Академический Документы
Профессиональный Документы
Культура Документы
Aggregat Planning
2005 McGraw-Hill/Irwin
3-2
Tahapan PPC
Strategic
planning
Peramalan
Perencanaan
Agregat
Capacity Planning
Rough Cut
Capacity
Planning
(RCCP)
Perencanaan
Material
Capacity
Requirement
Planning
(CRP)
Order
Pembelian
Jadwal
Produksi
Penjadwalan
Ulang
Outsourcing
Pengendalian Aktivitas Produksi di
Lantai Pabrik
2005 McGraw-Hill/Irwin
3-3
2005 McGraw-Hill/Irwin
3-4
2005 McGraw-Hill/Irwin
3-5
2005 McGraw-Hill/Irwin
3-6
Healthcare
Diagnostic Imaging and Therapy
Laboratory Diagnostics
Hearing Instruments
Customer Products
Cordless Phones and Home
Media
Electrical Installation Systems
Hearing Instruments
Home Appliances
Home Security
Home Automation
Lighting (OSRAM)
2005 McGraw-Hill/Irwin
3-7
Contoh
Plant manager bertanggung jawab pada produksi mesin cuci electrolux
ingin menetapkan unit aggregate untuk menyusun perencanaan
produksi. Berikut karacteristik dari mesin cuci yang diproduksi:
Model
Selling price
(US$/unit)
Percentages of
total number of
sales
M3380
5.8
725
6%
M2624
5.4
525
10%
L3800
5.2
425
14%
L9898
5.1
395
17%
K4242
4.9
345
21%
A5532
4.2
285
32%
External
Capacity
(outsourcing)
Current
Physical
Capacity
Raw Material
Availability
Market
Demand
Planning
for
Production
Economic
Conditions
Current
Inventory
Current
Work Force
Required
Production
Activities
Planning Production
Long-range plan (3-10 years) updated yearly
Inputs: aggregate forecasts (units) and current plant
capacity (hours)
Decision: build new plant, expand an existing plant,
create new product line, expand, contract, or delete
existing product lines
Level of detail: Very Aggregated
Degree of uncertainty: High
Planning Production
Intermediate-range plan (6 month 2 years)
updated quarterly
Inputs: aggregate capacity and product decisions from
the long-term plan, units are aggregated by product
line or family and plant department
Decision: changes in work force, additional machines,
subcontracting, overtime
Level of detail: Aggregated
Degree of uncertainty: Medium
Planning Production
Short-range plan (1 week 6 month) updated
daily or weekly
Inputs: decisions from the intermediate-term plan, units
are aggregated by particular product and capacity
available hours on a particular machine, short range
forecast, inventory levels, work force levels, processes
Decision: overtime and undertime, possibility of not
fulfilling all demand, subcontracting, delivery dates for
suppliers, product quality
Level of detail: Very Detailed
Degree of uncertainty: Low
Overtime costs
Costs associated with using manpower beyond normal working hours
Aggregate Units
The method is based on notion of aggregate units.
They may be
# hrs.
4.2
4.9
5.1
5.2
5.4
5.8
Price
285
345
395
425
525
725
% sales Price/#hours
67.86
32
70.41
21
77.45
17
81.73
14
97.22
10
125.0
06
Example (continued)
Notice: Price is not necessarily proportional to
worker hours (i.e., cost): why?
One method for defining an aggregate unit:
0.32(4.2) + 0.21(4.9) + 0.17(5.1) + 0.14(5.2) +
0.10(5.4) + 0.06(5.8) = 4.856 worker hours
Forecasts for demand for aggregate units can be
obtained by taking a weighted average (using the
same weights) of individual item forecasts.
Example (continued)
The washing machine plant is interested in
determining work force and production levels for the
next 8 months
Forecasted demands for Jan-Aug. are:
420, 280, 460, 190, 310, 145, 110, 125
Starting inventory at the end of December is 200
and the firm would like to have 100 units on hand at
the end of August
Find monthly production levels
Month
1(Jan)
2(Feb)
3(Mar)
4(Apr)
5(May)
6(June)
7(July)
8(Aug)
Forecasted
Demand
420
280
460
190
310
145
110
125
Net Predicted
Demand
420-200=220
280
460
190
310
145
110
125+100=225
Cum. Net
Demand
220
500
960
1150
1460
1605
1715
1940
Monthly Production =
1500
= 1940 / 8 = 242.5
1000
500
(rounded to 243/month)
Demand is backlogged
0
1
However
This solution may not be realistic for several
reasons:
It may not be possible to achieve the production
level of 320 unit/mo with an integer number of
workers
Since all months do not have the same number
of workdays, a constant production level may not
translate to the same number of workers each
month
Some thoughts:
Final inventory is 620 units, not 100 units
Cost of carrying inventory in each period
Production Strategies:
Constant production rate with Zero
inventory
stockouts
carrying inventory
Mixed strategy
few changes in the workforce allowed
more flexibility
lower costs
# wk
days Dem
22 220
16 280
23 460
20 190
21 310
22 145
21 110
22 125
+100
Prod. Cum
Level Prod
346
