Manufaktur. McGraw-Hill/Irwin. Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

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1 Manufaktur McGraw-Hill/Irwin Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

2 Arti Penting Kualitas Perspektif manufaktur Strategi Manufaktur Ikhtisar Manufaktur Pengembangan Manufatur Kontemporer 4-2

3 Delapan Dimensi Kualitas Kinerja (Performance) How well the product performs in comparison to how it was designed to perform Keandalan (Reliability) Likelihood that the product will perform throughout its expected life Daya Tahan (Durability) The actual life expectancy of the product Kesesuaian (Conformance) Does the product meet its specifications as designed Fitur (Features) What different functions or tasks can the product perform Estetika (Aesthetics) Is the styling, color, workmanship pleasing to the customer Servis (Serviceability) What is the ease of fixing or repairing the product if it fails Kualitas yang dipersespsi (Perceived Quality) Based on customer s experience before, during and after they purchase a product 4-3

4 Total quality management (TQM) Total quality management (TQM) adalah filosofi yang berfokus pada memenuhi harapan pelanggan terhadap semua kebutuhan, di semua fungsi perusahaan, dan mengakui semua sebagai pelanggan, baik internal maupun eksternal Elemen dasar TQM: Komitmen dan dukungan manajemen puncak Memelihara fokus pada pelanggan dalam produk, jasa, dan kinerja proses Operasi terintegrasi di dalam dan diantara organisasi Komitmen untuk perbaikan berkelanjutan (continuous improvement) 4-4

5 Standar Manaje,men Kualitas dari ISO The International Organization for Standards (ISO) dibentuk setelah perang dunia kedua ISO 9000 International Quality Standard Dimulai tahun 1994 Sekarang yang berlaku ISO 9000:2008 dan akan diperbaharui menjadi ISO9001:2014 ISO International Environmental Standard Dimulai tahun1998 Saat ini berkalu ISO 14001:

6 Perspektif Manufaktur Kekuatan Merek (Brand power) adalah ukuran preferensi pelanggan berdasarkan reputasi, kualitas produk dan kemampuan rantai pasokan Volume berkaiatan dengan skala eonomi (economy of scale) Biaya produksi rata-rata turun dengan bertambahnya volume produksi Sangat penting pada saat biaya tetap sangat tinggi Variasi (Variety) melibatkan proses produksi yang berulang Proses yang cepat dapat beralih produksi dari satu produk ke yang lain sementara tetap mempertahankan efisiensi yang dikatakan memiliki economy of scope 4-6

7 Perspektif Manufaktur Kendala (Constraints) berinteraksi dengan volume dan variasi untuk membuat proses manufaktur realistis Kapasitas adalah berapa banyak produk dapat dihasilkan dalam unit waktu tertentu Tingkat fleksilibitas Peralatan Setup/Changeover mempertimbangkan seberapa cepat dapat berubah dari satu produk ke berbagai produk yang lain Leadtime mengukur perbedaan waktu antara saat order memproduksi sampai produk ada di tempat pengecer 4-7

8 The four basic manufacturing processes Job shop creates a custom product for each customer Batch process manufactures a small quantity of an item in a single production run Line flow process has standard products with a limited number of variations moving on an assembly line through stages of production Continuous process is used to manufacture such items as gasoline, laundry detergent and chemicals Modifications of the above can create new options Mass customization produces a unique product quickly and at a low cost using a high volume production process 4-8

9 Manufacturing strategies should match market requirements Engineer to Order (ETO) is used when products are unique and extensively customized for the specific needs of individual customers Make to Order (MTO) relies on relatively small quantities, but more complexity Requires much interaction with customer to work out design and specification Usually shipped direct to customer Assemble to Order (ATO) is when base components are made, stocked to forecast, but products are not assembled until customer order is received Manufacturing postponement practiced here Make to Stock (MTS) features economies of scale, large volumes, long production runs, low variety, and distribution channels 4-9

10 The choice of strategy determines which performance cycles the customer experiences Product Design Procurement Cycle Manufacturing Cycle Customer Delivery Cycle MTP Strategy ATO Strategy MTO Strategy ETO Strategy Total Cycle Experienced by Customers. Figure 5.1 Manufacturing Strategy and Performance Cycles 4-10

