4 mins
1. What process is the bottleneck?
2. How much is the maximum
production per hour?
3. How much the efficiency?
4. How to minimize work stations?
5. How should they be grouped?
6. New efficiency?
Question
Calculate efficiency
A. 73.2%
B. 56.7%
C. 69.7%
D. 79.6%
E. 81.2%
A
B
C
4.1mins
D
1.7mins
E
2.7 mins
F
3.3
mins
G
2.6 mins
2.2 mins
3.4 mins
(2.2+3.4+4.1+2.7+1.7+3.3+2.6)
4.1x7

20
28.7

69.7%

1-69.7%=30.3% Balance Delay
( )
time cycle
times task
N

=
(bottleneck)
20
4.1
= 4.88 work stations
Number of Workstation
Line Balancing Solution
A
B
C
4.1
D
1.7
E
2.7
F
3.3
G
2.6
Station 1
Station 2
Station 3
Station 4
2.2
3.4
All under 6 minutes?
(6.0)
(5.6)
(5.8)
4 Stations
20/24=83.3%
Max prod./hour
60/6
10 units/hour
Line Balancing Problem
A
B
C
4.1mins
D
1.7mins
E
2.7 mins
F
3.3
mins
G
2.6 mins
2.2 mins
3.4 mins
5.6
5.0
20/5.6x5 = 20/28 = 71.4%
5 Stations
Max Prod./hour
60/5.6
10.7 units/hour
40 secs
59 secs
84 secs
34 secs
56 secs
45 secs
What is the minimum # of work stations?
Round down.
3
2
4
5
6
( )
time cycle
task times

= N
40+59+84+56+34+45 = 318

318/84 = 3.78 or 3 work stations
What is the efficiency with 6 operators?

( )
( )
( )( )
( ) 100
time cycle stations of number
task times
% Efficency

=
318/6 x 84=
318/504 =
63%

( )
( )
( )( )
( ) 100
time cycle stations of number
task times
% Efficency

=
40 secs
59 secs
84 secs
34 secs
56 secs
45 secs
99 secs
118 secs
3 Stations ?
318/3x118

318/354 = 89.8%
101 secs