Teknik Industri

TI091314

PENDAHULUAN
Lecture Notes #1

Terima kasih kepada Prof. Dr. Ir. Bermawi P. Iskandar, M.Sc.

yang mempersiapkan versi awal dari materi ini

Stefanus Eko Wiratno  TI – ITS

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Chronological List of Facilities Planning
and Design Activities (1)

Egyptians developed expertise in finding suitable location for pyramids

4000 B.C.
according to their astrological calculations
Romans developed full-fledged methods for the construction of
100 B.C. – 100 A.D. temples, arenas, and other buildings. Detailed planning of public and
residential buildings
1700 – 1900 Industrial revolution period
First industrial engineering text book “Factory Organization and
1910
Administration” published by Hugo Diemer
1913 First moving automotive assembly line, introduced by Henry Ford
Quadratic assignment problem for micro-and-macro level location
1954
problems introduced by Koopmans and Beckman
Optimal and heuristic algorithms for the Quadratic Assignment
1955 – 1995
Problem
1959 Systematic Layout Planning approach by Muther
CRAFT (Computerized relative allocation of facilities technique)
1963
introduced by Armour and Buffa

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Chronological List of Facilities Planning
and Design Activities (2)

Early 1980s The flexible manufacturing system concept is introduced and attention
shifts towards achieving plant-wide flexibility via medium-volume,
medium-variety production using cellular manufacturing techniques
The term automation introduced to cope with plant flexibility
Late 1980s
requirements
1985 – present Modern software for facilities design problems
Research on new layout concepts including dynamic layouts, robust
1990s – present layouts, and reconfigurable layouts introduced to support mass
customization techniques

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Typical Design and Planning Problems

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Facilities Planning (1)

Tompkins, et.al. (2003)

 Facilities planning involves determining the type, quantity,

arrangement, and location of tangible fixed assets to
best achieve the objectives of the economic activity.
 Facilities planning is a complex and broad subject that cuts
across several specialized disciplines (civil, electrical,
industrial, mechanical, etc)
• new hospital
• assembly department
• existing warehouse
• baggage department of an airport.
 Facilities planning determines how an activity’s tangible
fixed assets best support achieving the activity’s objective.

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Facilities Planning (2)

Tompkins, et.al. (2003)
 Divide into two general areas: Facility design and
Facility location
1. Facility location: Determine where facilities should
be located to best support the production and
distribution of of goods and/or services.
2. Facility design: Determine how the components of
a facility should be configured to best support the
production and distribution of goods and/or services,
where the components of the facility consist of the
structure, the layout, and the material handling
systems.

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Facilities Planning Hierarchy

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Facilities Location
 Facilities location - placement with respect to
customer, suppliers, and other facilities with which it
interfaces.
 Influences of Plant location :
– Proximity to raw material
– Markets
– Transportation systems
– Economic development programs (financial
incentives)

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Facilities Design
Facilities design – consists of the facility systems, the layout,
and the handling system
 Facility system – structural systems, the atmospheric
systems, the enclosure system, the
lighting/electrical/communication systems, the life
safety system and the sanitation system.
 Layout – consists of all equipment, machinery, and
furnishings within the building envelope.
 Handling system – consists of the mechanisms needed
to satisfy the required facility interactions.
Material handling is very important to the facility design
activity. The choice of material handling equipment will
greatly effect the appropriateness of the facility design.

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Facilities Planning
 Facilities planning involves making strategic
decisions concerning the tangible fixed assets
used in the production process.
 The difference in the planning horizon for each
of the different levels of analysis used in the
production process listed in Table

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Planning Horizon Associated with

Production Analysis

Planning Horizon Level of Analysis

Months-Years Facilities Planning
Months-Years Product Design and Process Planning

Weeks-Months Production Planning

Hours-Weeks Production control
Minutes-Hours Quality control
Seconds-Minutes Machine-level real-time control

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Frame Work for Facilities Planning

[Q. Lee, IIE Solution, 1997]

Layout or space planning involves five levels - from

the global maps of site location to engineering
drawing tools and workstations
 Level 1: Global site location
 Level 2: Supra‑space plan
 Level 3: Macro‑space plan
 Level 4: Micro‑space plan
 Level 5: Sub‑micro‑space plan

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SPU : Space Planning Units

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LEVEL 1: Global site location

 The firm decide where to locate facilities and
determine their missions
 The most strategic impact
 Major considerations: labor rates, tax break,
labor skill and attitudes, supporting services,
politics,etc.
 Appropriate planning results in facilities
optimized for the markets and located near the
most important resources

