LEAN OPERATIONS

LEAN SYSTEMS, SYSTEMS THINKING,

TPM & OEE, dan LEAN INVENTORY

Outline:
1). Lean Systems Thinking
2). House LPS in General
3). TPM (Total Productive Maintenance) dan OEE (Overall Equipment Effectiveness)
4). Lean Inventory

Read Chapter 3: Stability (TPM & OEE)

Textbook:
• Lean Production Simplified, Pascal Dennis, Productivity Press, 2002
• How To Implement Lean Manufacturing, Lonnie Wilson, McGraw-Hill, 2009 Kuliah ke- 5:
Jumat, 11 Oktober 2019
K-204, Jam: 13.00 – 15.00
Lean-5/11 Okt/2019/YAD
Fokus:

Fokus 7: Lean Systems Thinking

Fokus 8: TPM (Total Productive Maintenance)
Fokus 9: OEE (Overall Equipment Effectiveness)
Fokus 10: Inventory Problem dalam Lean Production
 I. LEAN SYSTEMS & SYSTEMS THINKING
“Suatu sistem adalah bagian-bagian (parts) yang terintegrasi dan punya
tujuan yang jelas”.

Ciri-ciri dari sistem:

• Tiap bagian (parts) sistem memiliki tujuan. Contohnya tujuan ‘mesin
mobil’ adalah memberikan daya.

• Bagian-bagian (parts) sistem saling tergantung satu sama lain

(interdependent), dan berinteraksi. Contohnya, mesin mobil tergantung
pada subsistem bahan bakar untuk menyediakan energi, dan subsistem
transmisi untuk memutar roda.

• Bagian (parts) dapat dikenal karena sesuai dengan suatu sistem,

tapi sistem tidak dapat dikenal dengan hanya melihat bagian (parts).

• Untuk memahami sistem, kita harus memahami tujuan, ketergantungan

(interdependent), dan interaksinya. Contoh, mesin menggerakkan mobil
(tujuan), ketergantungan terhadap subsistem transmisi (interdependensi),
agar mobil bisa bergerak (interaksi).
System thinking, adalah kemampuan untuk berpikir
dalam kerangka sistem dan mengetahui bagaimana
memimpin sistem.
Contoh hasil evolusi penyesuaian kita sebagai manusia,
adalah bagaimana bereaksi terhadap ancaman
mendadak. Bagaimana sistem syaraf kita bisa fokus pada
kejadian-kejadian di luar kita, seperti bising, atau
perubahan penglihatan kita secara tiba-tiba.

Untuk memahami sistem dan membuatnya menjadi

nyata (real), kita harus menghubungkan model kita
dengan praktik yang aktual.
System Model & Actual Practice:
System model harus diterjemahkan ke dalam tindakan di lapangan.
Pemahaman tentang mental model A harus diterjemahkan jadi lean
system B (realitas di lapangan).

Aktivitas-aktivitas tuvwxyz dalam model sistem harus diterjemahkan

kedalam tindakan-tindakan TUVWXYZ pada ‘shop floor’. Artinya,
pengertian lean system dalam ‘mental model’ yang kita mengerti harus
diterjemahkan kedalam ‘actual practice’ lean system.

u
v U
t V
T
A B
z Z
X
x Y
y
W
w
“Mental Model” “Actual Practice”
II. HOUSE OF LPS IN GENERAL

Goal
Customer focus:
Highest quality, lowest cost, and
shortest lead time by continually
eliminating muda

Involvement:
Flexible, motivated team
JIT Jidoka
members continually
seeking a better way

Standardization
Stability
Basic image of Lean Production
 III. TPM & OEE PERFORMANCES
Didalam pelaksanaan Lean Operations, 5S akan menggerakkan
TPM (Total Productive Maintenance), karena kemajuan dari
‘lean production’ akan menuntut perhatian pada
‘maintenance’ mesin dan peralatan yang digunakan. Jadi, TPM
menjadi kunci dalam meningkatkan ‘Stabilitas’ produksi.

3.1. Program TPM:

Ciri terpenting program TPM, adalah memberikan penugasan
‘basic maintenance works’ (20% - 50%), yaitu Inspection,
Cleaning, Lubrication dan Tightening kepada tim produksi. Ini
berarti melepaskan ‘tim maintenance sebelumnya’ dari
sebagian besar kegiatan ‘predictive maintenance’, perbaikan
mesin dan overhaul, training, dan kegiatan penting
maintenance yang lainnya.
 Maintenance
Department
(20 % - 50%)

New Tasks Made Possible: Tasks Transferred to Production:

• Equipment improvement • Simple maintainability kaizen
• Overhauls • Cleaning
• Training • Inspection
• Maintenance prevention • Lubrication
• Predictive maintenance • Adjustment

