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Perencanaan Kapasitas
Perencanaan Kapasitas
Capacity
Capacity: Definition
Capacity Types
Capacity of the Supply Chain
Calculating Capacity
Introduction to Facility
Planning
HOW MUCH long range capacity will be
needed?
WHEN will the additional capacity be
required?
WHERE should the facility be located?
WHAT should the layout and
characteristics of the facility be?
Capacity
The amount of resource inputs available
relative to output requirements at a
particular time
Defining Capacity
the rate of output from an OM system per unit of time
the rate at which the firm withdraws work from the
system
Jumlah masukan sumberdaya-sumberdaya yang
tersedia relatif untuk kebutuhan keluaran pada waktu
tertentu.
unit keluaran
waktu
Defining Capacity
In general, production capacity is the
maximum production rate of an organization
(or maximum conversion rate of a production
system) in any given period.
Sustainable practical capacity is the greatest
level of output that a plant can maintain:
within the framework of a realistic work schedule
taking account of normal downtime
assuming sufficient availability of inputs to
operate the machinery and equipment in place
Berbagai Definisi:
1. Design Capacity : tingkat keluaran per satuan untuk mana pabrik
dirancang.
2. Rated Capacity ; tingkat keluaran per satuan waktu yang
menunjukkan bahwa fasilitas secara teoritik mempunyai kemampuan
memproduksi.
3. Standard capacity : tingkat keluaran per satuan waktu yang ditetapkan
sebagai sasaran pengoperasian bagi manajemen, supervisi dan para
operator mesin, dapat digunakan sebagai dasar bagi penyusunan
anggaran.
4. Actual dan atau operating capacity : tingkat keluaran rata-rata per
satuan waktu selama periode waktu yang telah lewat = kapasitas
standar cadangan-cadangan, penundaan, tingkat sisa nyata.
5. Peak capacity : jumlah keluaran per satuan waktu yang dapat dicapai
melalui maksimisasi keluaran dengan kerja lembur, menambah tenaga
kerja, mengurangi jam istirahat dan sebagainya
Measures of Capacity
Output rate capacity Suitable for a single
product or a few homogeneous products
Design capacity - The maximum capacity that
can be achieved under ideal conditions
Effective capacity utilization - The percent of
design capacity actually achieved
Aggregate capacity Suitable when a
common unit of output is used
. . . more
Measures of Capacity
Rated capacity Maximum usable
capacity of a particular facility
Input rate capacity Suitable for service
operations
Percentage utilization of capacity Relates output measures to inputs
available
Capacity Utilization
Capacity used
Utilizatio n =
Best operating level
Capacity used
Rate of output actually achieved
Capacity Utilization--Example
Best operating level = 120 units/week
Actual output = 83 units/week
Utilization = ?
Capacity used
83 units/wk
Utilization =
=
= .692
Best operating level 120 units/wk
Capacity Cushion
A capacity cushion is an additional amount of
capacity added onto the expected demand to
allow for:
greater than expected demand
demand during peak demand seasons
lower production costs
product and volume flexibility
improved quality of products and services
strategic perspective
capability
what you can and cannot do
match capabilities with marketing needs
Rated
Jumah
Jam Kerja
Persentase
Efisiensi
=
X
X
X
capacity
Mesin
Mesin
penggunaan
Sistem
Contoh:
Suatu pusat kerja beroperasi 6 hari per minggu
dengan basis dua sift (8 jam per sift), ada empat
mesin dengan kemampuan sama. Bila mesin
digunakan 75% dari waktu pada tingkat efisiensi
sistem sebesar 90%
Jawab :
Rated Capacity = (4) (8x6x2) (0,75) (0,90)
= 259 jam kerja standar/minggu
Types of Capacity
Maximum
Effective
Demonstrated
Planning Effects of Capacity Types
Types of Capacity:
Types of Capacity:
Effective Capacity
Defined: the output rate that managers
expect for a given process
Why would you operate below maximum?
Types of Capacity:
Demonstrated Capacity
Defined: the actual level of output for a
process over a period of time, i.e., the
average of output over time
Why might this number be different than
maximum or effective capacity?
