Product, Process, and

Production Schedule
Produk, Proses, Production Schedule, Lokasi Pabrik
Mulai
Formulasikan Tujuan Perencanaan Fasilitas
Apa Bagaimana Kapan
Berapa
banyak
Berapa
lama
Dimana
Produk Proses Production schedule Lokasi pabrik
Tentukan
produk
Tentukan
proses
Tentukan
production schedule
Tentukan
lokasi pabrik
Informasi Produk, Proses, Production Schedule, dan Lokasi Pabrik
Produk, Proses, Production Schedule, Lokasi Pabrik
Informasi Produk, Proses, Production Schedule, dan Lokasi Pabrik
Model Layout Fasilitas
Teori Antrian Model matematik Simulasi
Model Kualitatif:
Peta hubungan
Indeks kedekatan
Informasi Luas Lantai:
Luas lantai yang dibutuhkan
Lebar gang
Tata letak yang ada (?)
Model Kuantitatif:
Peta from-to
Aliran material
Ongkos material handling
Algoritma
Algoritma berbasis kedekatan Algoritma berbasis jarak/ongkos
CORELAP/BLOCPLAN/... CRAFT/BLOCPLAN LayOPT/...
Pilih Teknik/Metode untuk Perancangan Tata Letak Fasilitas
Facilities Planning Process
1. Define the products to be manufactured
2. Specify the manufacturing processes and related
activities required to produce the products.
3. Determine the interrelationships among all activities
4. Determine the space requirements for all activities
5. Generate alternative facilities plans
6. Evaluate the alternative facilities plans
7. Select the preferred facilities plan
8. Implement the facilities plan
9. Maintain and adapt the facilities plan
10. Update the products to be manufactured and redefine the
objective of the facility.
Facilities Planning Process
In manufacturing, PP&S design of a product provides
important data required for facilities layout design
The PP&S design process provide answer to the
following questions:
Product Design: What to produce (product
drawing)
Process Design: Who should produce (make-or-
buy decisions) (parts list)
Process Design: How to produce (precedence
diagram, BOM, route sheet, assembly chart, OPC)
Schedule Design: How much to produce (lot size
decisions)
Schedule Design: When and How long to produce
(production schedule)

PP&S Design
PP&S Design
Facilities
design
Product
design
Process
design
Schedule
design
Involves both determination of which products
are to be produced and the detailed design of
individual products.
The decisions products to be produced are
generally made by top management
Detailed operational specification, pictorial
representation, and prototype of the product
are important input for the facility designer
Detailed component part drawings are needed
for each component

Product Design
The products manufactured by a company a
provide important information about:
Processes or equipment required
Material handling methods and systems
needed
The arrangement of production, auxiliary
equipment, and service facilities
Before beginning to design a facility, analysts
must know not only the types of products
manufactured but also their production volume

Product Analysis
Exploded Assembly Drawing
Exploded Part Pothograph
Component Part Drawing
Component Part Drawing
Process Design
The process designer is responsible for determining how
the product to be produced.
Should a particular product, subassembly, or part to be
produced in-house or subcontracted to a supplier (make-or-
buy decisions)
Determine how parts will be produced, which equipment will
be used, how long it will take to perform the operation.
Identifying Required Processes
Parts List
Selecting the Required Processes
CAPP
The outputs from the process selection are the
processes, equipment, and raw materials required for the
in-house production products (Route Sheet)
Part List
Bill of Materials
Bill of Material
Route Sheet
Process Design
Sequencing the Required Processes
Assembly Chart
Operation Process Chart (OPC)
Precedence Diagram
Assembly Chart
Operation Process Chart
Precedence Diagram
Schedule Design
How much to produce and When to produce
Schedule design decisions impact machine selection,
number of machines, number of shifts, number of
employees, space requirement, storage requirement,
material handling equipment, etc.
Information is needed concerning production volume,
trends, and the predictability of future demands for the
products to be produced.
Market Information
Process Requirement
Process design: Determines the specific equipment
types required to produce the product
Schedule design: determines the number of each of
equipment type required to meet the production
schedule
Marketing Information
Market Analysis
Valuable Information From Marketing
Pareto Chart
Schedule Design
Specification of process requirements
Determine the quantity of components that
must be produced, including scrap allowance
Determine the equipment requirements for
each operation
Combines the operation requirements to
obtain overall equipment requirements
Scrap estimates
Equipment fraction
a : arrival rate of raw material
p : production rate of a processing station
d : demand rate of a product from operation k
s : scrap probability of an inspection station k
n : number of operations
Untuk n = 1


