capacity management 2
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Capacity Management
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Definisi
The “throughput,” or number of units a facility canhold, receive, store, or produce in a period of time.
Output, atau jumlah unit yang dapat
dihasilkan/disimpan/diterima oleh suatu fasilitas.
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An Overview of
Capacities
Management inManufacture
Facility
PRODUCTIONPLANNING
PRODUCTION
ACTIVITY
CONTROL
MATERIAL
REQUIREMENT
PLANNING
MASTER
PRODUCTION
SCHEDULE
Resource
RequirementsPlanning
Operation
Sequencing
Input/Output
Control
Capacity
Requirement
Planning
Rough Cut
Capacity
Planning
CAPACITY
MANAGEMENT
TECHNIQUES
Long Range
Short Range
Medium Range
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Design and Effective Capacity
Design
capacity:
The theoretical maximum output of a
system in a given period.
Utilization: Actual output / Design capacity.
Effectivecapacity: Capacity a firm can expect to achieve givenits product mix, methods of scheduling,maintenance, and standards of quality.
Efficiency: Actual output / Effective capacity.
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Lamp Assemble
Oven
Base Forming
Plastic Molding
Socket Assemble
Teknik RCCP akan digunakan untuk me-verifikasi
MPS dengan ketersediaan resource yaitu kapasitas
workstation. Workstation yang digunakan untukmembuat Lamp LAXX yaitu :
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Rough Cut Capacity Planning
Lamps
LAXX
Shades Socket
Assembly
Base
Assembly
15W14 B 15C8"7" One-Way Three-Way
Contoh : Akan dibuat lampu dengan struktur produk sebagai berikut :
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Available Capacities vs Required Capacities
Available Capacities = Available Time x Utilization x Efficiency
Available Time = M x S x H x W
M : Jumlah Mesin
S : Jumlah Shift per Hari
H : Jumlah Jam per Shift
W : Jumlah hari kerja per bulan
Keputusan dalam RCCP
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MPS untuk Lamp LAXX
Bulan Forecast Produksi
Reguler
Produksi
Overtime
Total
Produksi
Inventory
Tersedia
15000
Januari 22000 15000 0 15000 8000
Februari 8000 15000 0 15000 15000
Maret 10000 15000 0 15000 20000
April 10000 15000 0 15000 25000
Mei 20000 15000 0 15000 20000
Juni 14000 15000 0 15000 21000
Juli 8000 15000 0 15000 28000
Agustus 8000 15000 1000 16000 36000 September 12000 15000 4000 19000 43000
Oktober 15000 15000 4000 19000 47000
Nopember 30000 15000 4000 19000 36000
Desember 40000 15000 4000 19000 15000
197000 180000 17000 197000
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Data Waktu Baku
Work Station Waktu Baku (jam)
Lamp Assembly 0,1
Oven 0,01
Base Forming 0,05
Plastic Molding 0,02
Socket Assembly 0,04
0,22
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Available Capacities
Sebagai contoh untuk Workstation Plastic Moldingterdapat 3 mesin dengan utilitas 0,756 dan efisiensi1,05.
Dalam 1 bulan terdapat 21 hari kerja dengan 1 shift
per harinya selama 8 jam.
Available Time = 3x1x8x21 = 504 jam/bulan
Available Capacities = 504x0,756x1,05=400 jam
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RCCP …
Work Station
Bulan Lamp Assembly Oven Base
Forming
Plastic
Molding
Socket
Assembly
Januari 1500 150 750 300 600
Februari 1500 150 750 300 600
Maret 1500 150 750 300 600
April 1500 150 750 300 600
Mei 1500 150 750 300 600
Juni 1500 150 750 300 600
Juli 1500 150 750 300 600
Agustus 1600 160 800 320 640
September 1900 190 950 380 760
Oktober 1900 190 950 380 760
Nopember 1900 190 950 380 760
Desember 1900 190 950 380 760
Total 19700 1970 9850 3940 7880
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Plastic Molding Load Report
0
50
100
150
200
250
300
350
400450
J a n u a r i
F e b r u a r i
M a r e t
A p
r i l
M e i
J u
n i
J u l i
A g u s t
u s
S e p t e m b
e r
O k t o b e r
N o p e m b
e r
D e s e m b
e r
Bulan
J a m
/ B u l a n
Required Capacities
Available Capacities
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Capacity Requirement Planning
PRODUCTION
PLANNING
PRODUCTION
ACTIVITY
CONTROL
MATERIAL
REQUIREMENT
PLANNING
MASTER
PRODUCTION
SCHEDULE
Resource
Requirements
Planning
Operation
Sequencing
Input/Output
Control
Capacity
Requirement
Planning
Rough Cut
Capacity
Planning
CAPACITY
MANAGEMENT
TECHNIQUES
Long Range
Short Range
Medium Range
Dipergunakan untukmemeriksa apakahrencana MRP dapat
dilakukan dengankapasitas yang tersediaatau tidak
Pada prinsipnya sama
dengan RCCP, tetapiyang diuji bukan MPSmelainkan MRP atauPlanned Order Release
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CRP …
