Departemen Teknik Industri

TI6121
SISTEM PERENCANAAN &
PENGENDALIAN PRODUKSI

SISTEM MRPII(#2)

Abdul Hakim Halim

Laboratorium Sistem Produksi
Departemen Teknik Industri
Institut Teknologi Bandung
Departemen Teknik Industri

Introduction(1)
• Well plan is half done
• Planning is a mental predisposition to do
thing in orderly way, to think before acting
and to act in the light of facts rather than
guesses.
• Planning is deciding best alternative
among others to perform different
managerial functions in order to achieve
predetermined goals (Urwick, authostream.com, 8
September 2017)

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Introduction(2)
• Planning is deciding in advance what to
do, how to do and who is to do it. Planning
bridges the gap between where we are
and where we want to go. It makes
possible things to occur which would not
otherwise occur (Koontz and O’Donell, authostream.com,
8 September 2017)

• Planning is the process of thinking about

and organizing the activity required to
achieve a desired goal

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Introduction(3)
• It should be
▪ What to do, how to do, who is to do it
▪ When to do
• Planning accomplishes the following
▪ Managing uncertainty
▪ Better focus
▪ Improves coordination
▪ Basis for control
▪ Improve effectiveness

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Introduction(4)

Current
Objective
condition

What to do, how to do, when to do

who is to do

Deciding which the best among alternatives available

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Introduction(5)
No one can
access

Past time Future time

Data Prediction/forecast
Known, deterministic Uncertain

Time zero

Right-wrong decision vs. good-bad decision

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Introduction(6)
• Right-wrong decision can only be known in
the future but the decision should be
taken right now
• Good decision
▪ Based on data/information
▪ Rational, logical
▪ Consistent
▪ Explainable

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Production Planning and Control(1)

Forecasting (market)
Strategic
planning

Capacity planning
Aggregate Plan
Rough cut capacity
planning (RCCP)
Master Production Schedule
Capacity Req.
Material Planning Planning (CRP)

Purchasing Production Schedule Rescheduling

Production
Outsourcing Production activity
activity control

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Production Planning and Control(2)

Capacity planning

Demand
Aggregate plan Resource planning
management

Distribution Rough-cut
Master production
requirements capacity planning
schedule (MPS)
planning (DRP) (RCCP)

Material Capacity
requirements requirements
planning (MRP) planning (CRP)

Finite loading
Production activity
control (PAC)
Input/output analysis
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Master Production Schedule(1)

• Jadwal Produksi Induk (Master Production Schedule,

MPS) merupakan output disagregasi pada Rencana
Agregat
• MPS berada pada tingkatan item
• MPS bertujuan untuk melihat dampak demand pada
perencanaan material dan kapasitas
• MPS bertujuan untuk menjamin bahwa produk yang
akan dibuat tersedia untuk memenuhi demand
dengan ongkos minimum
• Teknik disagregasi: persentase dan metoda Bitran
and Hax

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Master Production Schedule(2)

• MPS menentukan proses MRP dengan jadwal

pemenuhan produk jadi
• MPS menunjukkan jumlah produksi bukan
demand
• MPS bisa merupakan kombinasi antara pesanan
langsung konsumen dan peramalan demand
• MPS menunjukkan jumlah yang harus diproduksi,
bukan jumlah yang bisa diproduksi

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Master Production Schedule(3)

MPS Period
Item 1 2 3 4 5 6 7 8
Clipboard 86 93 119 100 100 100 100 100
Lapboard 0 50 0 50 0 50 0 50
Lapdesk 75 120 47 20 17 10 0 0
Pencil Case 125 125 125 125 125 125 125 125

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Rough cut capacity planning (RCCP)(1)

• Overstate MPS is one that orders more

production to be released than the shop can
complete
• RCCP (rough cut capacity planning) is a validation
exercise for an MPS with respect to capacity
• RCCP is to verify that MPS is feasible, meaning
that adequate capacity exists at each station
• Rough capacity plan

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Rough cut capacity planning (RCCP)(2)

Trial MPS

No
Capacity
OK?

