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    SCM-MRP-4-Process Analysis & Break Even (REVIEW) - 22 Mar 2019

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    Kelas B Tekdus UPNVJ 2016
    1. Process analysis involves analyzing each step of a process to determine the throughput rate and identify bottlenecks. 2. The document provides an example of analyzing a widget warehouse process with three steps: order taking, picking, and packing. 3. The analysis determines that the maximum daily output is 1,200 orders based on the order taking capacity, and identifies picking as the bottleneck step requiring 15 hours to complete 1,200 orders.

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    SCM-MRP-4-Process Analysis & Break Even (REVIEW) - 22 Mar 2019

    Uploaded by

    Kelas B Tekdus UPNVJ 2016
    63 views30 pages
    1. Process analysis involves analyzing each step of a process to determine the throughput rate and identify bottlenecks. 2. The document provides an example of analyzing a widget warehouse process with three steps: order taking, picking, and packing. 3. The analysis determines that the maximum daily output is 1,200 orders based on the order taking capacity, and identifies picking as the bottleneck step requiring 15 hours to complete 1,200 orders.

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    How to Analize the Best Method to Use between Profit and Costs

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    SCM-MRP-4-Process Analysis & Break Even (REVIEW)-22 Mar 2019

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    1. Process analysis involves analyzing each step of a process to determine the throughput rate and identify bottlenecks. 2. The document provides an example of analyzing a widget warehouse process with three steps: order taking, picking, and packing. 3. The analysis determines that the maximum daily output is 1,200 orders based on the order taking capacity, and identifies picking as the bottleneck step requiring 15 hours to complete 1,200 orders.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    63 views30 pages

    SCM-MRP-4-Process Analysis & Break Even (REVIEW) - 22 Mar 2019

    Uploaded by

    Kelas B Tekdus UPNVJ 2016
    1. Process analysis involves analyzing each step of a process to determine the throughput rate and identify bottlenecks. 2. The document provides an example of analyzing a widget warehouse process with three steps: order taking, picking, and packing. 3. The analysis determines that the maximum daily output is 1,200 orders based on the order taking capacity, and identifies picking as the bottleneck step requiring 15 hours to complete 1,200 orders.

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    MANAJEMEN RANTAI PASOK UPN

    PROCESS ANALYSIS &


    BREAK EVEN ANALYSIS
    (REVIEW)

    Kuliah ke-4:
    Kamis, 22 Maret 2019
    SCM/MRP-/Sesi-4/22 Mar/2019/yd
    Process Analysis

    “If you cannot describe what you doing as


    a process, you do not know what you are
    doing”
    W. E. Deming
    Contoh Soal:

    Wally’s Widget Warehouse takes orders from 7 a.m to 7 p.m. The


    manager wants to analyze the process and has provided the
    process flow diagram shown below.

    There are three steps required to ship a customer order. The first
    is to take the order from the customer. The second step is to pick
    the order for the customer, and then they have to pack the order
    ready for shipping. Wally promises that every order placed today
    gets shipped tomorrow. That means that the picking and packing
    operations must finish all orders before they go home
    Problems:
    Wally wants to figure out the following.
    a. What is the current maximum output of the process
    (assuming that Take Order do not work overtime)?
    b. How long will the picking and packing operations have
    to work if we have a day where the order taker works
    at his maximum capacity?
    c. Given b, what is the maximum number of order
    waiting to be picked?
    d. Given b, what is the maximum number of orders
    waiting to be packed?
    e. If we double the packing capacity (from 60 to 120
    orders per hour), what impact does this have on your
    answers in parts b, c, and d?
    SOLUTION (Problem no. 1):
    a. Dengan bekerja 12 hours, maka output untuk setiap tahap:
    Take order = 100 orders/hour * 12 hours = 1,200 orders ….
    “Bottleneck”
    Pick order = 80 orders/hour * 24 hours = 1,920 orders
    Pack order = 60 ordershour * 24 hour = 1,440 orders…
    Jadi, orders maksimum ditentukan oleh Take Order 1,200
    orders. Ini dicapai karena ‘pick’ dan ‘pack’ untuk
    menyelesaikan backlogbisa dilakukan sampai 24 jam.

    b. Bila diambil order maksimum 1200 orders, maka waktu


    ‘picking’ dan ‘packing’ per hari dapat dihitung:
    - Pick order = 1,200 orders/(80 per hour) = 15 hours.
    Pack orders = 1,200 orders/(60 per hour) = 20 hours (ini lama
    waktu total proses)
    c. Jumlah order maksimum menunggu (terbentuk) untuk di-
    ‘picked’’ dengan rate “take order” 100 orders/hour dan “pick”
    80 orders/hour, serta order taker 12 hours, maka:
    (100 orders/hour – 80 orders/hour) * 12 hours =
    20 orders/hour * 12 hours = 240 orders…

    d. Jumlah order maksimum menunggu untuk di-“pack” dengan


    rate “pick” 80 orders/hour dan “pick” 60 orders/hour, dengan
    pick 15 hours, maka:
    (80 orders/hour – 60 orders/hour) * 15 hours =
    20 orders/hour * 15 hours = 300 orders
    d. - Untuk (b): Bila diambil maximum orders yaitu 1,200 orders,
    maka
    Lama pick order 1,200 orders/80 per hour = 15 hours (ini
    waktu selesainya)
    Lama pack order 1,200 orders/120 per hour = 10 hours
    - Untuk (c): Order taker 100/hour dan pick rate 80/hour, maka
    selisih rate-nya = 100 – 80 = 20/hour.
    Order taker selama 12 hours. Jadi:
    Order maksimum menunggu = 20 * 12 = 240 orders.
    - Untuk (d): Pick rate 80/hour dan pack rate 120/hour, maka
    build rate 0.
    Order maks menunggu = 15 * 0 = 0.
    I. What is a process?
    Suatu ‘proses’ adalah serangkaian tugas-tugas
    independen yang mentransformasi satu input
    menjadi output material yang mempunyai nilai
    (value) lebih tinggi bagi organisasi.

