Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Production Activity Control Chapter 6 “The time comes when plans must be put into action” Operation Management Week 07 Production Activity Control “The time comes when plans must be put into action” 1

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Production Activity Control Responsible for executing the: –Master Production Schedule (MPS) –Materials Requirements Plan (MRP) At the same time: –Make good use of labour, machines and materials –Minimize work-in-process (WIP) inventory –Maintain customer service Release work orders Control work orders to complete on time Control the flow of work –Through manufacturing –Carrying out the plan –To completion Manage day-to-day activity and provide support Operation management 2

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Figure 10.1 Priority Planning and Production Activity Control Priority in planning and Production Activity Control Operation management 3

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Planning To meet delivery dates Ensure: –The required materials, tooling, personnel and information Schedule: –Start and completion times for each shop order –Develop load profiles for the work centres` Operation management 4

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Implementation Gather information needed to make the product Release orders to the shop floor –MRP authorized “Dispatching” Operation management 5

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Control The production order has been released Is corrective action necessary? –Rank the orders by priority –Establish a dispatch list –Track performance to planned schedule –Replan, reschedule, adjust capacity –Monitor and control WIP, lead times –Report work center effciency, scrap, times Operation management 6

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. PRODUCTION ACTIVITY CONTROL Operation management 7

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Manufacturing Systems Flow manufacturing Intermittent manufacturing Project manufacturing Operation management 8

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Flow Manufacturing High volume Standard products –Repetitive or –Continuous Operation management 9

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Flow Manufacturing Dedicated to a limited range of products –specifically designed equipment Use of mechanical transfer devices –Low WIP (work in process) and throughput times Capacity is fixed by the line Operation management 10

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Flow Manufacturing Production Activity Control –Plans the flow of work –Planned schedule of materials to the line –Implementation and control are relatively simple Operation management 11

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Intermittent Manufacturing Many variations in: – Product design – Process requirements – Order quantities Operation management 12

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Intermittent Manufacturing Flow of work is varied - work flow not balanced Machinery and workers must be flexible –Usually grouped according to function Throughput times are generally long Capacity required depends on product mix Operation management 13

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Intermittent Manufacturing Production Activity Control is complex: –number of products made –variety of routings/pengiriman –scheduling problems Controlled through shop orders for each batch Operation management 14

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Project Manufacturing One or a small number of units Usually in one place Close coordination between: –Manufacturing, Marketing, Purchasing, Engineering Examples: –Shipbuilding –House construction Operation management 15

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Data Requirements Need to know: –What and how much to produce –When parts are needed –What operations and times are required –Work center capacities Organized into databases: –Planning or Control Operation management 16

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Planning Files Item master file Product structure file Routing file Work center master file Operation management 17

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Item Master File Part number Part description Manufacturing lead time Lot size quantity Quantity on hand Quantity available Allocated quantity –already assigned to other work orders On-order quantities Operation management 18

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Product Structure File Bill of material file A listing of single-level components to make an assembly Operation management 19

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Routing File Step-by-step instructions on how to make the product –Operations and their sequence –Operation descriptions (brief) –Equipment tools and accessories –Operation setup times –Operation run times –Lead times for each operation Operation management 20

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Work Center Master File Details on each work center –Work center number –Capacity –Shifts, machine hours and labor hours per week –Efficiency –Utilization –Average queue time –Alternative work centers Operation management 21

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Control Files Shop order master file –Summarized data on each shop order Shop order detail file –Current record of each operation Operation management 22

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Shop Order Master File Shop order number Order quantity Quantity completed Quantity scrapped Quantity of material issued to the order Due date Priority Balance due Cost information Operation management 23

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Shop Order Detail File Operation number Setup hours planned and actual Run hours planned and actual Quantity complete (at this operation) Quantity scrapped (at this operation) Lead time remaining Operation Management 24

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Order Preparation A check for available: –Tooling –Materials –Capacity - when it is needed Operation management 25

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Scheduling To meet delivery dates Make the best use of resources Need information on: –Routing –Capacity –Competing jobs –manufacturing lead times Operation management 26

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Manufacturing Lead Time Queue - time spent waiting before operation Setup - time to prepare the work center Run - time to make the product Wait - time spent after the operation Move - transit time between work centers Operation management 27

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Manufacturing Lead Time QueueSetup RunWait Move QueueSetup RunWait Move Need a lift truck here Operation management 28

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Cycle Time “The length of time from when material enters a production facility until it exits” –APICS Dictionary 11th Edition Synonym - throughput time Operation management 29

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Station 1Station 2Station 3 Assembly Lines (Product Layout) What’s Going to Happen? Example Problem 30

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 16 Example--Line Balancing You ’ ve just been assigned the job a setting up an electric fan assembly line with the following tasks: 31

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Precedence Diagram A C B DEF G H Which process step defines the maximum rate of production? 32

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. The bottleneck TaskTime (Mins)DescriptionPredecessors A2Assemble frameNone B1Mount switchA C3.25Assemble motor housingNone D1.2Mount motor housing in frameA, C E0.5Attach bladeD F1Assemble and attach safety grillE G1Attach cordB H1.4TestF, G 420 min/60 min = 7 hours/day 7 jam per hari = 420 menit per hari 33

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. We want to assembly 100 fans per day (7 H per day) What does this figure represent? 34

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Why should we always round up? 35

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. A C B DEF G H Precedence Diagram 36

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. A C B DEF G H C ( )=.95 Idle =.95 G (4.2-1)=3.2 E (3.2-.5)=2.7 F (2.7-1)=1.7 H ( )=.3 Idle =.3 Which station is the bottleneck? What is the effective cycle time? Task Followers Activities Time (Mins) A62 C43.25 D31.2 B2 1 E20.5 F11 G11 H01.4 A (4.2-2=2.2) D ( =1) B (1-1= 0) Idle= 0 Station 1Station 2 Station 3 37

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Efficiency of the Assembly Line 38

Arnold, Chapman, & Clive: Intro Materials Management, 6 th ed. © 2008 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Case Study dengan efisiensi yang paling optimal Produksi perhari = 60 unit, Total waktu perhari = 400 menit TASKPERFORMANCE TIME (MINUTES) TASK MUST FOLLOW TASK LISTED BELOW A1- B3A C2B D4B E1C,D F3A G2F H5G I1E,H J3I 39