Yes

Definitive MPS

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Rough cut capacity planning (RCCP)(3)

3 techniques:
• Capacity Planning Using Overall Factors (CPOF)
• Bill of Labor Approach (BOLA)
• Resource Profile Approach (RPA)

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Material requirements planning (MRP)(1)

• Dependensi horisontal dan vertikal yang

ditunjukkan dengan bill of material (BOM) atau
product structure

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Material requirements planning (MRP)(2)

Master Production Schedule

Material
Product Inventory
Requirements
Structure Master
Planning
File File

Planned Order Releases

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Material requirements planning (MRP)(3)

Work order

Planned Order
Purchase order
Release

Rescheduling

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Material requirements planning (MRP)(4)

• Langkah-langkah
▪ Netting
▪ Exploding
▪ Time phasing (offsetting)
▪ Lot sizing
• Teknik lot sizing:
▪ Lot for lot (LFL)
▪ Least unit cost (LUC)
▪ Least total cost (LTC)
▪ Part period balancing (PPB)
▪ Period order quantity (POQ)
▪ Wagner-Whitin (WW)

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Material requirements planning (MRP)(5)

Lot size: LT: PD 1 2 3 4 5 6 7 8 9 10

Gross requirements
Scheduled receipts
Projected on hand
Net requirements
Planned order receipts
Planned order releases

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Capacity requirements planning (CRP)(1)

MPS .
No
CRP menerjemahkan
RCCP Cap OK? Planned Order
Yes
Releases menjadi jam
MRP kerja di setiap work
No center dalam setiap
CRP Cap OK? perioda
Yes

Vendor Control Detail Schedule

I/O Control

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Kapasitas
Output RCCP
Kapasitas dibutuhkan
tersedia (KT) (KD)
WC1
2400 jam
WC2

WC3

1 2 3 4 5 6 7

Meskipun terdapat perioda dengan kondisi KT<KD di beberapa perioda,

RCCP ini menyimpulkan bahwa MPS dapat diterima. Kriteria
penerimaan MPS adalah: Rata-rata kapasitas yang dibutuhkan lebih kecil
dari pada KT (=2400).
Langkah selanjutnya: Teruskan ke MRP
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Output CRP
WC1 WC2 WC3

1 2 3 4 5 6 7
•Kapasitas tidak bisa memenuhi MPS.
•Average capacity versus cumulative capacity
•Leveling, tapi bisa mengakibatkan adanya tardy jobs
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Disturbances(1)
• Output MRP adalah planned order releases
• Berdasarkan planned order releases ini dibuat
jadwal produksi
• Dalam banyak kasus langkah leveling diperlukan,
yang menghasilkan jadwal produksi yang feasible
yang merupakan (salah satu) output tahap
perencanaan
• Pada tahap implementasi, dalam banyak kasus,
rencana tersebut harus disesuaikan (dijadwal-
ulang, reschedule) karena tidak sesuai dengan
realitas
• Penyebabnya adalah banyak nilai paramater yang
ditentukan pada tahap perencanaan ternyata
berbeda dengan realitas tersebut.
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Disturbances(2)
• Faktor rescheduling:
▪ Demand berubah: kuantitas (naik, turun, batal),
spesifikasi, due date (bergeser lebih awal/ditunda),
demand dengan spesifikasi baru
▪ Mesin (breakdown)
▪ Input material (terlambat datang, kuantitas/kualitas
tidak sesuai)
▪ Tenagakerja (sakit, berhenti)
• Perubahan harus dilakukan agar performansi
sistem manufaktur tetap sesuai dengan rencana
• Perubahan rencana bisa sangat sering dan
menyangkut perubahan yang sama (berulang)
• Knowledge-based PAC system

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Disturbances(3)

Intput Output
Sistem aktual Pembandingan output
Produksi dengan target

Feedback

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Disturbances(4)

• Production Activity Control (PAC) atau

Shop Floor Control (SFC)
• Browne [1988]:
Production activity control describes the
principles and techniques used by management
to plan in the short term, control and evaluate
the production activities of the manufacturing
organization.

