PRODUKSI LOT KECIL

1. PRODUKSI LOT KECIL

2. Pendahuluan • Segalanya diproduksi, dipesan dan ditangani dalam lot • Lot = batch • Lot: jumlah sesuatu saat diproduksi, dipesan atau ditangani • Lot sizing: penentuan ukuran lot yang tepat • Traditional manufacturing: large lot sizes • Dampak ukuran lot: cost, production throughput, lead time, manufacturing flexibility dan product quality • Dampak pada pemborosan di manufaktur: inventory, waiting time dan transportation

3. Dasar-Dasar Ukuran Lot Latarbelakangintuisiberproduksiefisiendengan lot besar: • Penghematansetup time • Penghematanproduction costs Namunmemunculkanbiaya-biayalainnya: • Biayafasilitaspenyimpanan • Biayadeteriorasi • Biayalainnya

4. Biaya-Biaya terkait Ukuran Lot • Setup cost (S): Biaya-biayapersiapanuntukmemproduksisebuah batch ataumemesansebuah batch Di manufaktur, setup cost mencakuplost production cost saat changeover danscrap costsaatmachine adjustment • Order cost: Biayapemesanandanpenerimaansebuah order dari supplier • Holding cost (H): Biayamenyimpansebuah unit dalampersediaanuntuksuatuperiodewaktu

5. Biaya Simpan (Holding Cost) Elemen-elemenbiayasimpan • storage(rent, lease, mortgage, utilities, maintenance, etc.) • tracking and monitoring of inventory • damage and pilfering (pencurian) • interest on money to produce or procure the material • opportunity costs on the money tied up in inventory H = r x P • P = unit production costs or unit procurement cost, the cost of manufacturing or procuring one unit. • r = percentage based on rates for borrowing, insuring, investing, (opportunity).

6. Lot Sizing & Setup Reduction • Preferensi pada batch besar berasal dari kecenderungan memandang material ordering, handling, dan setup sebagai fixed activities. • JIT atau Lean Thinking memandang semua aktivitas terkait setup, ordering, and handling of materials sebagai non-value adding activities. • Tujuan dari Lean Thinking adalah menurunkan waktu setup hingga nol. • SMED: Single Minute Exchange Dies

7. Jenis-Jenis Lot • Production / process batch • Kuantitas material yang dimanufaktursebagaiakibatdarisatu setup. • Ketika material dibeli, disebutpurchase / order quantity. • Transfer batch • Kuantitas yang dipindahkandarisatuoperasiatau workstation keoperasiatau workstation berikutnya. • Delivery quantity • Kuantitas lot yang dikirimkanantarpelanggandan supplier

8. Lot Sizing • Lot-for-lot (LFL) • Period Order Quantity (POQ) • Economic Order Quantity (EOQ) • Economic Manufacturing Quantity (EMQ)

9. Economic Order Quantity (EOQ) Assumptions: 1. Demand, D,is constant, continuous, and known. 2. Demand is independent. 3. Setup (order ) cost, S, is fixed, regardless of lot size. 4. Unit carrying cost, H, is known and constant; total carrying cost is a linear function of lot size. 5. The entire lot arrives (is produced or delivered) all at once. 6. Unit purchase (manufacturing) cost, P , is fixed, regardless of lot size ( no quantity discounts or production economies). 7. Stockouts ( or subsequent backorders) do not occur.

10. Economic Manufacturing Quantity (EMQ) • p = Production rate per period

11. Transfer Batches • Dapat menurunkan WIP dan lead time dengan lot splitting (pemecahan lot) dan mengirimkan sebagian dari process batch ke operasi berikutnya sebelum keseluruhan batch selesai. • Keuntungan small transfer batches (relative to process batches) hanya jika transfer batch dapat diproses ketika tiba di operasi berikutnya (tidak hanya tiba kemudian menungggu). • Ukuran process batches ( and small setup times) yang digunakan di seluruh pabrik harus kecil. • Karena penurunan ukuran transfer batches akan meningkatkan waktu untuk material handling, maka perlu diperhatikan biaya dan waktu material handling dan setups.

12. Process Batches • Reducing the size of process batches reduces WIP and lead time. • It could also reduce lead time variability (must assume the small batches are processed independently of each other and that the ratio of processing time to standard deviation is the same for each small batch as for the large batch). • Small batches save on other control transactions: • Items are easier to track, • Easier to count and to see • Less inventory.

13. Flexibility • With small batch sizes it is easier to change job schedules, and to insert new jobs with less effect on the schedules of other jobs. • Reinforces Little’s Law • Lead Time = WIP/ Throughput • Assuming constant throughput, lead time can be reduced by reducing WIP. • At bottlenecks, may want to run larger batches, to avoid setups. • May also want to group like orders together (ignoring priorities) to avoid setup times.

14. Minimal Lot Sizes • The minimal lot size is constrained by the production capacity and setup time. Given operation makes 5 parts and runs 40 hours per week. After subtracting out the time for production and maintenance, there are 7.5 hours per week remaining for setups. If each setup takes 0.5 hours, then: Number of setups = Time available for setup = 7.5/0.5 = 15/WK Time to perform setup Time to perform setups should only include internal setup time. • If we wanted to spread the available setups evenly, each part would receive 3 setups.

15. Backing into Lot Sizes

16. Backing into Lot Sizes

17. Buffer Stock (Safety Stock) • Excess inventory held between operations to make sure you do not run out of materials. - Uncertainty in demand. Need to level production. - Lead time variability (ways to reduce) • Preventive maintenance • Setup improvement • Quality control activities • Standardized operations • Contracts with dependable suppliers

18. Reducing Lot Sizes • Process Batches Need to reduce setup times • Purchase Quantities Reduce the cost of order placement by moving some of the responsibility for purchasing to the production department. Reduce the number of suppliers and develop standard agreements and partnerships with them. - want smaller, more frequent deliveries - want good incoming quality (no incoming inspection)

19. Transfer Batch Lot Size Reduction • Major factor in smaller transfer batches is materials handling. - distance over which materials are moved. - number of steps or transactions involved in the move. - complexity or sophistication of the material handling system • Reducing distance - locating equipment close together (cells, no backtracking) - reducing need for conveyance systems, forklifts, etc. • Delivery and Shipping Batches Logistics industry are taking greater responsibility for working out the details of delivery routes and schedules, and for coordinating deliveries between suppliers and customers