INPUT
OUTPUT
Planned Order Released
Routing Sheet
Work Station / Machined Data
Work station / Machine Load Report
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Contoh :
Level Part Qty/Parent Description
0-- 100 1 Finished Widget
-1- 110 2 Subassembly
--2 121 6 Component A--2 122 10 Component B
Misalkan diketahui produk dengan struktur seperti
berikut :
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Contoh …
Week 1 2 3 4 5 6 7
Quantity 250 200 250 150 200 300 150
Adapun MPS untuk Finished Widget untuk periode 7 minggu
ke depan yaitu :
Data-data lain untuk masing-masing part yaitu :Part Lot
Size
Lead
Time
On Order Scheduled
Receipt
On-Hand
Stock
100 LFL 1 week 250 Week #1 0
110 400 2 week 400 Week #2 500
121 2400 2 week 2400 Week #2 1500
122 6000 2 week 6000 Week #2 2500
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Item : 100
Lot Size :
LFL
LLC : 0 Lead Time : 1 week
Period
PD 1 2 3 4 5 6 7
Gross Requirements 250 200 250 150 200 300 150
Scheduled Receipt 250
Projected On Hand 0 0 0 0 0 0 0 0
Net Requirements 0 200 250 150 200 300
Planned Order Receipts 0 200 250 150 200 300
Planned Order Releases 200 250 150 200 300 150
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Item : 110
Lot Size :
400
LLC : 1 Lead Time : 2 week
Period
PD 1 2 3 4 5 6 7
Gross Requirements 400 500 300 400 600 300
Scheduled Receipt 400
Projected On Hand 500 100 0 100 100 300 0
Net Requirements 0 0 300 300 500 0
Planned Order Receipts 400 400 800
Planned Order Releases 0 400 400 800 0 800 0 0
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Item : 121 Lot Size : 2400
LLC : 2 Lead Time : 2week
Period
PD 1 2 3 4 5 6 7
Gross Requirements 1200 1200 2400 0 2400 0 0
Scheduled Receipt 2400
Projected On Hand 1500 300 1500 1500 1500 1500 1500 1500
Net Requirements 0 0 900 0 900 0 0
Planned Order Receipts 2400 2400 Planned Order Releases 0 2400 0 2400 0 0 0 0
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Item : 122 Lot Size : 6000
LLC : 2 Lead Time : 2week
Period
PD 1 2 3 4 5 6 7
Gross Requirements 2000 2000 4000 0 4000 0 0
Scheduled Receipt 6000
Projected On Hand 2500 500 4500 500 500 2500
Net Requirements 0 0 0 0 3500 0 0
Planned Order Receipts 6000 Planned Order Releases 0 0 0 6000 0 0 0 0
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Summary PORel
Period
PD 1 2 3 4 5 6 7
Item : 100
Gross Requirements 250 200 250 150 200 300 150
Planned Order Releases 200 250 150 200 300 150
Item : 110
Planned Order Releases 0 400 400 800 0 800 0 0
Item : 121
Planned Order Releases 0 2400 0 2400 0 0 0 0
Item : 122
Planned Order Releases 0 0 0 6000 0 0 0 0
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Data Waktu Setup dan Waktu Proses
Part Work Station Setup Time/Lot (minutes) Run Time/Piece (minutes)
100 1 30 2,50
110 2 10 0,75
1 15 0,50
121
3 15 0,30
1 25 0,25
2 15 0,25
122
2 25 0,75
3 30 0,15
1 75 0,50
3 30 0,75
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Perhitungan Kebutuhan KapasitasSETUP
Work Station Part
Period
1 2 3 4 5 6 7
Work Station
1
100 30 30 30 30 30 30 30
110 15 15 30 0 30 0 0
121 25 0 25 0 0 0 0
122 0 0 75 0 0 0 0
TOTAL 70 45 160 30 60 30 30
Work Station
2
100 0 1 2 3 4 5 6
110 10 10 20 0 20 0 0
121 15 0 15 0 0 0 0
122 0 0 25 0 0 0 0
TOTAL 25 11 62 3 24 5 6
Work Station
3
100 0 0 0 0 0 0 0
110 0 0 0 0 0 0 0
121 15 0 15 0 0 0 0
122 0 0 60 0 0 0 0
TOTAL 15 0 75 0 0 0 0
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Perhitungan Kebutuhan Kapasitas (2)RUN
Work Station Part
Period
1 2 3 4 5 6 7
Work Station 1
100 625 500 625 375 500 750 375
110 200 200 400 0 400 0 0
121 600 0 600 0 0 0 0
122 0 0 3000 0 0 0 0
TOTAL 1425 700 4625 375 900 750 375
Work Station 2
100 0 0 0 0 0 0 0
110 300 300 600 0 600 0 0
121 600 0 600 0 0 0 0
122 0 0 4500 0 0 0 0
TOTAL 900 300 5700 0 600 0 0
Work Station 3
100 0 0 0 0 0 0 0
110 0 0 0 0 0 0 0
121 720 0 720 0 0 0 0
122 0 0 5400 0 0 0 0
TOTAL 720 0 6120 0 0 0 0
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Perhitungan Kebutuhan Kapasitas (3)
Required Capacities
Work Station Period
1 2 3 4 5 6 7
1 1495 745 4785 405 960 780 405
2 925 311 5762 3 624 5 6
3 735 0 6195 0 0 0 0
Available Capacities
Work
Station
Available Time
(Minutes) Utilization (%) Efficiency (%)
Available
Capacities
1 2400 100% 100% 2400
2 2400 100% 100% 2400
3 2400 100% 100% 2400
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Work Station Load Report
0
1000
2000
3000
4000
5000
6000
7000
1 2 3 4 5 6 7
Period
M i n u t e s
WS1
WS2
WS3
available Capacities
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Available Capacities vs Required Capacities
Over Time (Extra shift)
Menambah personnel, mesin,peralatan dll.