Scrap Estimates
s
d
p a

= =
1
1
1
d
p
a
s
Production capacity must be planned for the production of
scrap
Scrap is the material waste generated in the manufacturing
process due to geometric or quality considerations
Scrap Estimates
1
1
d
1

p
1

a
1

s
1

Untuk n > 1, a
1
= p
1

d
k-1
= p
k
p
k
= d
k
+ s
k
p
k
d
k
= p
k
(1 s
k
)

p
k
=

a
1
= p
1
=
d
k
1 s
k
d
n
(1 s
1
) (1 s
2
) (1 s
n
)
1
1
d
n

p
n

a
n

s
n

Scrap Estimates
A product have a market estimate of 97,000 components and
requires three processing steps (turning, milling, and drilling)
having scrap estimates of P
1
=0.04, P
2
=0.01, and P
3
=0.03. The
market estimate is the output required from step 3.
components 219 , 105
04 . 0 1
010 , 101
components 010 , 101
01 . 0 1
000 , 100
components 000 , 100
03 . 0 1
000 , 97
1 1
2 2
3 3
=

= =
=

= =
=

= =
p a
p a
p a
components 219 , 105
) 04 . 0 1 )( 01 . 0 1 )( 03 . 0 1 (
000 , 97
1 1
=

= = p a
1
1
d
r
p
a
s
Rework Estimates
r : rework probability of an
inspection station
( )
( )
( ) r p
pr p a
r s
d
p
r s p pr ps p d
=
=

=
= =
1
1
1
Scrap Estimates
Production capacity must be planned for the
production of scrap
Scrap is the material waste generated in the
manufacturing process due to geometric or quality
considerations
P
k
represent the percentage of scrap produced
on the kth operation
O
k
represent the desired output on nondefect
product from operation k
I
k
represent the production input to operation k
Equipment Fractions
Equipment requirements are a function of the
following factors:
Number of shift
Setup times
Degree of flexibility
Layout type
Total productive maintenance
Equipment Fractions
Equipment Selection
Analyst must know the required types and quantities of
production and support equipment before making layout
decisions
To determine the required types of equipment, one must
first know what types of basic production processes are
required (e.g., forging, drill holes, etc) and then match the
available equipment with these process
Production equipment is typically classified into types
based on its function
Design analyst must have at least a rough idea of what
types of machines are capable of meeting processing
needs, what support facilities are required, and
approximately how many of these are need
The production equipment selection problem is critical in
the design of a system
Equipment Selection
By determining the right quantities and types of
equipment, one can achieve these benefits
(Heragu and Kusiak, 1987):
Make efficient use of the budget for capital
equipment purchases
Make efficient use of maintenance and
operating budgets
Increase machine utilization
Make efficient use of available space because
fewer pieces of equipment are purchased to
meet production needs now an in the future
Traditional Model
Based on the number of required products,
desired production rate, production efficiency of
the equipment required to process the
products, standard processing times for the
operations required and time for which
machines are available.
Shubin and Madeheim (1951) presented
formula for determining the type and quantity of
required production equipment
Traditional Model
P : desired production rate, in units per day
q : eficiency of the machine
t : time (in hours) for which machine is available
per day
t : time (in hours) required to process one unit of
product at the machine
NM : number of units of the machine required
(

=
tq
tP
NM
where [.] is smalest integer greater than or equal to
Traditional Model
Miller and Schmidt (1984) presented model of
more than one stage of production using
backward analysis to determine the desired
production rate at each stage
It assumes that if an item is not processed within
allowed tolerances, it cannot be used and is
scrapped
In many situation, units that do not conform to
production specifications may be reworked
It is difficult to handle the case when more than
one product is processed
Traditional Model
S
l
is the scrap rate at stage l, expressed as a
fraction, N
ol
is the number of good units required
at the output of stage l, and N
il
is the number of
units required at the input of state l, then the
number of good units required at the output of
stage l is equal to the number of input units
minus scrap (N
ol
=N
il
S
l
N
il
)
l
ol
il
S
N
N

=
1
Linear Programming Model
Notation
O
i
operation type i, i=1,2,,o
M
i
production equipment type i, i=1,2,,m
P
i
part type i, i=1,2,,p
MH
i
material handling system type i, i=1,2,,n
c
ij
cost of performing operation O
i
on production
equipment type M
j
h
ij
cost of handling part type P
i
using material
handling system type MH
j



Linear Programming Model
t
ij
time required to perform operation O
i
on
production equipment type M
j