11 Table 5.1 Manufacturing process characteristics Product Variety Volume Strategy Customer Leadtime Job Shop Very high Very low ETO/MTO Very long Batch High Low ETO/MTO/ Long ATO Line Flow Limited High ATO/MTP Short Continuous Flow Very limited Very high MTP Very short 4-11

12 Total cost of manufacturing Total cost of manufacturing (TCM) includes: Procurement and production activities Inventory and warehousing activities Transportation activities TCM generally expressed as cost per unit Procurement and production costs go down as volume goes up Inventory and warehousing costs go up as volume goes up Transportation costs go down as volume goes up, but level off at high volumes 4-12

13 TCM per unit ranging across strategic alternatives /MTS Figure 5.2 Total Cost of Manufacturing 4-13

14 For each strategy we ll discuss: What is it? Objectives, key capabilities Where does it work? Market, industry, technological characteristics What does it take to succeed? Resources and relationships Priorities, processes, and practices Cross functional interfaces Metrics 4-14

15 Individually customized products produced at the low cost of standardized, mass produced goods. Objective Mass customization: What is it? Wide product menu with reasonable cost and OTD lead time On-Demand, To Order, Postponement, Agile Mfg Examples: Dell, Cannondale, Cheesecake Factory, Knightly Tours Delivered Cost (or Lead-Time) Conventional Demand-Supply Chain MC Demand-Supply Chain Standard Custom Product Customization 4-15

16 Market Characteristics: Mass customization: Where does it work? Sufficiently large customer segment that values translatable variety Turbulent, dynamic market Unpredictable demand - but not entirely unpredictable! Little impact of regulation or other constraints (designer drugs?) Product/Process Characteristics: Modular or adjustable product building blocks Predictable components/functions interactions Standardized process/skill building blocks Reasonable lead times, steps, work content 4-16

17 Mass customization: What does it take to succeed? Sense Direct relationships with customers demand management Technologies: measurement, data capture, communication, CRM, POS Interpret Technologies: imaging, data translation, configuration management, CAD/CAE/CAPP Product modularity and good configuration management Respond Close relationships with supply chain elements (VI?) Technologies: CAM, FMS, mixed model lines, digital tracking and control, cellular mfg Critical functional integration: Mktg-Sales-(Design)-Mfg 4-17

18 Fast and reliable new product launch with few engineering changes Objectives Capability: Fast lean launch Overlapping ramps (up and down) Reduced time to full scale production ( going vertical ) High launch quality with few engineering changes required Lean Launch Production rate Conventional Launch Time 4-18

19 Lean launch example: BMW Structural and Infrastructural Elements Design launch build teams, DFMA, Process simulation, CE Production engrs and plant workers involved 36 months before launch (vs. 9 months before launch in old system) Hi fidelity (on-line) prototype and pilot production (release for tooling) Adaptable plant hardware (e.g., conveyances, IS, ) Manage varying conditions (product, process, geography) with standardized launch process Smart use of platform design and modularity strategies Learning organization ability to quickly develop and adopt new skills and processes 4-19

20 Lean launch: Key challenges Manage reaction to discipline imposed on product design Shape value system to add launch quality as a priority while preserving design flexibility Find manufacturing talent to make contributions in NPD Balance competing priorities of production vs. prototyping on the shop floor Manage critical functional integration: Design-Mfg 4-20

21 Capability: Mix/volume response Efficient response to seasonal demands ( chase strategy) Objectives Shift product mix and output over wide ranges with low inventories, cost, and response time Relatively flat total cost curve Conventional Demand-Supply Chain Delivered Cost (or Lead-Time) Responsive Demand-Supply Chain Unit Cost, OTD, etc Conventional Demand-Supply Chain Responsive Demand-Supply Chain Standard Product Customization Custom Production Volume 4-21

22 Mix/volume response example: Structural and Infrastructural Elements Production, supply, channel management personnel meet weekly Scalable, flexible capacity Dell servers Cross-trained, incentive-driven labor Tunable factory Teams reassign operators hour-to-hour, create recovery plans as needed, Planners reassign personnel to other factories day-to-day, Mgmt transfers product build among factories season-to-season Flexible suppliers Required to be able to increase shipments by 25% on 30 days notice, 50% in first 90 days of new product, VMI, production plans shared weekly, on-line consumption visibility Demand management sales incentives, lead time promises 4-22