Subcontracting
Mengubah MPS (jika RCCP ataupun CRP
tidak valid) dan MRP (jika CRP tidak valid)
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Input/Output Control Teknik yang efektif untuk
mengendalikan antrianpekerjaan di depan mesindan mengendalikan leadtime manufaktur.
Meliputi :
PRODUCTION
PLANNING
PRODUCTION
ACTIVITY
CONTROL
MATERIAL
REQUIREMENT
PLANNING
MASTER
PRODUCTION
SCHEDULE
Resource
Requirements
Planning
Operation
Sequencing
Input/Output
Control
Capacity
Requirement
Planning
Rough Cut
Capacity
Planning
CAPACITY
MANAGEMENT
TECHNIQUES
Long Range
Short Range
Medium Range
Merencanakan besar input danoutput per periode waktutertentu pada setiap work station
Mengukur dan melaporkan input
dan output aktual Memperbaiki atau merevisi
situasi yang diluar batas kendaliyang telah ditetapkan
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I/O pada Work Station Tunggal
I/O dilakukan untuk mengendalikan kegiatan hari per hari
Konsep dasar dari I/O pada work station tunggal adalah besar
antrian pada akhir proses sama dengan besar antrian pada awal
proses ditambah input dikurangi output I/O harus seimbang jika diinginkan jumlah antrian yang sama
Antrian
ProsesINPUT OUTPUT
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I/O pada Work Station Tunggal (2)
i : Periode waktu
PI : Planned Input
AI : Actual Input
PO : Planned Output
AO : Actual Output ICD : Input Cumulative Deviation
OCD : Output Cumulative Deviation
PWIP : Planned Work-In-Process
AWIP : Actual Work-In-Process
ICDi = ICDi-1-PIi+AIi
OCDi = OCDi-1-PO+AOi PWIPi= PWIPi-1+PIi-Poi AWIPi= AWIPi-1+AIi-Aoi Lead Time =
(WIP) / Output
Perhitungan I/O dapat dijelaskan sebagai berikut :
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Ilustrasi 1 : Kondisi TerkendaliDAY
25 26 27 28 29 30
INPUT
Planned Input (PI) 16 16 16 16 16
Actual Input (AI) 12 19 22 10 15
Input Deviation -4 3 6 -6 -1
Input Cumulative Deviation (ICD) 0 -4 -1 5 -1 -2
OUTPUT
Planned Output (PO) 16 16 16 16 16
Actual Output (AO) 17 15 17 18 15
Output Deviation 1 -1 1 2 -1
Output Cumulative Deviation (OCD) 0 1 0 1 3 2
WIP (ending)
Planned WIP 32 32 32 32 32
Actual WIP 32 27 31 36 28 28
WIP Deviation 15,63% 3,13% 12,50% 12,50% 12,50%
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Ilustrasi 1 : Kondisi Terkendali
Actual Input dan Actual Output tidak terlalu
bervariasi dibandingkan Planned Input dan
Planned Output
Actual WIP tidak bervariasi melebihi 5 jamdibandingkan Planned WIP
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Ilustrasi 2 : Mereduksi WIPDAY
25 26 27 28 29 30
INPUT
Planned Input (PI) 14 14 14 13 13
Actual Input (AI) 12 17 16 9 14
Input Deviation -2 3 2 -4 1
Input Cumulative Deviation (ICD) 0 -2 1 3 -1 0
OUTPUT
Planned Output (PO) 16 16 16 16 16
Actual Output (AO) 17 15 15 14 18
Output Deviation 1 -1 -1 -2 2
Output Cumulative Deviation (OCD) 0 1 0 -1 -3 -1
WIP (ending)
Planned WIP 30 28 26 23 20
Actual WIP 32 27 29 30 25 21
WIP Deviation 10,00% 3,57% 15,38% 8,70% 5,00%
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Ilustrasi 2 : Mereduksi WIP
Mulai Day #26 tingkat input dikurangi pada
tingkat output yang tetap
Hal tersebut bertujuan untuk mengurangi
tingkat WIP yang sebesar 32 standard hoursmenjadi 20 standard hours pada Day #30.
Pengurangan WIP ini memperkecil lead time.