S
ij
time required to transport part type Pi using
material handling carrier type MH
j
t
j
time available on production equipment type M
j
o
j
time available on material handling carrier type
MH
j
NO
i
number of operations O
i
to be performed
NP
i
number of units of part type P
i
to be
manufactured
Linear Programming Model
C
j
cost of production equipment type M
j

H
j
cost of material handling system MH
j
B total budget available


Decision Variable
x
ij
number of operations O
i
to be performed on
production equipment type M
j
y
ij
number of units of part type P
i
to be transported
on material handling system type MH
j



Linear Programming Model
NMj number of units of production equipment
type M
j
selected
NMHj number of units materal handling system
type MH
j
selected


Objective Function
M1 minimize the operating and handling cost of
the parts manufactured and the procurement
cost of production and material handling
equipment

Linear Programming Model

= = = = = =
+ + +
n
i
i i
m
i
i i
p
i
n
j
ij ij
o
i
m
j
ij ij
NMH H NM C y h x c
1 1 1 1 1 1
Minimize
Subject to
i
n
j
ij
j j
o
i
ij ij
i
m
j
ij
NP y
NM x t
NO x
>
s
>

=
=
=
1
1
1
t
i = 1,2,,o
j = 1,2,,m
i = 1,2,,p
(4)
(3)
(2)
Linear Programming Model
B NMH H NM C
NMHj y s
n
i
i i
m
i
i i
j
p
i
ij ij
s +
s

= =
=
1 1
1
o
j = 1,2,,n
x
ij
0 and integer i = 1,2,,o, j = 1,2,,m (7)
y
ij
0 and integer i = 1,2,,p, j = 1,2,,n (8)
NM
j
0 and integer j = 1,2,,m (9)
NMH
j
0 and integer j = 1,2,,n (10)

(6)
(5)
Linear Programming Model

= = =
+
n
i
i i
p
i
n
j
ij ij
NMH H y h
1 1 1
Minimize
Subject to
B NMH H
n
i
i i
s

=1
(11)
(12)
M2 selects material handling equipment
assuming that production equipment has
already been purchased
and constraints (6), (7), (10), dan (12)
Linear Programming Model

= = =
+
m
i
i i
o
i
m
j
ij ij
NM C x c
1 1 1
Minimize
Subject to
B NM C
m
i
i i
s

=1
(13)
(14)
M3 select production equipment assuming
that material handling equipment
decisions have already been made
and constraints (4), (5), (9), dan (11)
Example
An automobile engine cylinder manufacturing company that supplies
high-precision engines to a multinational car manufacturer plans to
manufacture several models of cylinder. For planning purposes, it uses
the following pseudoproducts: a basic engine cylinder, a high-
technology model, an engine cylinder for sports cars, and a luxury-car
cylinder. The marketing department has demand forecast figures
aggregated for the four pseudomodels. It has been determined that
2000, 1500, 1800, and 1000 units of the basic, high-tech, sports, and
luxury models, respectively, will be demanded during the next six
months. The cylinder models require one or more of three operations,
O
1
, O
2
, and O
3
. Three machine types and two material-handling
systems are available for performing the three operations and
trasporting the models. These are denoted as M
1
, M
2
, M
3
, and MH
1
,
MH
2
, respectively. Each machine and handling system may be
assumed to be available 90% of the time due to breakdowns, labor
unavailability, and other factors. The costs of machine M1, M2, and M3
are $230,000, $250,000, and $310,000, and the costs of material-
handling carriers MH
1
, MH
2
are $90,000 and $130,000, respectively.
The available budget is $10,000,000.
Example
The following two matrices show the c
ij
s and h
ij
s that is, the cost of
performing operation O
i
on production equipment type M
j
and the cost of
handling part type P
i
using material-handling system type MH
j
, respectively





The time required to perform operation O
i
on production equipment type M
j

is inversely proportional to the corresponding cost and can be determined
using the matrix on the left and the formula t
ij
=10/c
ij
. Similary, the time
required to transport part P
i
on material-handling system MHj is inversely
proportional to the corresponding cost and is determined using the matrix
on the right and the formula s
ij
=1/h
ij
. The required numbers of each type of
operation are 6000 for operation O
1
, 6000 for operation O
2
, and 4500 for
operation O
3
. The total time for which the machines and material-handling
systems are available is 333 units. Set up a model similar to model M
1
and
solve it using an available mixed-integer programming software. Determine
the type and quantity of each production and handling equipment required
(
(
(
(

