Introduction to Industrial Engineering

Half-Semester Course Concept, Marking Structures, and Details

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Course Descriptions
Objectives of the Course
• Perkuliahan dirancang agar mahasiswa dapat
memahami peran seorang perekayasa industry
untuk merancang, meningkatkan dan
menerapkan sebuah sistem terintegrasi yang
membutuhkan dukungan berbagai konsep,
metodologi dan alat secara multidisiplin serta
kemampuan untuk menspesifikasikan,
memprediksi, dan mengevaluasi kinerja sistem
sedang dikerjakan dalam pola berpikir sistem.
• Pembahasan Topic dalam kuliah ini
menerapkan metode pembelajaran aktif,
meliputi: Case-Based Learning, Collaborative
Learning.
• Bahasa pengantar yang digunakan dalam kuliah
ini adalah Bahasa Inggris.
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• CPL – Capaian Pembelajaran Lulusan program
studi selain merupakan rumusan tujuan
pembelajaran yang hendak dicapai dan harus
dimilki oleh semua lulusannya, juga
merupakan pernyataan mutu lulusan.
• Setiap kuliah memiliki alokasi beberapa CPL
dari total semua CPL. Dikelas ini ada 2 CPL
yang dibebankan
Kemampuan untuk mengidentifikasi,
CPL-4 menguraikan dan memecahkan masalah
rekayasa.
Memiliki pendidikan luas untuk mengerti
pengaruh dari pemecahan masalah rekayasa
CPL-8
dalam konteks global, ekonomi, lingkungan, dan
sosial
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 Course Competencies: Introduction to Industrial Engineering
• CPL DeploymentL How to translate
CPL 8. Memiliki pendidikan luas
untuk mengerti pengaruh dari
pemecahan masalah rekayasa dalam
konteks global, ekonomi,
lingkungan, dan sosial (C2).
CPL 4. Kemampuan untuk
mengidentifikasi, menguraikan dan
memecahkan masalah rekayasa.
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CPMK 2 - Kemampuan
mengamati perubahan akibat
isu-isu terkini di dunia industri
dari berbagai sisi ekonomi,
social dan lingkungan(C2)
CPMK 1 - Kemampuan
mengamati perubahan akibat
isu-isu terkini di dunia industri
dari berbagai sisi ekonomi,
social dan lingkungan(C2)
Sub-CPMK 5. Mampu menjelaskan dampak isu-isu terkini dalam
menerapkan konsep Industri 4.0 serta prediksi lain di masa depan
industri manufaktur maupun jasa di Indonesia dalam dimensi 5M
(man, machine, material, money, and methods) (C2)
Sub-CPMK 4. Mampu memahami konsep perancangan sistem
sebagai sebuah piramida kombinasi berbagai kemampuan yang
akan didalami sebagai perekayasa industri (Capstone Systems
Design) (C2).
Sub-CPMK 3. Mampu memahami ruang lingkup dari 5 komponen
dasar penting dalam tugas sebagai perekayasa industri yaitu 5M:
manusia, mesin, Topical, metode dan uang (money) (C2).
Sub-CPMK 2. Mampu Memahami dasar-dasar Analisa dalam
Teknik Industri melalui 5W+1H dan 5M sebagai sebuah konsep
sistem industri yang utuh, baik dalam merealisasikan produk, jasa
maupun organisasi dari ide hingga akhir daur hidupnya (systems
life-cyle) (C2).
Sub-CPMK 1. Mampu untuk memahami definisi dari seorang
perekayasa industri yang memiliki 3 peran penting (desain,
penjabaran, dan peningkatan) sesuai dengan definisi teknik
industri dunia dengan berlandaskan 3 Pilar Berpikir Utama dalam
Teknik Industri Universitas Indonesia: Think in Values, Think in
Design, dan Think in Systems (C2).
Course materials overview
• Topic 1: Definition of Industrial Engineering
• Topic 2: History of Industrial and Systems Engineering
• Topic 3: Zoom-in into System
• Topic 4: Manufacturing Process
• Topic 5: Facilities Location and Layout
• Topic 6: Work Measurement
• Topic 7: Guess Lecturing
• MID-TERM

• Topic 8: Quality Systems

• Topic 9: Quantitative Decision Support
• Topic 10: Financial Management with Engineering Economy
• Topic 11: Human Factors in Systems Design and Management
• Topic 12: Current Issues in Industrial Engineering 1
• Topic 13: Current Issues in Industrial Engineering 2
• Topic 14: Guest Lecture
• FINAL EXAM