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LEVEL 2: Supra‑space plan

 Site planning, including number, size, location of
buildings, as well as roads, water, gas, and rail
 Involve a series of drawing showing past,
present and future configurations
 Planning still has long‑term and far reaching
consequences
 A well-designed infrastructure supports future
expantion or conversion to new products
 Proper location and building design provide for
logical expansion in suitable increments

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LEVEL 3: Macro‑space plan

 A macro-layout, plans each building, structure,

or sub-unit of the site
 The designers define and locate operating
departments and determine overall material
flow
 Easier to correct than site level decisions
 A poorly planned facility can bring high
handling cost, confusion, and inflexibility

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Level 4: Micro‑space plan

 Department or cell layout

 Location of specific equipment is determined
 Emphasis shifts from gross material flow to
personal space and communication
 Socio‑technical considerations dominate

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LEVEL 5: Sub‑micro‑space plan

 Workstation design
 Workstations are designed for efficiency,
effectiveness, and safety
 Tools‑jig and fixture
 Location of materials
 Appropriate material handling aids

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Motivation Behind Facility Planning

1. One of the most effective methods for increasing
plant productivity and reducing cost is to reduce
or eliminate all activities that are unnecessary or
wasteful. A facilities design should accomplish
this goal in terms of material handling, personnel
and equipment utilization, reduced inventories,
and increased quality.
2. Employee health and safety
3. Energy conservation
4. Community considerations, fire protection,
security, and the ADA of 1989

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Objectives of Facilities Planning (1)

 Improve customer satisfaction by being easy to do
business with, conforming to customer promises, and
responding to customer needs.
 Increase return on assets (ROA) by maximizing
inventory turns, minimizing obsolete inventory,
maximizing employee participation, and maximizing
continuous improvement.
 Maximize speed for quick customer response.
 Reduced costs and grow the supply chain profitability
 Integrate the supply chain through partnership and
communication.

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Objectives of Facilities Planning (2)

 Support the organization’s vision through improved
material handling, material control, and good
housekeeping.
 Effectively utilize people, equipment, space, and
energy.
 Maximize return on investment (ROI) on all capital
expenditures
 Be adaptable and promote ease of maintenance.
 Provide for employee safety and job satisfaction.
 Provide flexibility to adapt to changing conditions

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Significance of Facility Design

 Material handling costs:

 30‑75% of a product’s cost (Sule 1991)
 20‑50% of a manufacturing company’s
operating budget (Tompkins & White,
1994)
 Optimal Layout Design can reduce
production costs

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Facilities Planning Process

By applying the engineering design approach, a
systematic approach can be developed
– Define the problem
• Define (or redefine) the objective of the facility
• Specify the primary and support activities to be
performed in accomplishing the objective
– Analyze the problem
• Determine the interrelationships among all
activities
– Determine the space requirements for all
activities
• Generate alternative facilities plans

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Facilities Planning Process

– Evaluate the alternatives
• Evaluate alternative facilities plans
– Select the preferred design
• Select a facilities plan
– Implement the design
• Implement the facilities plan
• Maintain and adapt the facilities plan
• Redefine the objective of the facility

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Developing Facilities Planning Strategies

Product Production Human

development and Planning & Resources &
design decisions Inventory Control Finance

Processing & Size & Space &

Material Design Flow
Requirements

Storage,
Number & movement,
Layout & Material Location protection &
Handling control of
material

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Sources of Information for

Manufacturing Facilities Design (1)

 All the information that is used must come from

different sources.
 The larger the company is, the less data actually
produced by the facility designer.
 Some companies have several sub-departments
within manufacturing/industrial engineering. But,
in smaller organizations you are responsible for
producing the information.

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Sources of Information for

Manufacturing Facilities Design (2)

 Marketing
 Product design
 Management policy

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Marketing

 Selling price
 Volume, how many can we sell?
 Seasonality, summer or winter product
 Replacement parts, older products

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Product Design
 Product design
– blueprints
– bill of material (part list)
• indented BOM
• buyouts/fabricate
– assembly drawings
• Part and assembly drawings are especially
helpful in visualization of how parts will fit
together
– model shop samples (prototypes)
 Relationship between FD and product design is
important
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Management Policy
 Management policy - refers to the upper-level
employees
– inventory policy (Just in Time, Kanban, WIP)
– lean thinking
– investment policy (ROI)
– startup schedule
– make or buy decision (new or old facility, capital
investment, and mission)
– feasibility studies (what product or process
proposal is the most profitable for the company

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Types of Layout Problems

(Heragu, 1997)

1. Service systems layout problems

2. Manufacturing layout problems
3. Warehouse layout problems
4. Nontraditional layout problems

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Service Systems Layout Problems (1)

