TKP437-4.1-Sistem-Kanban sejarah dan introduksi.ppt

Lean manufacturing is a methodology that focuses on minimizing waste within manufacturing systems while simultaneously maximizing productivity. Waste is seen as anything that customers do not believe adds value and are not willing to pay for. Some of the benefits of lean manufacturing can include reduced lead times, reduced operating costs and improved product quality.

Lean manufacturing, also known as lean production, or lean, is a practice that organizations from numerous fields can enable. Some well-known companies that use lean include Toyota, Intel, John Deere and Nike. The approach is based on the Toyota Production System and is still used by that company, as well as myriad others. Companies that use enterprise resource planning (ERP) can also benefit from using a lean production system.

Lean manufacturing is based on a number of specific principles, such as Kaizen, or continuous improvement.

Lean manufacturing was introduced to the Western world via the 1990 publication of The Machine That Changed the World, which was based on an MIT study into the future of the automobile detailed by Toyota's lean production system. Since that time, lean principles have profoundly influenced manufacturing concepts throughout the world, as well as industries outside of manufacturing, including healthcare, software development and service industries.

5 principles of lean manufacturing
A widely referenced book, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, which was published in 1996, laid out five principles of lean, which many in the field reference as core principles. They are value, the value stream, flow, pull and perfection. These are now used as the basis for lean implementation.

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1. Identify value from the customer's perspective. Value is created by the producer, but it is defined by the customer. Companies need to understand the value the customer places on their products and services, which, in turn, can help them determine how much money the customer is willing to pay.

The company must strive to eliminate waste and cost from its business processes so that the customer's optimal price can be achieved -- at the highest profit to the company.

2. Map the value stream. This principle involves recording and analyzing the flow of information or materials required to produce a specific product or service with the intent of identifying waste and methods of improvement. Value stream mapping encompasses the product's entire lifecycle, from raw materials through to disposal.

Companies must examine each stage of the cycle for waste. Anything that does not add value must be eliminated. Lean thinking recommends supply chain alignment as part of this effort.

3. Create flow. Elimina

1. SISTEM KANBANSISTEM KANBAN
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2. 2
KanbanKanban
Kanban card menunjukkan kuantitas
produksi tertentu
Diperoleh dari sistem persediaan dua
keranjang (two-bin inventory system)
Memelihara sistem produksi tarik
Sebuah production kanban memberikan
wewenang/perintah produksi
Sebuah withdrawal kanban memberikan
wewenang/perintah penanganan material

3. 3
Kanban Pre-ConditionsKanban Pre-Conditions
There are four pre-
conditions for the
successful
implementation of
Kanban
Point of use inclusion
(all parts on the
assembly line)
Level production
Stabilized processes
Quick Changeover
procedures

4. 4
KanbanKanban
Kanban berarti “signboard”
◦Kanban adalah sebuah tanda (signal) yang
digunakan untuk komunikasi produksi pada
sistem produksi tarik
A
B
Storage
Machine Center Assembly Line
Production
Kanban
Withdrawal
Kanban

5. 5
Contoh Kanban CardContoh Kanban Card
Part No.: 6934
Description: Servo motor
Box capacity: 30
Box type: AF
Issue No.: 06
To:
Station
D-7
Assembly
3
From:

6. 6
Sample Kanban CardSample Kanban Card
Market Address
<<Market_Address>>
Kanban Number
<<Kanban_Number>>
Line-Side Address
<<Line_Side_Address>>
Part Number
<<Part Number>>
Route
<<Route>>
Part Description
<<Part Number>>
Bar Code Area
Dock Code
<<Dock Code>>
Supplier Code
<<Supplier Code >>
Quantity
<<Quantity>>
Serial Number
Comment: <<Comment>>

7. 7
Conveyance KanbansConveyance Kanbans
A conveyance kanban, or C-kanban, perintah
memindahkan kontainer dari buffer pada
outbound upstream ke buffer pada inbound
downstream
Kc = jumlah C-kanban
C = total waktu antara saat pekerja melepaskan C-
kanban dari sebuah kontainer penuh pada inbound
buffer dan saat pekerja melepaskan C-kanban dari
kontainer penuh berikutnya
Q
CD
Kc
)(


8. Tahapan pada ConveyanceTahapan pada Conveyance
Waktu melepaskan kanban dari full container di
inbound buffer dan menempatkan kanban di
Kanban Mailbox, a
Waktu mengantarkan kanban dari Kanban Mailbox
ke outbound buffer di upstream yang tercantum di
kanban, b
Waktu menempelkan kanban ke full container
pada outbound buffer tersebut dan membawa
kontainer ke inbound buffer di downstream, c
Waktu memindahkan kontainer kosong di
downstream ke upstream, d
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9. Contoh perhitungan C-KanbanContoh perhitungan C-Kanban
Permintaan harian, D=21 unit/hari
Ukuran atau kuantitas kontainer, Q=3 unit
Menunggu di mailbox, a=32 menit
Memindahkan ke stasiun upstream, b=52 menit
Memindahkan kembali ke stasiun downstream, c=60
menit
Menunggu di downstream buffer hingga kontainer
diakses dan kanban ditempatkan ke mailbox, d=48 menit
Sehari = 480 menit
C= (32+52+60+48)/480=0.4 hari
Kc=21*0.4/3=2.8 ~ 3 C-kanban
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10. 10
Production KanbansProduction Kanbans
P-kanban digunakan untuk memerintahkan
produksi part atau rakitan (assembly)
Kp = jumlah P-kanbans
P = total waktu digunakan dari saat pekerja melepaskan P-
kanban dari sebuah kontainer penuh dan
mengirimkannya ke outbound buffer hingga saat pekerja
melepaskan P-kanban dari kontainer penuh berikutnya
Q
PD
Kp
)(


11. Contoh perhitungan P-KanbanContoh perhitungan P-Kanban
Permintaan harian, D=21 unit / hari
Total waktu sirkulasi kanban produksi,
P=0.1 hari
Kapasitas kontainer, Q=3 unit
Kp=21*01/3 = 0.7 ~ 1P-kanban
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