346
252
598
362
960
315
1275
330
1605
346
1951
330
2281
346
2627
Cum Nt
Dem
220
500
960
1150
1460
1605
1715
1940
End Inv
126
98
0
125
145
346
566
687
Addition of Costs
$
8.50
$ 800.00
$ 1,250.00
$
75.00
$
50.00
1500
1000
500
Cum Dem
0
1
cost of hiring is
$ 4,800.00
$ 4,800.00
cost of layoffs is
$ 18,750.00 $
0.00
payroll cost is
$ 356,700.00 $ 475,950.00
holding costs are
$ 2,528.93 $ 17,809.37
shortage costs are
$ 7,770.40 $
0.00
The total cost of the modified plan is $ 390,548.33
$ 498,559.37
Original plan had cost of
cost of hiring is
$ 4,800.00
cost of layoffs is $ 25,000.00
payroll cost is
$ 353,850.00
holding costs are $ 3,452.87
shortage costs are $
0.00
The total cost :
$ 387,102.87
1500
1000
500
Cum Dem
0
1
One
$ 4,800.00
$ 18,750.00
$ 356,700.00
$ 2,528.93
$ 7,770.40
$ 390,548.33
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
# wk
days Dem
22 220
16 280
23 460
20 190
21 310
22 145
21 110
22 125
+100
Prod. Cum
Level Prod
346
346
252
598
362
960
315
1275
330
1605
346
1951
330
2281
346
2627
Cum Nt
Dem
220
500
960
1150
1460
1605
1715
1940
None
$ 4,800.00
$
0.00
$ 475,950.00
$ 17,809.37
$
0.00
$ 498,559.37
End Inv
126
98
0
125
145
346
566
687
1500
1000
500
Cum Dem
0
1
Period
1
2
3
4
5
6
7
8
# hired
#fired
7
17
6
Cost of this
plan:
$461,732.08
25
13
20
4
13
Hybrid Strategies
Use a combination of options:
Build-up inventory ahead of rising demand & use backorders
to level extreme peaks
Finished goods inventories: Anticipate demand
Back orders & lost sales: Delay delivery or allow demand to
go unfilled
Shift demand to off-peak times: Proactive marketing
Hybrid Strategies
Undertime: Short-term option
Slow the production rate or send workers home early (lowers
labor productivity, but doesnt tie up capital in finished good
inventories)
Reassign workers to preventive maintenance during lulls
_________________________
Hiring cost = $100 per worker
Firing cost = $500 per worker
Inventory carrying cost = $0.50 per pound per quarter
Production per employee = 1,000 pounds per quarter
Beginning work force = 100 workers
Workers Workers
Hired
Fired
20
30
70
30
100
50
Linear Programming:
Objective
Function and Constraints
T
min
(C
t =1
P
t
Pt + C tW Wt + C tH H t + C tL Lt + C tI I t + C tB Bt
production
salary
hiring
Pt ntWt ,
s.t.
Wt = Wt 1 + H t Lt ,
t = 1, 2,K , T
labour
constraint
I t Bt = I t 1 Bt 1 + Pt Dt , t = 1, 2,K , T inventory
constraint
Pt , Wt , H t , Lt , I t 0,
t = 1, 2,K , T
max (ri S it hi I it )
t =1 i =1
profit
inventory
d it S it Dit ,
for all i, t
sales
constraint
X it c jt ,
for all j , t
capacity
constraint
I it = I it 1 + X it S it ,
for all i, t
inventory
constraint
a
s.t.
i =1
ij
X it , S it , I it 0,
for all i, t
Bottleneck locations
a X
i =1
ij
it
c jt ,
for all j , t
Product mix
If capacity is an issue, then model will try to maximize revenue by
utilizing products with high net profit
Homework Assignment
Read chapter 3, sections 1 4
Problems:
3.5
3.9 3.11
3.14 3.16
References
Presentations by McGraw-Hill/Irwin and Wilson,G.R.
Production & Operations Analysis by S.Nahmias
Factory Physics by W.J.Hopp, M.L.Spearman
Inventory Management and Production Planning and
Scheduling by E.A. Silver, D.F. Pyke, R. Peterson
Production Planning, Control, and Integration by D.
Sipper and R.L. Bulfin Jr.
2005 McGraw-Hill/Irwin
3-56
Work-force
Wt = jumlah tenaga kerja pada periode t
Ft = jumlah demand hasil ramalan pada periode t
I* = tingkat inventory yang diinginkan
It-1= tingkat inventory pada periode t-1
f = fungsi
Wt = f(Ft, I*, It-1 , Wt-1)
Contoh :
W t = 0 + 1W t 1 + 2 ( I * I t 1 ) + 3 Ft
56
2005 McGraw-Hill/Irwin
3-57
Production level
Pt = tingkat produksi pada periode t
Pt = g(Wt, I*, It-1, Ft, Ft+1, Ft+2,)
Contoh :
i =0
= koefisien manajemen
57
57
2005 McGraw-Hill/Irwin
3-58
Ft
It-1
200
210
240
300
250
200
160
150
100
120
160
200
220
230
260
350
270
230
200
280
150
170
200
250
260
270
30
48
60
27
50
49
65
72
95
97
55
31
47
68
77
27
55
65
102
100
129
134
108
70
Wt
Pt
Pr,t
Po,t
I*-It-1
i= 0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
25
28
28
28
25
22
20
18
18
18
20
22
28
30
33
33
30
30
22
22
22
22
22
209
230
250
270
270
200
175
160
120
120
120
180
200
250
270
300
300
240
240
176
176
176
176
176
200
200
224
224
224
200
175
160
120
120
120
160
176
224
240
266
266
240
240
176
176
176
176
176
9
30
26
46
46
0
0
0
0
0
0
20
24
26
30
34
34
0
0
0
0
0
0
0
20
2
-10
23
0
1
-15
-22
-45
-47
-5
19
3
-18
-27
23
-5
-15
-52
-50
-79
-84
-58
-20
1
F
1 + i
t+ i
385
430
473
491
403
330
268
240
213
266
333
386
421
476
525
561
451
423
390
411
301
353
411
470
58 58
2005 McGraw-Hill/Irwin
3-59
= 0,9757
59
i =0
59