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Marking components

1. Mid-Term Exam 50 %
2. Final Exam 50 %

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Instructor: Irvanu Rahman, ST., MT., MPA.
Researcher at Systems Engineering, Modeling and Simulation Lab
Industrial Engineering Department - Universitas Indonesia
Education
• ST - Industrial Engineering, Universitas Indonesia
• MT - Industrial Engineering, Universitas Indonesia
• MPA - Science, Engineering, & Public Policy
University College London, the United Kingdom
Selected Publications
• Investigating policies on improving household
rooftop photovoltaics adoption in Indonesia.
Renewable Energy, Volume 156, August 2020.
• “Urban agriculture in the Gauteng City-Region’s
green infrastructure network”. GCRO Occasional
Paper Volume 15, July 2020
• “Policy analysis of the Jakarta carbon mitigation
plan using system dynamics to support decision
making in urban development–options for
policymakers”. International Journal of Technology
Volume 5 (8), 2015
• “Understanding Dynamics of Green House Gases
Impacts on Jakarta’s Urban Development Using
Model-Based Policy Simulator to Support
Policymaking”. IEOM Bali Conference, 2014
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Professional Experience
• Lead Modeler Consultant for the World
Resources Institute in mainstreaming
Bappenas’s Low Carbon Development
Indonesia Initiative
• Project Manager at the P&G’s DETOX project
initiative for Modeling Last-Mile Delivery
Distributions in Java Region – 2019
• Modeling urban green infrastructure
network in Johannesburg, South Africa –
2016/17
• Consultant for National Energy Council in
Impact Evaluation of Energy
Diversification Strategies towards Energy
Interest Security in Indonesia - 2016
• Urban Systems and Sustainability
• System Dynamics Consultant at the World
• Simulation Modeling for Policy Analysis Bank’s project in improving price
interventions protocol for the Indonesian
Coordinating Ministry of Economic Affairs
Awards (Kemenko Perekonomian) – 2015/16
• Dean’s Prize on Education Category - 2020
• Consultant for PGN Gagas Energi Indonesia
• Beasiswa Unggulan (Masyarakat Berprestasi), on Feasibility Analysis of PGN New Gas
Kementerian Pendidikan Nasional – UK Station in West Java – 2015
2016/17
• IEOM Best Paper Award - 2014 Association Member
• Member of System Dynamics Society
• Fast-track Master Scholarship, Kementerian
(SDS)
Pendidikan Nasional – Indonesia 2012/13
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Continuous Quality Improvement Concept
The birth of Quality Improvement Concepts

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Quality Problem Solving
• Quality Rise as Key for Survival
• Quality Defined and why it keeps on changing
• Quality Improvement is basically Continuous Problem-Solving Activities
• PDCA as the heart of “Continuous Activities” in Quality
• Concept, Methods and Tools

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In the early development, quality was initially attached to
craftmanship’s skills

1 bike requires a
Bicycle craftsman couple of months
to finish

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By the time industrial revolutions arrived, craftmanship’s
skills was replaced by industrial machineries (assembly line)

Henry Ford: “you can have it in any

color you want, as long as it is
black”

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Technology advancement pushes industrial revolutions, which
also changes how the product is made and consumed

Mechanization Mass Production Automation Connectivity

Source: Bitkom/Fraunhofer, DFKI, Roland Berger

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These transitions improve the speed of product development
process
Those development are inseparably connected to the shortened product lifecycle: past and present

Past
Present

Introduction Growth Maturity Decline Dispose

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Henceforth we enters a market of multi-producers and multi-
consumers

Multi Producers Multi Consumers

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Quality was born and shaped through competition

Company Consumer

Competitor
3Cs
Company, Customer,
Competitor

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Quality is about Survival
• Consumers have a multiple choice of products

Poor Quality Disappointed consumer

moves to competitor

Disturbance on
production process Decrease in sales

Decrease in revenue
Pressure on costs

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Quality Problem Solving
• Quality Rise as Key for Survival
• Quality Defined and why it keeps on changing
• Quality Improvement is basically Continuous Problem-Solving Activities
• PDCA as the heart of “Continuous Activities” in Quality
• Concept, Methods and Tools

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How do you define quality?
• Which one is considered as a good quality painting?