23 Mix/volume response: Key challenges Improved aggregate planning models Cost accuracy Model sophistication Smart uses of slack capacity; external sources of capacity (surge); temporary labor or overtime Complimentary products or activities (prototyping?) Labor for capital substitution Find proper balance in modularity and common building blocks Critical functional integration: Supply-Mfg-Sales 4-23

24 Uniform performance over a wide variety of process conditions Objective: Robust operations: What is it? Accommodate variations in input or resource characteristics with no degradation in quality, yield, lead time, etc. Examples: Kellogg s, Furniture Mfg, MBA School Conventional Demand-Supply Chain Unit Cost, Defects, etc Robust Demand-Supply Chain Supply Variability 4-24

25 Robust operations: Where does it work? High variability in input material characteristics High variability in resource characteristics or availability Substitute materials or resources are possible Cost of materials is a high percentage of unit cost 4-25

26 Robust operations: What does it take to succeed? Sense and accommodate High level of process knowledge understand process physics High level of process capability Process flexibility ability to make adjustments appropriate to incoming requirements Critical functional integration: Purchasing-Process Engrg-Mfg 4-26

27 Comparative manufacturing models Mass Customization Fast Lean Launch Mix/Volume Response Robust Operations Engineer to Order Make to Order Assemble to Order Configure to Order Make to Stock 4-27

28 Lean systems Lean is a philosophy of manufacturing that emphasizes the minimization of the amount of all resources (including time) used in the operation of a company Defining principle is the elimination of waste 4-28

29 Primary objectives of lean systems Produce only the products that customers want Produce products only as quickly as customers want them Produce products with perfect quality Produce in the minimum possible lead times Produce products with features that customers want and no others Produce with no waste of labor, materials or equipment Produce with methods that reinforce the occupational development of workers 4-29

30 Six sigma quality concepts Six sigma approach is to identify sources of variability and then systematically reduce them The six sigma goal is to achieve a process standard deviation that is six times smaller than the range of outputs allowed by the product s design specification 4-30

31 Example of a six sigma quality level Three sigma quality level Produces defect free product percent of the time 66,807 defects per million parts produced Six sigma quality level Produces defect free product percent of the time 3.4 defects per million parts produced 4-31

32 Logistical interfaces Resources must be procured, positioned, and coordinated as needed to support the manufacturing strategy selected Four approaches to achieve this are: Just-in-time (JIT) Materials requirements planning (MRP) Design for logistics Performance based logistics 4-32

33 Just-in-time (JIT) interfaces Just-in-time only produces to a customer order (ATO, MTO) Purchased materials and components arrive at the manufacturing or assembly point just at the time they are required for the transformation process Raw material and work in process inventories are minimized Demand for materials depends on the finalized production schedule Lot sizes are as low as one unit Close cooperation with suppliers is essential! 4-33

34 Materials Requirements Planning (MRP) interfaces For more complex manufacturing (MTO, ETO) where large numbers of components or assemblies are used to produce a final product Procurement has a key role in insuring all the components are obtained on time to make an end item Key information requirement is the bill of materials (BOM) Planning sometimes spans multiple manufacturing locations (e.g. Boeing Dreamliner) 4-34

35 Design for manufacture Design-for-assembly focuses on minimizing the number of parts and on easing assembly processes. Design-for-product-servicability focuses on easing the disassembly and reuse of product components. Design-for-six-sigma systematically evaluates the consistency with which a good or service can be produced or delivered given the capabilities of the processes used. 4-35

36 Design for logistics interfaces Design for logistics includes the requirements and framework for logistical support in the early phases of product development Considers What we are going to make How we are going to make it What logistics capabilities do we need How we are going to integrate our suppliers into the process Any subassembly manufacture by suppliers The need for outsourcing of some parts or assemblies 4-36

37 Performance based logistics interface Initiated by US Department of Defense to purchase performance outcomes instead of individual transactions defined by product specifications Government specifies desired outcomes and lets suppliers determine the best way to meet those requirements Currently limited to government purchasing but business organizations are expected to adopt the practice 4-37

38 Table Strategic integration framework 4-38