How TPM Shifts Maintenance Tasks

Tahap-tahap dalam Maintenance:

• Tahap 1 - Breakdown maintenance (fire fighting)

• Tahap 2 - Preventive maintenance (some proactive
planning and trouble shooting)
• Tahap 3 - TPM = Preventive + Predictive maintenance +
Total involvement

Performance TPM dapat diukur dengan OEE (Overall

Equipment Effectiveness):

OEE = a * p * q

a = available rate
p = performance rate
q = quality ratte
 3.2. OEE (Overall Equipment Effectiveness)

Loading Time (Total Available Time)

Not worked
(unplanned))
Available rate (a):
Down Setup and
Net Available Time (NAT) a = Net Available Time/
time changeovers
Total Available Time
Breakdown
failures

Equipment
Lost ‘idling’ Performance rate (p):
Net Operating Time (NOT) time p = Net Available Time/
Slow running Net Available Time
equipment

Quality rate (q):

Valuable Operating Defect
Time (VOT) time q = Valuable Operating Rumus OEE:
Time/Net Operating Time
OEE = a * p * q
Six Big Lossess
TPM akan berusaha keras untuk melibatkan tim nya untuk
mengeliminasi enam ‘big lossess’ yang men-’downgrade’
efektifitas mesin, sbb:
Downtime:
1. Equiment breakdown
2. Setup and adjustments delays (e.g., because of die changes in
stamping process or injection molding machines).
Speed or hidden losses:
3. Idling and minor stoppages – the machine is being run but
no product is processed
4. Reduced speed – the actual machine speed is less than the
design speed.
Defects:
5. Process defects (e.g., scrap, defects that require repair)
6. Reduced yield (e.g., from machine start-up to stable production).
Contoh Soal OEE (p. 308)
Given:
• 7-day period. Planning Dept Program, sebuah mesin
bekerja 150 hours (loading time).
• The time when the machine cannot work because it is
waiting for material to be delivered from other parts
of the process is 5 hours on average and during the
period when the machine is running, it averages 90%
of its rated speed.
• Three per cent (%) of the parts processed by the
machine are subsequently found to be defective in
some way.

Calculate OEE..!
Solution:
Max time available = 7 days = 7 x 24 hr = 168 hours
Loading time 150 hours
• Availability losses: 10 hours changeovers and setups, and 5 hours
breakdown = 10 hours + 5 hours = 15 hours.
So, total operating time = Loading time – Availability lossess = 150
– 15 = 135 hours.
Available rate (a):
a = Total operating time/Loading time = 135/150 = 90%

• Speed losses: 5 hours idling (wait for material delivers from

other process)
Speed losses because slow running = (135 – 5) x 0.10 = 13 hours
So, net operating time = Total operating time – Speed losses
= 135 – (5 + 13) = 117 hours.
Performance rate (p):
p = Net operating time/Total operating time=117/135 = 86.67%
• Quality losses 3%: 3% x 117 = 3.51 hours.

Valuable operating tme = Net operating time – Quality losses =

117 – 3.51 = 113.49 hours.

Quality rate (q):

q = Valuable operating time/Net operating time=113.49/117 = 97%

OEE = a x p x q

= 90% x 86.67% x 97% = 75.6%.

 IV. LEAN INVENTORY

4.1. Existing Lot Size - EOQ

4.2. New Lot Size with reduction
 Lower Setup Costs

Holding cost
T = Sum of ordering
and holding costs
Cost

T1
Setup cost curves (S1, S2)
T2 or Order cost
S1
S2

Lot size
Contoh Economic Order Quantity (EOQ)

2AS A = annual demand

EOQ = S = ordering or setup costs per lot
H
H = holding costs per unit
TC = Total Cost = S + H

Given 2(936)45 = 74.94 or 75 units

EOQ =
A = 936 units 15
H = $15
S = $45

Q A 75 936
TC = (H) + (S) TC = (15) + (45)
2 Q 2 75

TC = $1,124.10
 Production Order Quantity (POQ) Model

POQ Model: Inventory Levels

Inventory Level

Time
Supply Supply
Begins Ends
 POQ Model Equations

Optimal Order Quantity = Qp* = 2xAxS

H x (1- d/p)

d
Max. Inventory Level = Q x 1 -
p A = Demand per year
S = Order cost
A
Order Cost = xS H = Carrying cost (i X c)
Q d = Demand per day
p = Production per day
Carrying Cost = Q 1 - (d/p) H

Total Cost = Order Cost + Carrying Cost

 Reduce Lot Sizes

Q1 When average order size = 200

average inventory is 100
200 –
Inventory

Q2 When average order size = 100

average inventory is 50
100 –

Time
Sekian & Terimakasih