futurism

realism
surrealism

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Quality Defined Approaches

1. The Transcendent Approach 5. The Value Based Approach

– a condition of excellence – Quality is the degree of
implying fine quality as distinct excellence at an acceptable
from poor quality price and the control of
2. The Product Based Approach variability at an acceptable cost
– Identifies specific features or – Higher Quality in the Eyes of
attributes that can be Customer means,
measured to indicate quality • The increase of quality without
the increase of cost
3. The User Based Approach • The reduction of cost without
– Fitness for use decrease of cost
– Quality Consists of the capacity
to satisfy wants.
4. The Manufacturing Based
Approach
– Conformance to standard

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The Value Based Approach
• What is Value?
– Some characteristics, functions, features or experience that must be met to
make your product/service accepted by the customer
• Value is not just monetary value, it force us to also considers QCDSM
(Quality, Cost, Delivery, Safety and Morale)
• Value means customer oriented, therefore Make sure that the customer
gets what they want, not what the company wants
• Value is flexible, when the customer changed, the value will be changed
• Value is defined by customer, and everybody in the company should
know:
– What is “the translation” of values from end-customer to their
workstation/workplace
– How these values will be “chained” to the previous and next process

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In Design Using Value Thinking, New Opportunity will rise

This is Value Co-Creation of Product Life Cycle

Value creation are the processes creating the value.

Value Co-creation means the process of creating the value were design and created
with the customer.
Customer
Satisfaction

Concepts Development Production Utilization Support Retirement

Co-creation of Value
• Customer Value Centric
• User Requirements
• User Verification and
Validation

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Kano Model of Customer Satisfaction
• Kano introduces the concept that
customer satisfaction has 3 levels based
on satisfaction between the dimensions
of Customer and Customer Expectations

• Excitement
– greatly increase customer satisfaction
– Customers don’t know about them, but
will be delighted when the features are
offered.
• Performance
– mildly increase customer satisfaction
– Customers tell you what they want, and
are happier if you can do a better job for
them
• Basic
– weakly increase customer satisfaction,
– but failure to achieve these greatly
increases customer dissatisfaction

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Kano Model Graphs shows the trends of your current
products … if you do not act!

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Kano Model Impacts

• When a customer reach a certain level of excitement, they will take it for
granted.
– Continuation, they will expect that it will be basic
• Companies with good customer contacts will extract better information
about “delighters”/excitement which sometimes hidden
• Hidden requirement adalah sesuatu hal yang:
– unexpected by the customers, but we still deliver to them
– Extra features that will increase cost; however it could increase (1) margins and
(2) market share.
• In a highly competitive environment (so many players) this will be replicates
by the competitor and became a standard norms

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Quality is Relative
• Towards time
• Towards previous satisfaction
• Towards marketing approach
• For every person

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If the quality is relative, how do we measure it?

• 8 Dimensions of Quality • 5 Principal Dimension

– Features – Reliability of Service
– Serviceability • Consistency of Service
– Reliability of a Product – Responsiveness
(MTBF, MTTF, MTTR) – Assurance
– Performance • Professionalism
(certificate)
– Conformance
– Empathy
– Durability (product life)
– Tangibles
– Aesthetics
• Physical Facilities,
– Perceived Quality equipment and personnel

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If the quality is relative, how do we achieve it?
• Initially, the organization focused on Product Quality, because Products
are easy to measure
• Product Quality = Inspection
• Inspection is not long-term effort to maintain quality
– People who understand how to improve quality are people who carry out
the process, not inspectors

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Quality of The Process
• Focus shift towards the process, Premises: if process good, product will be
good too
• But how do we measure a process?
• 1st Rule of Quality is Speaking with Facts. Not by feeling.
• Fact is Math, Statistics = Math.
– The concept of Statistical Process Control emerged = 7 Tools of Quality

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Logic of Statistics
• What Causes Defectives?
– Variation
• Variations of what ?
– Materials, machinery conditions, work methods and inspections
– From start to finish – aggregation of causes of variations = data
• Which variations/data ?
– Diagnosis of Process = to find which can be control and which is important

• Statistic is the key, undebateable mathematics

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Quality Problem Solving
• Quality Rise as Key for Survival
• Quality Defined and why it keeps on changing
• Quality Problem-Solving Activities
• PDCA as the heart of “Continuous Activities” in Quality
• Concept, Methods and Tools

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Quality Problem Solving
Quality Problem Solving as “the heart” of
Quality Improvement

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Quality Improvement and Problem Solving
• Quality Improvement is basically about How to solve Problem of Quality
(Problem-Solving)
• The Problem-Solving methodology (and tools) of quality improvement can
also be used for non-quality problems

Quality Improvement

Problem Solving

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What is a problem?

