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PERENCANAAN DAN
PERANCANGAN PRODUK
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Process Planning and Design
Inputs:
Product/Service Information
Production System Information
Operations Strategy
Process Plannin & Desi n:
Outputs:
Process Technology
Facilities
Personnel Estimates
Select process type Vertical integration studies
Process/Product studies
Equipment studies
Production procedures studies
Facilities studies
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Major Factors AffectingProcess Designs
Nature of product/service demand
Degree of vertical integration
Production flexibility
Degree of automation Product/Service quality
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Tingkat Integrasi Vertikal Integrasi vertikal adalah jumlah dari rantai
distribusi dan produksi yang kepemilikan dikuasaisuatu perusahaan.
Menentukan berapa banyak proses produksi yangdiperlukan untuk direncanakan dan dirancang.
Ke utusan en inte rasian didasarkan ada bia a,
ketersediaan modal, kualitas, kemampuanteknologi, dan sebagainya.
Strategi outsourcing (menurunkan derajat tingkatpengintegrasian) adalah proses outsourcing yangbereaksi lebih cepat dalam mengantisipasiperubahan kebutuhan pelanggan, tindakanpesaing, dan teknologi.
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Fleksibilitas Produksi
Product flexibility -- ability of the
production (or delivery) system toquickly change from producing
to another.
Volume flexibility -- ability to quickly
increase or reduce the volume ofproduct (or service) produced (ordelivered).
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Degree of Automation Advantages of automation
Improves product quality Improves product flexibility
Reduces labor and related costs
Disadvantages of automation Equipment can be very expensive
Integration into existing operations canbe difficult
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Types of Process Designs
Product-Focused
Process-Focused
Group Technology/Cellular
anu ac ur ng
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Product-Focused
(Production Line)
Proses ( konversi) diatur berdasarkan padaurutan operasi untuk menghasilkan suatu produk
atau menyediakan suatu jasa
Dua format umum
Unit terpisah
Proses ( Berlanjut) Contoh
Mobil
Penghisap debu
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Product-Focused Production
22
3311
44
7755
AssembliesAssemblies
Raw MaterialRaw Material ComponentsComponents
Fin. GoodsFin. Goods
Product/Material FlowProduct/Material Flow
Production OperationProduction Operation
PurchasedPurchased
Components,Components,
SubassembliesSubassemblies
66
..
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Process-Focused (Job Shop) Proses (konversi) diatur berdasarkan
pada jenis proses, seperti proses
dikelompokkan bersama-sama Products/Services (pekerjaan) dipindah
dari departemen (kelompok proses) ke
epartemen men asar an pa apekerjaan-pekerjaa tertentu dalammemproses kebutuhan
Contoh Perbaikan body repair
Pekerjaan tukang kayu
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Process-Focused Production
CuttingCutting AssemblyAssembly SandingSanding FinishingFinishingPlaningPlaning ShapingShaping11 55 7722
33
66
22Job AJob A
Custom Woodworking Shop
DrillingDrilling TurningTurning
33
11 66
44Job BJob B
44 55
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Group Technology/CellularManufacturing
Group technology forms parts with
similar processing requirements intopart families or groups.
A manufacturing cell is anarrangement of the
processes requiredto make the partsthat make up the group.
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Group Technology/Cells Advantages (relative to a job shop)
Menyederhanakan proses perubahansistem kerja
Mengurangi variabilitas tugas
e mengara an ru e me a u s s em Peningkatan pengendalian mutu
Perencanaan dan pengendalian
produksi lebih sederhana Otomasi yang lebih sederhana
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Group Technology/Cells
Disadvantages
Duplikasi peralatan
Pemanfaatan peralatan rendah
berkaitan dengan kelompoknya adalahtidak efisien
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Product/Process Design &
Inventory Policy
Standard Products and Produce to Stock
Forecast/orders drive production schedule Maintain pre-determined finished-goods
levels
Custom Products and Produce to Order
Orders set production schedule and drivematerial deliveries
Design time may be required beforeproduction can be scheduled
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Process Design in Services Quasi manufacturing -- produksi barang-
barang berlangsung sepanjang lini
produksi dengan hampir tidak adainteraksi pelanggan
Customer-as-participant tingginya
r rproses meningkatkan ayanan
Customer-as-product -- layanan diberikan
sampai ke pribadi pelanggan
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Deciding Among Processing
Alternatives
Batch Size and Product/Service Variety
Capital Requirements Economic Analysis
Operating leverage - relationship between afirms annual costs and its annual sales
Break-even analysis
Financial analysis
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Process Design Depends on
Product Diversity and Batch Size
ize
ProductFocused,
DedicatedSystems
ProductProductFocused,Focused,
Batch
S
Number of Product Designs
BatchBatchSystemSystem
ProcessProcess--Focused,Focused,
Job ShopJob Shop
CellularCellularManufacturingManufacturing
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Flexible Manufacturing System
10001000
100100
GeneralGeneralpurposepurpose
Work cellsWork cellsCIMCIM
FlexibleFlexible
ProductsProducts
1010
11
11 1010 100100 10001000 1000010000 100000100000 10000001000000
SystemSystem
ocuseocuse
automationautomation
DedicatedDedicatedautomationautomation
VolumeVolume
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Economic Analysis
Cost Function of Processing Alternatives
If capital is not a factor, the process designpreferred depends upon product volume
Operating Leverage Relationship between firms annual costs and
annual sales
If high % firms costs fixed, then high degree ofoperating leverage
Small % change in sales drives large % changein operating income
. . . more
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Economic Analysis Break Even Analysis
Formulas for comparing processes
Cannot incorporate uncertainty, costsassumed over entire range of values,
value of money
Financial Analysis
Incorporate time value of money .... netpresent value, internal rate of return,etc.