=
(
(
(

=
3 6
9 18
6 12
5 10
,
5 10 12
4 20 4
8 12 6
ij ij
h c
Solution
NM1 = 14
NM2 = 26
NM3 = 0
NMH1 = 2
NMH2 = 0

X11 = 210
X12 = 5789
X21 = 45
X22 = 5954
X31 = 4500
X32 = 0
Y11 = 2000
Y21 = 1500
Y31 = 1800
Y41 = 1000
Objective value
= 10028725
Machine Assignment Problem
How decisions regarding the assignment of
machines to operators can affect the number of
employees
The assignment of operators to semiautomatic
production equipment
It is assumed: the machines are identical, setup
time is constant, machine time is constant,
inspect and pack part are constant, travel time
between machines and prepare parts for
machining are independent

Machine Assignment Problem
a : concurrent activity time (e.g., loading and unloading
machine
b : independent operator activity time (e.g., walking,
inspecting, packing)
t : independent machine activity time (e.g., automatic
machining time)
n : ideal number of identical machines to assign an
operator
M : number of identical machines assigned an operator
T
c
: repeating cycle time
I
o
: idle operator time during a repeating cycle
I
m
: idle time for each machine during a repeating cyle

Machine Assignment Problem
( )
( ) b a
t a
n
+
+
=
'
Since a fractional number of machine cannot be assigned to
an operator, consider what will happen if some integer
number of machines, m, is assigned
( )
( ) ( )
( )

'
>
'
s +
=

'
> +
'
s
=

'
> +
'
s +
=
n m
n m b a m T
I
n m t a T
n m
I
n m b a m
n m t a
T
c
o
c
m c
0

0

56
Machine Assignment Problem
For the example, a = 2 minutes, b = 1 minutes, and t
= 6 minutes. Therefore,


( )
( )
( )
( )
( ) ( )
( ) ( )
0
minute 1 6 2 9
minutes 9 1 2 3
machines, 3 m If
machines 67 . 2
2 1
6 2
=
= + = + =
= + = + =
=
=
+
+
+
+
=
'
o
c m
c
I
b a T I
b a m T
b a
t a
n
Personnel Requirements Analysis
To determine the actual number of employees needed by
considering such factors as :
Labor force (unionized or nonunionized)
Level of automation
Production rate
Management policies on subcontracting and overtime
Salary rates in the area
Health insurance rates
Rules set by OSHA

Personnel Requirements Analysis
The number of manufacturing employees required in a new
facility is typically proportional to the volume and variety of
production:



N : number of types of operations
O
i
: aggregate number of operation type I required on all the
pseudo (or real) products manufactured per day
T
i
: standard time required for an average operation O
i
H : total production time available per day
q : assumed production efficiency of the plant

=
=
n
i
i i
H
O T
N
1
q
Space Requirements
The most difficult determination in facilities
planning
The design year: 5-10 years
Uncertainty due to impact of technology,
Changing product mix, changing demand levels,
changing organization designs for the future
Needs a systematic approach: From the ground
up
In manufacturing and office environments, space
requirements should be determined first for individual
workstations; next, departments, etc.
Modern manufacturing approaches can reduce space
requirements.
Products are delivered to the points of use in smaller
lot and unit load size
Decentralised storage areas
Less inventories (using a pulled system)
Manufacturing cells
Companies are downsizing

Space Requirements
Workstation Specification (space for equipment, materials,
and personnel)
Equipment Space consists of space for
the equipment; machine travel;machine maintenance;
plant services
Materials Space consists of space for
Receiving and storing materials; In-process materials;
Storing and shipping materials; Storing and shipping
waste and scrap; Tools, fixtures, jig, dies, and
maintenance materials
Personnel area consists of space for
The operator; Material handling; Operator ingress and
egress.
Space Requirements
Department Specification
Aisle Arrangement
Visual Management and Space Requirement

Space Requirements
Simple rules of thumb are used to determine the extra space
that is required (Heragu, 1997)
3 4 feet are added to the length and width of each
machine or workstation
The additional space is calculated as a percentage of
the actual area occupied by a workstation, typically
200% to 300%
Calculate the space required for the workstation,
auxiliary equipment, operator space, incoming material
and work in process space, and other additional space
(e.g., load and unload acces, material handling carrier
clearance) and add the separate quantities to determine
the total space required (the preffered method of
determining extra space)


Space Requirements
Space Requirements
65
Workstation
Aisle Allowance
Departmental Service
Aisle Widths
Visual Management