• A gap between the ideal and the real

Ideal Situation or Objective

Gap ➔ Problem = (ideal) – (present)

Present Level

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What is Problem Solving?
• Narrowing the Gap between ideal and present

Ideal Situation or Objective

Gap ➔ Problem = (ideal) – (present)

Present Level

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Problems in Problems Solving
• When what we experience is actually not the “real” problem but just the
symptoms
• When what we see as the problem, is not seeing by other person not as
the problem (different mental models)
• There is “Hard Problems” and “Soft Problems”

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1st Problems in Problem Solving
• What we see is a problem is “actually” symptoms not problem
– When the “problems” keep on returning
– When the “solutions” create another problem
– When the “solutions” does not solve “problems”
• Say it differently: “We have a problem” to “We have a symtomps”

The measure of success is not whether you have a tough problem to deal with,
but whether it is the same problem you had last year."
— John Foster Dulles (Former US Secretary of State)

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Let’s Find the Problems
• Don’t jump to solutions base on the symtomps

Solving Problem Problem

Problems efforts symptoms Solved
disappear
Temporarily!

• Therefore, lets find the cause of the symptomps = real problems

Solving Problem Problem

Problem
Problems efforts symptoms Solved
identification
disappear

Solved!
Really
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2nd Problems in Problem Solving
• “this is the problem”, you said, but the other person said “No, this is not,
that is the problem”
– We can see the same thing yet have different understanding
• Even if we perceived the problem the same way, the interpretation of the
problems could be different for each person, based on their background

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How do we find it?

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How our own mind tricks us
• Construction
– ABC… FGH…LMN
– Kita mengkonstruksi dari berbagai informasi yang terpotong-potong
berdasarkan mental models kita (yang terkadang bukan faktanya)
• Generalization (Leap of Abstraction)
– Proses ini yang sering kita lakukan dimana kita mengambil satu pengalaman
kemudian menjadikannya sama untuk semuanya
– “Orang padang …. Orang Jawa …. Orang Batak …..”

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Management by Facts
• When you see a doctor, do you believe him if he said immediately after
you enter the room “you have AIDS!”
• Evidence Based Medicine
– The Symtomps of DBD, Tipus, Avian Flu even “Broken Heart” is the same
– So collect the data/facts to find the problems

“Only in God we trust, for others we use data”

• Speak with Facts

• Means: not making decision based on experience and intuition alone but
acting in accordance with the facts (data)

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Quality Problem Solving
• Quality Rise as Key for Survival
• Quality Defined and why it keeps on changing
• Quality Problem-Solving Activities
• PDCA as the heart of “Continuous Improvement Activities” in Quality
• Tools of Quality

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PDCA as the Primary Methods in Quality
Improvement

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PDCA Way
• Basis Methodology for Quality Improvement and Quality Problem Solving
• PDCA was developed by renowned management consultant Dr. William
Edwards Deming in the 1950s

PLAN

ACTION DO

CHECK

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PLAN and DO in PDCA Way
• PLAN the improvement and continued data collection
– Why Plan?
• Japanese Saying: A problem that is well defined is 95% solved
• Create a time-gap between problems & Response to
– Find the Root Cause of the Problems
– Determine what to do, target, what resources is necessary, what support is needed,
what is the expected outcomes for later to be evaluated

• DO the improvement, data collection and Analysis

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Check and Action in PDCA Way
• CHECK and study the results
– Why Check?
• So you don’t get lost – confirming with the plan
• Know what improvement so far (Usuallu in terms Q, C, D, S, M – (Q)ualiy, (C)ost,
(D)elivery, (S)afety & (M)orale

• ACT to hold the gain and continue to improve the process

– Why Action?
• So you don’t repeat the same mistakes and you do repeating the right way
• To re-cycle the process of PDCA

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PDCA cycles created a spiraling up QCDSM continuous
improvement process

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Quality Problem Solving
• Quality Rise as Key for Survival
• Quality Defined and why it keeps on changing
• Quality Problem-Solving Activities
• PDCA as the heart of “Continuous Improvement Activities” in Quality
• Tools of Quality

