Manajemen Material #TM

#TM11 An overview of recent literature on spare parts inventories W.J. Kennedya,*, J. Wayne Pattersonb , Lawrence D. Fredendallb 3.1. Management issues  ( PARAGRAF1) ENGLISH He points out that the airline industry is slow in adjusting to de-regulation and is lagging behind other industries in effectively reducing inventory. In just this industry the monetary impact of spares inventory is staggering and when others are considered the reason for a call to improve spares management is obvious. On the other hand, more technical research is required to design and test parts of models to describe how we can improve existing systems. The literature here seems linked to actual problems in industry that provide a vehicle for generating new approaches to spares management.  Foote [19] performed a case study at the aviation supply office regarding the implementation of a new forecasting system. He focused on the philosophy, mathematical principles, and system design features

#TM-10       Quantity of material handling equipment—A queuing theory based approach Dhamodharan Raman- , Sev V. Nagalingam, Bruce W. Gurd, Grier C.I. Lin Centre for Advanced Manufacturing Research, University of South Australia, Mawson Lakes Boulevard, Mawson Lakes, SA 5095, Australia Received 30 September 2007; received in revised form 17 December 2007; accepted 4 January 2008 1. Introduction (Paragraf 1) ENGLISH A material handling system (MHS) acts as an inter- connector for facilities and should facilitate the process of delivering the right amount of materials, to the right place, at the right time and at the lowest cost. An effective MHS improves the performance of a manufacturing system, mainly by reducing work-in-process (WIP). Material handling cost encompasses between 15% and 70% of the total operating cost [1]. Hence, it is in manufacturing enterprises’ best interest to look for ways of improving the effectiveness of their MHS.  Effectiveness of th

#TM-9  V. TYPICAL WAREHOUSING OPERATIONS Paragraf 2 ENGLISH Receiving  is the first operation in the warehouse. This process starts by notification of the arrival of goods. Then begins process of unloading, counting, identifying, quality control, and goods acceptance (incoming inspection) related to a type and quantity by unloading staff according to the company rules. When the goods are accepted, the receipt is issued. The acceptance depends on the delivery status – the delivery date, the quality of delivery, the planned schedule which should also minimize a truck waiting time. INDONESIA Menerima   adalah operasi pertama di gudang. Proses ini dimulai dengan pemberitahuan kedatangan barang. Kemudian mulailah proses pembongkaran, penghitungan, pengidentifikasian, kontrol kualitas, dan penerimaan barang (inspeksi yang masuk) terkait dengan jenis dan kuantitas dengan menurunkan staf sesuai dengan aturan perusahaan. Ketika barang diterima, kwitansi diterbitkan. Pe

#TM-8  Classification and modeling for in-plant milk-run distribution systems ENGLISH Decision variables router:   Route “r” is chosen or not chosen (1 or 0) Xir:  Stock point “i” is assigned or not assigned to the route “r” (1 or 0) Dir:  One cycle demand quantity of the stock point “i” that is assigned to the route “r” Lir:  One cycle loading-unloading time of the stock point “i” that is assigned to the route “r” Yar:  The 0 or 1 binary variable determining the route of the stock area “a” vehcycler:  The total cycle time of the route/vehicle “r” (Including fixed trip time of the vehicle and total loading– unloading time) Sets A:  The set of stock areas in the material storage and assembly station (a,b)   B:  The set of stock points related with each other (pulling or pushing) (i,j) C:  The stock areas in the same cell (a,b)   Nr:  The set of stock points that can be assigned to the route “r”   Na:  The set of stock points in the stock area “a”