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Hirarki Sistem Pengendalian Manufaktur

Production Plan Strategic issues

MPS

Tactical issues
MRP

Factory Coordination

Operational issues
PAC PAC PAC PAC

Cell Cell Cell Cell

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Elemen Sistem PAC(1)

• Scheduling: mengembangkan rencana berbasis

informasi/data real time yang menjamin seluruh
kebutuhan produksi terpenuhi
• Dispatching: menjalankan rencana tersebut
dengan memperhatikan status sistem produksi
saat dispatching ini
• Monitor: mengawasi status komponen vital dalam
sistem selama aktivitas dispatching dijalankan
• Mover: melakukan koordinasi fungsi material
handling
• Producer: melakukan koordinasi operasi yang
dijalankan stasiun kerja

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Elemen Sistem PAC(2)

Schedule
guidelines
Ukuran performansi
Scheduler Informasi
untuk factory
Detailed coordination
schedule Request Monitor
Dispatcher Status
Instruksi Pengumpulan
data

Mover Producer

Execution layer (mesin, alat)

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Pertukaran Data Factory Coordination

dengan PAC systems
Planned order Updates to
release (MRP) higher level
planning system
Factory level
scheduler
Factory level Factory level
schedule Monitor
Factory level
dispatcher
Fungsi pengendalian

PAC system PAC system PAC system

for Cell 1 for Cell 2 ……. for Cell n

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Fungsi PAC

• Untuk menjamin agar kegiatan dijalankan sesuai

rencana
• Memperbaiki rencana sesuai dengan kebutuhan
untuk mencapai tujuan yang telah ditetapkan
• Menyusun laporan mengenai hasil-hasil operasi

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PAC life cycle

Rule Sched. Dispatch. Monitor Sched. Dispatch. Monitor
base

Data Application network Application network

base

Generator Mover Prod. Mover Prod.

Stage 1: Design Stage 2: Stage 3:

& development Simulation Implementation

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Teknik PAC

• Dispatching rule
• Input-output control (dikembangkan menjadi
Load Oriented Manufacturing Control): order
release management
• Operation overlapping (lot streaming)
• Operation splitting
• Rerouting
• Queue management
• Knowledge-base
• Peningkatan kapasitas: kerja lembur, subkontrak

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Dispatching Rule(1)

• FCFS (first come first served)

• SPT/SOT (shortest processing/operation time)
• STPT (shortest processing time remaining)
• EDD (earliest due date)
• FO (fewest operations)
• ST (slack time)
• CR (critical ratio)

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Dispatching Rule(2)

Order Due Current Total MLT Number ST CR

date oper.time op.time remain. of oper.
remain. remain.
A 130 1.5 3.0 6.0 3 2.0 0.83
B 132 1.0 4.5 9.5 5 2.5 0.74
C 136 2.0 4.0 8.0 4 7.0 1.38
D 138 3.5 7.0 9.0 2 6.0 1.44
Present date: 125
CR= (due date - present date)/(MLT remaining)

EDD: A-B-C-D FO: D-A-C-B

SOT: B-A-C-D ST: A-B-D-C
STPT: A-C-B-D CR:B-A-C-D
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Input output planning and control(1)

• Merupakan teknik pengendalian jangka pendek

• Daily time bucket
• Membandingkan rencana input, rencana output,
input aktual dan output aktual
• Ending WIP= Beginning WIP + I – O
i = period
ICDi = ICDi −1 − PI i + AI i
PI= planned input
OCDi = OCDi −1 − POi + AOi AI = actual input
PO = planned output
PWIPi = PWIPi −1 + PI i − POi AO = actual output
ICD = input cumulative deviation
AWIPi = AWIPi −1 + AI i − AOi OCD = output cumulative deviation
PWIP = planned work in process
AWIP = actual work in process
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Input output planning and control(2)