Types of Capacity:
Demonstrated Capacity
Demonstrated capacity
what we actually observe
can be affected by numerous factors
problems with input
problems internally
nature of the product
new vs standard
Bottlenecks
Must look for bottleneck
constraining resource
how identified
too much or too little inventory
overtime
why important
limits output
determines lead time
determines ability of system to make money
Bottlenecks - Cont
Types of bottlenecks
output based
time-based
Capacity - calculating
Level of output of a plant or system is
dependent on how it is organized
capacity in sequence
linear operations
capacity in parallel
multiple alternative operations
any machine can be used
Capacity - Sequential
Capacity of a system or process is based
on the operation with the lowest amount
of capacity
Keys
convert into the same units of measurement
ensure that we are talking about the same
dimensions
effective vs design vs demonstrated
Capacity - Sequential
We have a process that makes cans
Operation 1 - punches out tops and bottoms
2 lids for every can
produces 250 lids per minute
Operation 2 - body
1 body for every can
produces 175 bodies per minute
Operation 3 - mating
makes the can
produces 7500 cans per hour
Capacity - Parallel
Capacity of the system or operation is based on
the sum of the capacities of the various
machines that make up the operation.
Operation 3 has 4 machines
machine 1 - 90 pieces per minute
machine 2 - 110 pieces per minute
machine 3 -120 pieces per minute
machine 4 - 80 pieces per minute
Total capacity for operation 3 = 400 pieces/min
Calculating Capacity
1. Describe the general flow of activities within the process
2. Establish the time period
3. Establish a common unit
4. Identify the Maximum capacity for the overall process
5. Identify the Effective capacity for the overall process
6. Determine the Demonstrated capacity
7. Compare the Demonstrated, Effective and Maximum
Capacities and take appropriate actions
Capacity - Example
Mondavi Plant
Draw a diagram
What is its capacity
Why is it hard to calculate
Relevant vs irrelevant
relevant also depends on the options
considered
also depends on the level of capacity
utilization
Relevant Analysis
Setup Reductions
Input/Output Control
A tool that manages work flows to
match the demonstrated capacity of
process
Prevent problems by using plan your
work, work your plan rule
Economies of Scale
Best operating level - least average unit cost
Economies of scale - average cost per unit
decreases as the volume increases
Diseconomies of scale - average cost per unit
increases as the volume increases
Other considerations
Subcontractor and supplier networks
Focused production
Economies of scope
Economies
of Scale
Diseconomies
of Scale
100100-unit
plant
400400-unit
plant
200200-unit
plant
300300-unit
plant
100
90
Cost
80
70
60
50
40
30
20
10
0
20
40
60
80
100
Capacity Focus
Capacity Flexibility
Flexible plants
Flexible processes
Flexible workers
Capacity Planning
Stage 1
Units
per
month
6,000
Stage 2
7,000
Stage 3
4,500
Analyzing Capacity-Planning
Decisions
Break-even Analysis
Present-Value Analysis
Decision Tree Analysis
Computer Simulation
Waiting Line Analysis
Linear Programming
Determining Capacity
Requirements
Forecast sales within each individual
product line
Calculate equipment and labor
requirements to meet the forecasts
Project equipment and labor availability
over the planning horizon
Example: Capacity
Requirements
50
35
60
50
80
70
100
90
100
80
110
90
120
100
140
110
Example: Capacity
Requirements
The Product from a Capacity Viewpoint
Are we really producing two different types of
ketchup from the standpoint of capacity
requirements?
Year:
Small (000s)
Family (000s)
1
150
115
2
170
140
3
200
170
4
240
200
Three 100,000-units-per-year machines are available for smallbottle production. Two operators required per machine.
Two 120,000-units-per-year machines are available for familysized-bottle production. Three operators required per
machine.
Example: Capacity
Requirements
Y ear:
S m all (0 0 0 s)
F amily (0 0 0 s)
S m a ll
F a m ily-siz e
S m a ll
P ercen t cap acity u s ed
M ach in e req u iremen t
Lab o r req u iremen t
F a m ily-siz e
P ercen t cap acity u s ed
M ach in e req u iremen t
Lab o r req u iremen t
1
150
115
2
170
140
3
200
170
4
240
200
M ach . C ap .
M ach . C ap .