 Examples: layouts of the tables, kitchen, and
cocktail lounge in licensed restaurant; an insurance
office; runway at an airport; emergency facilities in a
hospital and town; public library
 To develop service systems layout, designers must
know the number of entities or facilities that are to
be located, the area that will likely be occupied by
each, the interaction between facilities, and special
layout restrictions for any facility or pair of facilities
 General office structures: 1) Closed, 2) Semiclosed,
3) Open, and 4) Semiopen

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Service Systems Layout Problems (2)

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Service Systems Layout Problems (3)

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Manufacturing Layout Problems (1)

 Layout design is an important task when a
manufacturing systems is redesign, expanded,
or designed for the first time
 The layout problems involves determining the
location of machines, workstations, rest areas,
inspection stations, clean rooms, heat treatment
station, supervisor or manager offices, tool
cribs, and other facilities to achieve these five
objectives:
 Minimize cost of transportation between
facilities
 Facilitate the traffic flow
 Increase employee morale
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Manufacturing Layout Problems (2)

 Minimize the risk of injury to personnel and
damage to property
 Provide for supervision and face-to-face
communication

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Manufacturing Layout Problems (3)

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Warehouse Layout Problems (1)

 A good warehouse layout should use
available storage space effectively to
minimize storage and material handling cost
 Some factors to be considered in warehouse
design are shape and size of aisles, height of
the warehouse, location and orientation of the
docking area, types of racks to be used for
storages, and the level of automation involved
in the storage and retrieval of commodities

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Warehouse Layout Problems (2)

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Nontraditional Layout Problems

 Layout problems occur in many other situations in
addition to those already discussed :
 Control panel layout problem in the design of a
computer backboard
 The layout of keys on a typewriter or computer
keyboard
 A nother class of layout problems is known as the
. linear placement problem, or the one-dimensional
space allocation problem (determine an optimal linear
ordering of entities so as to minimization the total
traffic cost between each pair of entities.
 Arrangement of books on a shelf
 Assignment of aircraft to gates in an airport
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Types of Layouts

 Fixed-position layout
 Process-oriented layout
 Office layout
 Retail layout
 Warehouse layout
 Product-oriented layout

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Office Layout Floor Plan

Accounting
Finance
Fin. Acct.

Manager Brand X

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Retail/Service Layout -
Grid Design
Grocery Store
Bread Meat

Produce Frozen Foods

Milk

Check-
Office Carts
out

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Emergency Room Layout

E.R.Triage Patient A -
broken leg
room
E.R. Admissions
ry

Patient B - erratic
r ge

pacemaker
Su

Hallway

Ra
di o
l og
y
E.R. beds Pharmacy Billing/exit

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Warehouse Layout Floor Plan

Conveyor
Truck

Zones Order Picker

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Six Layout Strategies (1)

1. Fixed-position layout
– large bulky projects such as ships and
buildings
2. Process-oriented layout
– deals with low-volume, high-variety production
(“job shop”, intermittent production)
3. Office layout
– positions workers, their equipment, and
spaces/offices to provide for movement of
information

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Six Layout Strategies (2)

3. Retail/service layout
– allocates shelf space and responds to
customer behavior
4. Warehouse layout
– addresses trade-offs between space and
material handling
5. Product-oriented layout
– seeks the best personnel and machine
use in repetitive or continuous production

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Requirements of a Good Layout

 An understanding of capacity and space
requirements
 Selection of appropriate material handling
equipment
 Decisions regarding environment and
aesthetics
 Identification and understanding of the
requirements for information flow
 Identification of the cost of moving between
the various work areas

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Constraints on Layout Objectives

 Product design & volume
 Process equipment & capacity
 Quality of work life
 Building and site

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Layout Strategies, Examples, and Criteria

Layout strategy Example Criteria

Service/retail Drug store Expose customer to high
Grocery store margin items
Department store
Storage Distributor Minimize storage and
Warehouse handling costs
Product oriented TV assembly line Minimize line imbalance,
delay, and idle time

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Areas of Concern in Layout

Strategy/Design

Communication

Service Material
Areas Attributes
Layout
Work
Warehousing Strategy
Cell

Material
Safety
Flow

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Layout for New Environment of

Manufacturing
 The ability to design and operate manufacturing facilities
that can quickly and effectively adapt to changing
technological and market requirements is becoming
increasingly important to the success of any
manufacturing organization
 Manufacturing facilities must be able to exhibit high
levels of flexibility and robustness despite significant
. changes in their operating requirements
 Due to the large variety of parts usually produced in
jobshops, none of traditional layouts by itself provides a
satisfactory layout solution
 Example: Flexible Layout, Modular Layout, Virtual
Layout, Dynamic Layout, Fractal Layout, Reconfigurable
Layout, Distributed Layout, etc.
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Jenis Masalah Tata Letak