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Quality Tools

Why we need Tools Tips on Selecting Tools

• Helps you to find this “facts” – • Some tools are directly correlated
based on statistics, statistics ~ with a methodology
mathematics ~ facts – House of Quality Matrix in
• Tools means an equipment to Quality Function Deployment
help you achieve something more • Many tools can be use in many
efficiently and more effectively different applications
– You can bury a nail using stones, • Limit yourself so you are not
but with hammer you will be using too many tools to answer a
more effective = tools specific needs
• Remember, even with the right • Don’t get caught in too
tools you can gain more if you complicated tools for a simple
have the right way on using the needs
tools (right methods)

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7 tools and 7 new tools of quality

Quantitative Facts Quanlitative Facts

7 Tools 7 New Tools
1. Check Sheet 1. Interrelationship Diagram
2. Histogram 2. Affinity Diagram
3. Grafik 3. Tree Diagram
4. Scatter Diagram 4. Matrix Diagram
5. Pareto Diagram 5. Matrix Data Analysi*
6. Fish Bone Diagram 6. Arrow Diagram
7. Control Chart 7. PDPC (Process Decision Program Chart)

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 Pilih Topik/Permasalahan Definisi Topik & Target
Fokuskan Lihat Data Historis Trend & Keanehan Deskripsikan
UCL
Target
CL 100
90

60
50 50
40

Pareto Peta Kontrol Diagram Garis Histogram Diagram Garis

Susun Rencana Aktivitas

May 2002 - akhmad@ie.ui.ac.id

May 2002 Jun 2002

ID Task Name Start Finish 3 Duration
Susun Rencana Aktivitas
22 23 24 25 26 27 28 29 30 31 1 2 3 4
1 Task 1 5/22/2002 5/24/2002 3d
2 Task 2 5/24/2002 5/30/2002 5d
3 Task 3 5/31/2002 6/6/2002 5d

Bar Chart (Gantt Chart)

Analisa Faktor-faktor

Cari Hubungan Sebab

Ambil Data-data
Akibat dari Faktor-faktor
Pengambil Data : Akhmad Hidayatno Alat yang Digunakan : --- Konfirmasi Hasil
Bagian/Seksi : Quality Control Tanggal Data : 2 Jan-7 Jan
Cara Perhitungan : Pengamatan Visual
Tanggal/Hari 2 / 1 3/1 4/1 5/1 6/1 7/1
Kerusakan Senin Selasa Rabu Kamis Jum'at Sabtu Total
Baut Lepas |||| |||| |||| |||| |||| ||| |||| 31 UCL
Kotoran pada Sensor Kecepatan |||| ||| || |||| 14

EFEK Goresan pada Eksterior

Rusak Las ||||
|| ||| |||
||||
|||| 12
9
CL

Rusak Pencetakan ||| 3

Kehilangan Suku Cadang || || ||| | 8 6

Kotor Eksterior |||| | 6

Total 15 18 19 17 14 83
Jumlah Diinspeksi 1027 Prosentase Kerusakan 8.08%

Diagram Sebab Akibat Lembar Periksa Diagram Garis & Pareto

Coba digolongkan Periksa Lihat Perkembangan efektif

(Stratifikasi) Keterhubungannya berdasarkan waktu not efektif
UCL
Standarisasi & Pola Kontrol
x CL

Ganti Oli
LCL Ganti Busi
UCL
UCL Ganti Platina
Periksa Tekanan Ban
R CL Periksa Tali Kipas
CL
Periksa Pendingin Udara

Periksa Lampu-lampu Kendaraan

Periksa Kekencangan Baut
6

Histogram Diagram Pencar Peta Kontrol 50

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Intersections between Quality Tools

basic
DPMO
7 tools ofstatistical
quality 6
tools
Qualitative
Measurement Force Field
7 new tools QFD Tools SIPOC
Chart Analysis
of
quality DOE
advanced Conjoint
Hypothesis
statistical tools
Testing Analysis

Six Sigma Tools

Quality/Process Improvement Collection Tools

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Closing Remarks

KISS (Keep it Simple .. STUPID)

• When NASA first started sending up astronauts, they quickly discovered

that ballpoint pens would not work in zero gravity.
• To combat the problem, NASA scientists spent a decade and $12 billion to
develop a pen that writes in zero gravity, upside down, underwater, on
almost any surface including glass and at temperatures ranging from
below freezing to 300 C incorporating a small gas-filled cylinder which
propelled the ink out of the pen

[ The Russians used a pencil ]

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