3 0 0 ,0 0 0
2 4 0 ,0 0 0
Lab o r
Lab o r
6
6
5 0 .0 0 %
1 .5 0
3 .0 0
5 6 .6 7 %
1 .7 0
3 .4 0
6 6 .6 7 %
2 .0 0
4 .0 0
8 0 .0 0 %
2 .4 0
4 .8 0
4 7 .9 2 %
0 .9 6
2 .8 8
5 8 .3 3 %
1 .1 7
3 .5 0
7 0 .8 3 %
1 .4 2
4 .2 5
8 3 .3 3 %
1 .6 7
5 .0 0
Logic
Historical Data
Marketing Research
Scientific Analysis
Modeling
Qualitative Analysis
Emotions
Intuition
Personal Experience
& Motivation
Rumors
Decision
Fundamentals of Decision
Theory
The three types of decision models:
1 Decision making under certainty
2 Decision making under risk
3 Decision making under uncertainty
Terms:
Alternative: course of action or choice
State of nature: an occurrence over which the
decision maker has no control
Maximin
find the alternative that maximizes the minimum
outcome for every alternative.
Equally likely
find the alternative with the highest average
outcome
$10,000
$ 8,000
$ 6,000
$15,000
$18,000
$16,000
$14,000
$12,000
$21,000
Decision Tree
2
d1
1
c1
.4
c2
c3
.2
.4
10,000
15,000
14,000
d2
3
d3
c1
.4
c2
c3
.2
8,000
18,000
.4
12,000
4
c1
.4
c2
.2
c3
.4
6,000
16,000
21,000
Design B
d
2
Design C
d
3
= $14,000
A Sequence of Decisions
National Decision
Regional Decision
Community Decision
Site Decision
. . . more
Light Manufacturing
Availability and cost of labor
Warehousing
Proximity to transportation facilities
Incoming and outgoing transportation costs
. . . more
Changes in inputs
Labor skills and/or costs
Materials costs and/or availability
Utility costs
. . . more
Changes in technology
Quantitative Approaches
Qualitative Approaches
Integrating Qualitative and Quantitative
Data
Examples:
Rating scale approach
Relative-aggregate-scores approach
200
150
100
50
Akron
Lowest cost
0
0
200
400
600
Bowling Green
Lowest cost
Chicago
Lowest cost
Penentuan kebutuhan
kapasitas
x
Hstd
Oi
Ti
Si
Bi
Ni
X
Hact
Hact
Hstd
Eo
Pw
Em
Hstd
=
Eo Pw Em
= jumlah sumberdaya nyata yang dibutuhkan
= jumlah total jam sumber daya yang dibutuhkan untuk
memenuhi permintaan
= efisiensi organisasional
= produktivitas operator
= efisiensi mesin, faktor pemeliharaan, faktor mesin rusak
Hact
Nr =
Havl
Nr
Havl
Permintaan produk sebesar 200 unit, ada 22 hari kerja per bulan.
Waktu pengoperasian standar per unit sebesar 8 jam, waktu
persiapan setengah jam setiap unit. 200 unit akan diproses dalam 10
kumpulan, pada setiap akhir kumpulan, mesin harus diuji dan
disesuaikan kembali sebelum kumpulan berikutnya diproses, waktu
penyiapan memerlukan 4 jam. Efisiensi organisasional diperkirakan
95% dan mesin beroperasi dengan efisiensi 90%. Selama mesin
dioperasikan dengan kecepatan wajar diperlukan waktu penundaan
untuk pemeliharaan selama 48 menit per hari, mesin-mesin
dijalankan 8 jam per hari dan para operator mesin bekerja sesuai
dengan standar (1,00).
Berapa jumlah mesin yang dibutuhkan untuk memenuhi permintaan
bulanan?
1 . 740
= 2.035,1 jam nyata
0,95 (1,0 )( 0,90
2 . 035 ,1
= 11,56 mesin
22 ( 8 )
Y = C XS
Log Y = S log X + Log C
X = jumlah unit produk yang dibuat
C = jam kerja langsung yang diperlukan oleh produksi
pertama
Y = jumlah jam kerja rata-rata per unit produk
S = slope = (log % -2)/log 2
Untuk kurva 80%S = log 80-2/log 2
= 1,90309 2 / 0,30103 = -0,322
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