Situasi terkendali
Hari
25 26 27 28 29 30
Input
Planned (PI) 16 16 16 16 16
Actual (AI) 12 19 22 10 15
Cumulative Deviation (ICD) 0 -4 -1 5 -1 -2

Output
Planned (PO) 16 16 16 16 16
Actual (AO) 17 15 17 18 15
Cumulative Deviation (OCD) 0 1 0 1 3 2

Work in process
Planned (PWIP) 32 32 32 32 32
Actual (AWIP) 32 27 31 36 28 28

ICDi = ICDi −1 − PI i + AI i
OCDi = OCDi −1 − POi + AOi
PWIPi = PWIPi −1 + PI i − POi
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AWIPi = AWIPi −1 + AI i − AOi
Departemen Teknik Industri

Input output planning and control(3)

WIP reduction
Hari
25 26 27 28 29 30
Input
Planned (PI) 14 14 14 13 13
Actual (AI) 12 17 16 9 14
Cumulative Deviation (ICD) 0 -2 1 3 -1 0

Output
Planned (PO) 16 16 16 16 16
Actual (AO) 17 15 15 14 18
Cumulative Deviation (OCD) 0 1 0 -1 -3 -1

Work in process
Planned (PWIP) 30 28 26 23 20
Actual (AWIP) 32 27 29 30 25 21

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Input output planning and control(4)

Input tidak cukup

Hari
25 26 27 28 29 30
Input
Planned (PI) 16 16 16 16 16
Actual (AI) 12 12 13 12
Cumulative Deviation (ICD) 0 -4 -8 -11 -15

Output
Planned (PO) 16 16 16 16 16
Actual (AO) 15 15 13 13
Cumulative Deviation (OCD) 0 -1 -2 -5 -8

Work in process
Planned (PWIP) 20 20 20 20 20
Actual (AWIP) 20 17 14 14 13

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Tunnel Model

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Operation overlapping(1)

• Suatu teknik untuk memperpendek

manufacturing lead time dengan membagi suatu
lot menjadi beberapa sublot
• Sublot j dibawa ke mesin i+1 segera setelah
selesai diproses di mesin i, untuk segera diproses
di mesin i+1
• Sementara mesin i memroses sublot j+1,
pemrosesan sublot j di mesin i+1 juga berjalan
(overlapping)
• Sublot j+1 dibawa ke mesin i+1 segera setelah
selesai di proses di mesin i

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Operation overlapping(2)

M1

M2

M1 Q1 Q2

M2 Q1 Q2
MLT saving

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Operation overlapping(3)
M1 Q1 Q2
T T

M2 Q1 Q2

S2

Q = Q1 + Q2 Q2 = Q – Q1
T + S2 + Q1P2  Q2P1 + T QP1 − S2
S2 + Q1P2  (Q-Q1)P1
Q1 
P1 + P2
Q1(P1 + P2)  QP1 – S2

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Operation overlapping(3)

Q = 100 unit
P1 = 10 menit QP1 − S2
P2 = 5 menit Q1 
P1 + P2
S1 = 20 menit
S2 = 40 menit Q1 = 64 unit
T = 30 menit Q2 = 36 unit
Tanpa overlapping
MLT = S1 + P1Q + T + S2 + P2Q
= 20 + 10 x 100 + 30 + 40 + 5 x 100 = 1590

MLT dengan operation overlapping ?

Penghematan?
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Operation splitting(3)

S
Penghematan

Suatu lot dibagi ke dalam beberapa lot, dan

masing-masing lot diproses (dengan operasi yang
sama) secara bersamaan di mesin yang berbeda

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