 Masalah Tata Letak Tradisional Sistem Layanan
 Masalah Tata Letak Sistem Manufaktur
 Masalah Tata Letak Gudang
 Masalah Tata Letak Tradisional (statik)
 Masalah Tata Letak Non-Tradisional
– Tata Letak Dinamik
– Tata Letak Fleksibel

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Tata Letak Dasar

1. Tata Letak Proses (Process Layout)

2. Tata Letak Produk (Product Layout)

3. Tata Letak Teknologi Kelompok (Group

Technology [Cellular] Layout)

4. Tata Letak Tetap (Fixed-Position Layout)

4
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Tata Letak Produk

Station 1 Station 2 Station 3 Station 4

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Tata Letak Proses

Lathing Milling Drilling

L L D D
M M

D D
L L M M

Grinding

L L M M
G G

Assembly
L L
G G
A A

Receiving and shipping

A A G G

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Tata Letak Teknologi Kelompok

(Group Technology Layout)

 Product layout dengan volume rendah

 Mengelompokkan parts/produk dengan kemiripan
karakteristik (misalnya, proses manufaktur) ke
dalam keluarga part dan kemudian kelompokkan
mesin untuk memproduksi part tsb.
 Tujuan: minimasi setup atau changeovers untuk
proses manufaktur yang sejenis

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BM = broaching machine
DM = drilling machine
Arrangement of Cells in TM = turning machine
a Job Shop Environment VMM = vertical milling machine

Routing of parts P1, P3, P9

Routing of parts P2, P4, P7, P8
Routing of parts P5, P6, P10

TM TM DM DM

TM TM DM DM

VMM VMM BM BM

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Arrangement of Cells in a CM System

TM DM VMM TM

BM DM BM

Routing of parts P1, P3, P9

Routing of parts P2, P4, P7, P8
DM VMM
Routing of parts P5, P6, P10

BM = broaching machine
DM = drilling machine
TM TM DM TM = turning machine
VMM = vertical milling machine

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Sel Teknologi Kelompok: Contoh

Machine 2

Machine 3
Machine 1

Materials in

Finished
goods out

Machine 4
Machine 5

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Tata Letak Teknologi Kelompok: Manfaat

 Hubungan personal yang lebih baik

 Keterampilan operator meningkat

 Sedikit WIP dan pemindahan material

 Set-up yang lebih cepat

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TATA LETAK STATIK DAN

DINAMIK

70
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Tata Letak Statik

 Tata letak fasiliats dirancang berdasarkan tata
letak dasar
 Mengasumsikan bahwa lingkungan bisnis relatif
stabil.
 Komposisi produk dan volume produksi dari
setiap produk relatif konstan selama horison
perencanaan
 Aliran pemindahan material diasumsikan konstan
selama horison perencanaan

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Tata Letak Statik

 Permasalahan Tata Letak statik dikelompokkan ke
dalam dua kategori:
– Tata letak baris tunggal
– Tata letak baris banyak.
 Tujuannya untuk meminimasi total ongkos
pemindahan material

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Tata Letak Dinamik (Dynamic Layout)

Riset tata letak difokuskan pada masalah:
 Komposisi produk dan volume produksi dari
setiap produk relatif konstan
 Informasi kegiatan pabrik di masa depan
diketahui pada saat perancangan fasilitas dibuat
 Kondisi ini dapat dibenarkan pada lingkungan
bisnis yang stabil, tapi tidak pada lingkungan
bisnis yang dinamik.

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Tata Letak Dinamik (Dynamic Layout)

 Tingkat volatilitas dan ketidakpastian yang tinggi
pada lingkung bisnis sekarang ini dan di masa
depan (misalnya, 40% dari penjualan
perusahaan datang dari produk baru)
 Pemicu: Laju inovasi teknologi yang tinggi dan
juga frekuensi perubahan desain dan fungsi
produk yang diinginkan konsumen
 Akibatnya, penurunan kinerja tata letak yang
ada

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Tata Letak Dinamik (Dynamic Layout)

 Umur hidup efektif tata letak adalah 2 tahun
(Nicol and Hollier, 1983)
 Umur hidup ini telah menurun menjadi kurang
dari 2 tahun dalam sepuluh tahun terakhir ini
 Perlu merancang ulang tata letak yang ada
(akan lebih sering dilakukan di masa
mendatang).