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Cost Functions of Processing
Alternatives
Annual Cost of Production ($000)
2,0002,000
100,000100,000 250,000250,000
Units
ProducedPer Year
CellularManufacturing
Preferred
u oma e
Assembly LinePreferred
Job
ShopPreferred500500
1,0001,000
1,5001,500
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Example: Cost Functions
of Processing Alternatives
Three production processes - A, B, and C - have
the following cost structure:
Fixed Cost Variable Cost
A $120,000 $3.00
B 90,000 4.00
C 80,000 4.50
What is the most economical process for avolume of 8,000 units per year?
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Example: Cost Functions
of Processing Alternatives Most Economical Process at 8,000 Units
TC = FC + v(Q)
= =, . , ,
B: TC = 90,000 + 4.00(8,000) = $122,000 per yearC: TC = 80,000 + 4.50(8,000) = $116,000 per year
Process C has the lowest annual cost.
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Deciding Among Processing
Alternatives Bagan perakitan ( Gozinto Tabel)
Pandangan makro bagaimana materialdipersatukan
Titik awal untuk memahami kebutuhan tataruangpabrik, kebutuhan peralatan, kebutuhan latihan
Tabel Proses Rincian bagaimana cara membangun produk
pada masing-masing proses
Meliputi kebutuhan material, jenis aliran prosesproduksi, waktu proses produk sampai masing-masing step
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Stages of a Products Life Cycle
Automobile
Video Recorder
Compact Disc Player
Cell Phone
Introduction Growth Maturity Decline
B&W TVFax Machine
Color Copier
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Product Life Cycle & Sales, Cost, and
Net Revenues
ost&P
ro
fit
SalesRevenue
NetRevenue
Loss
1 2 3 4 5
Introduction Growth Maturity Decline
Sales,
C
TimeTime
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Operations Emphasis in Product Life Cycle
Stage Operations Emphasis
Introductory ResearchProduct developmentProcess modification & enhancement
Growth Capacity determination/enhancement
Maturity High volume production with innovationCost controlReduction in options
Paring down of product lineDecline Termination of production if necessary
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American Approach to Product Design
Research Developmentt
Manufacturing
ProcessDesign
Manufacturing Product
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Japanese Approach to Product Design
Research, Development, and
Manufacturing Process Design
Manufacturing Product
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Product/Service Design
Kapan suatu product/service dirancang:
Karakteristik terperinci produk/jasa adalah
establis Karakteristik produk/jasa yang secara
lan sun mem en aruhi ba aimana
produk/jasa dapat diproduksi/dikirim Bagaimana produk/jasa adalah
diproduksi/dikirim ditentukan disain
produksi/sistem pengiriman.
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Product/Service DesignDesain produk/jasa secara langsungmempengaruhi:
Kualitas produk/jasa
Bia a roduksi/ asa
Kepuasan pelanggan
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Product/Service Design and
Development Sumber.
Mengembangkan produk/jasa baru Membawanya ke pasar lebih cepat.
Meningkatkan produk/jasa sekarang.
Merancang untuk mempermudahproduksi.
Perancangan mutu.
Perancangan dan pengembangan jasabaru.
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Sources of Product/Service
Innovation
Customers
Managers
Marketing
Operations Engineering
Research and Development (R&D)
Basic research
Applied research
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Steps in Designing and
Developing New Products
1. Technical and economic feasibility studies
2. Prototype design3. Performance testing of prototype
4. Market sensing/evaluation and economic
evaluation of the prototype5. Design of production model
6. Market/performance/process testing andeconomic evaluation of production model
7. Continuous modification of production model
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Getting New Products to Market
Faster
Speed creates competitive advantages
Speed saves money Tools to improve speed:
teams Computer-aided design/computer-
aided manufacturing (CAD/CAM)
Simultaneous (concurrent) engineering
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Improving the Design
of Existing Products/Services
Focus is improving performance, quality, andcost
Objective is maintaining or improving marketshare of maturing products/services
Small, steady (continuous) improvements canadd up to huge long-term improvements
Value analysis is practiced, meaning design
features are examined in terms of theircost/benefit (value).
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Designing for Ease of Production
Ease of Production (Manufacturability)
Specifications - Precise information about the
characteristics of the product Tolerances - Minimum & maximum limits on a
dimension that allows the item to function ases gne
Standardization - Reduce variety among a groupof products or parts
Simplification - Reduce or eliminate the
complexity of a part or product
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Designing for Quality
Crucial element of product design is itsimpact on quality
Quality is determined by the customersperception of the degree of excellence of
Covers the principles of designingproducts/services for quality
. . . more
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Designing and Developing New
Services
Three general dimensions of service
design are: Degree of standardization of the
Degree of customer contact indelivering the service
Mix of physical goods and intangibleservices
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Literatur N. Gaither and Frazier, Production and
Operations Management, 8th Edition,
Duxbury Press, NY, NY, 1999. (Road server) Handouts for most classes
.
handouts can be accessed at: _HYPERLINK http://road.uww.edu__http://road.uww.edu_
The handouts are under my name(HOUSEMAJ) and Course #: 250306.
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