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Tata Letak Dinamik (TLD)

[Lacksonen, 1994]

 Karakteristik dari TLD adalah aliran material

berubah dari periode ke periode akibat dinamika
bisnis -karena fluktuasi permintaan, dan product
mix.
 Aliran material antar Departemen per periode:
Deterministik

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Tata Letak Dinamik

 Bagaimana seharusnya tata letak pada setiap
periode harus dirancang untuk menrespon
perubahan
 Tata letak yang optimal adalah tata letak (per
periode) yang memberikan Total Ongkos
minimum untuk sejumlah periode yang
dipertimbangkan
 Total Ongkos = Ongkos pemindahan material +
Ongkos pengaturan ulang tata letak

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Tata Letak Dinamik

[Balakrishnan&Chun H. Cheng, 1998]

Sum of material flow Sum of material flow Material flow for

for periods 1 and 2 for periods 2 and 3 period 5

Layout of Layout of Layout of

Initial layout
Period 1 Period 2 Period 5
Pairwise Pairwise Pairwise
exchange exchange exchange

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Tata Letak Fleksibel

Lingkungan Bisnis dicirikan oleh:
 Keragaman produk yang tinggi
 Volatilitas permintaan produk
 Volume produksi yang rendah
 Siklus hidup produk pendek
 Dibutuhkan tata letak yang fleksibel

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Tata Letak Maya

Virtual Layout (Kannan dan Ghosh, 1995)
 Tata letak fasilitas untuk sistem manufaktur Job
Shop
– Tata letak proses dan Tata letak selular
 Tata letak proses
– Keunggulan: Utilisasi mesin dan Fleksibilitas
tinggi
– Kelemahan: Throughput time dan WIP tinggi
 Tata Letak Selular
– Keunggulan: Throughput time dan WIP
rendah
– Kelemahan: Utilisasi mesin dan Fleksibilitas
rendah
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Tata Letak Selular (TLS)

Sel Manufaktur A Sel Manufaktur B

Skrap Frais Gergaji Frais

Drill Gerinda Gerinda

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Tata Letak Selular Maya (TLSM)

 Memanfaatkan konsep tata letak proses dan tata
letak selular (Kannan dan Ghosh, 1995).
 Tata letak proses digunakan untuk mengatur tata
letak mesin yang ada.
 Tata letak selular diterapkan untuk penugasan
pekerjaan (operasi) famili produk pada mesin-
mesin yang tersedia.
 Dengan cara ini, sel-sel mesin terbentuk secara
maya tidak secara fisik.

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Tata Letak Selular Maya

Famili Famili
Part A Part B

Bubut Bubut Gerinda Gerinda

Frais Frais Drill Drill

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TATA LETAK TERDISTRIBUSI

Distributed Layout
(Benjaafar dan Sheikhzadeh, 1998)

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Keterbatasan Tata Letak Selular

 Cepat Kadaluarsa (Rapid obsolescence)

 Ketidakseimbangan beban kerja

 Kurang Fleksibel

 Duplikasi peralatan

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Tata Letak Proses Vs. Tata Letak Selular

Tata Letak Proses Tata Letak selular

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Tata Letak Terdistribusi

Functional layout Partially distributed layout

Fully distributed layout

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Manfaat Tata Letak Terdistribusi

 Effective hedging terhadap fluktuasi dalam
komposisi produk, volume, dan routing di masa
depan
 Pemindahan material efisien
 Alokasi beban kerja fleksibel
 Formasi yang cepat untuk sel maya

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Tata Letak Terdistribusi

 Indikator Kinerja Tata letak: Ekspektasi Total
Ongkos Pemindahan Material –untuk semua
skenario permintaan.
 Tata Letak yang Fleksibel adalah tata letak yang
memiliki Ekspektasi Total Ongkos Pemindahan
Material terkecil
 Indikator lainnya: Indeks kekakuan rancangan
(Kreng&Tsai, 2002)

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Isu Tata Letak Lainnya

 Masalah tata letak dua dimensi (benar untuk
sistem manufaktur)
 Tidak untuk tata letak kantor – di mana fasilitas
dilokasikan pada beberapa lantai
 Sistem manufaktur pada masa yang akan datang
bisa memiliki tata letak tiga dimensi, karena harga
tanah yang mahal

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Isu Tata Letak Lainnya

 Jarak antar fasilitas pada lantai yang berbeda
bisa tidak linier.
 Perangkat lunak tersedia untuk masaalah tata
letak 3-D (misalnya, BLOCPLAN,
SPACECRAFT, CRAFT 3-D, MULTIPLE)
 Jenis Tata Letak fleksibel lainnya: Tata letak
Fraktal dan Modular

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Perkembangan Tata Letak Terkini

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