    Contoh:
    1. Honda mentransformasi baja, karet, dan plastik
    menjadi mobil
    2. McDonald’s mentransformasi daging, kentang,
    dan sauces menjadi paket makanan (hamburger)
    3. Dell mentransformasi customer orders jadi PC.
    Pengukuran performance proses

    Perhatikan tiga Task berurutan. Apa yang perlu diukur


    untuk mengetahui efisien atau tidaknya.

    Task 1 Task 2 Task 3

    Tiga performance terpenting:


    • Berapa besar capacity? Berapa jumlah unit per satuan waktu
    dari setiap Task. Begitu juga untuk proses keseluruhan.
    • Apa yang jadi bottleneck? Tahap produksi yang membatasi
    kapasitas proses?
    • Berapa besar throughput time? Berapa lama diperlukan untuk
    melalui sistem ini.
    Ukuran dari kapasitas (capacity)
    Capacity of a task is the physical limitation in terms of
    “how much can be processed at this task”

    Cycle Time: Average time for completion of a unit at a production


    step or process. Does not include waiting. Measured
    as time/unit
    Throughput Rate: Average number of units processed over a
    time interval. Measured as units/time

    1
    Hubungannya Throughput rate =
    Cycle Time

    Capacity = throughput rate


    Perhitungan Cycle Time

    Processing a fixed amount of work (dalam Batch):

    Contoh: Produksi dilakukan untuk 100 mobil. Secara


    rata-rata, produksi memakan waktu 5 jam per mobil. Perlu
    50 jam untuk persiapan (set up) produksi.

    Set-up Time + (Batch size) x (Time per unit)


    Cycle Time =
    Batch size
    Perhitungan Cycle Times

    Setup time: Production Time:


    15 min 25min/unit

    A B

    Ditanya: Berapa besar cycle time antara titik A dan B


    pada proses, bila kita bekerja dalam batch-batch
    sebesar 10?
    What is a bottleneck?

    Bottleneck adalah tahapan prosess dengan


    throughput rate kecil (longest cycle time)

    Mana tugas yang bottleneck?

    3 units/hr 5 units/hr 2 units/hr


    Capacity suatu proses

    Capacity process:
    minimum throughput rate at any of the stages

    Berapa kapasitas dari proses?

    3 units/hr 5 units/hr 2 units/hr


    Pengukuran “throughput time”

    Throughput Time: Waktu rata-rata satu unit melalui keseluruhan


    proses (termasuk waiting time). Diukur dalam
    satuan waktu.
    Work in Process (WIP): Jumlah unit rata-rata didalam sistem
    selama satu interval waktu. Diukur dalam
    satuan unit.

    WIP
    Throughput time =
    Throughput rate

    (Little’s Law)
    Bagaimana menganalisa proses yang kompleks…

    1. Lihat tiap proses ‘step by step’


    2. Tentukan throughput rate (i.e. capacity) dari
    tiap
    3. Identifikasi bottleneck proses (processing rate
    terkecil, atau cycle time terbesar).
    4. Kapasitas proses sama dengan kapasitas dari
    bottleneck.
    Contoh: proses produksi martil
    Deskripsi:
    1. Pekerjaan dimulai dari ‘machining center’. Dimulai dari
    dua lines yang membuat kepala martil dan menyimpan
    nya sebagai WIP
    2. Tangan martil disatukan pada tahap perakitan (assembly).
    3. Martil yang sudah jadi diteruskan ke tahap selanjutnya
    untuk di-packing dan dikirim (shipped).

    machining
    pack and
    assembly
    ship
    machining
    Contoh analisa “the hammer process…”

    machining
    pack and
    assembly
    ship
    machining

    Data proses:
    • machining: Set up 80 min. 4 min per unit processing per
    machine. Batch size 200. Lintasannya ada dua identik.
    • assembly: Manual dengan dua pekerja (tidak ada set up).
    Tiap martil membutuhkan 40 min processing. Tersedia 34
    pekerja.
    • pack and ship: 30 min set up, 2 min per unit processing.
    Lot sizes of 100.
    Step 1: Machining

    • Lihat line satu. 200 units membutuhkan waktu siklus


    (cycle time):
    (80 + 200  4)/200 = 880 minutes/200 units
    • Throughput rate:
    200 / 880 = 0.227 units/minute
    = 13.63 units/hour
    • Tapi ada dua lintasan identik, jadi kapasitas mesinnya
    adalah dua kalinya, yaitu: 2  13.63 = 27.26 units/hour.
    Step 2: Assembly

    • 1 unit membutuhkan 40 min processing time, maka


    throughput rate:
    1 unit / 40 min = 0.025 units/min
    = 1.5 units/hr
    • 34 pekerja tersedia, 2 pekerja dibutuhkan untuk tiap
    unit, maka assembly capacity:
    17  1.5 = 25.5 units/hr
    Step 3: Pack and ship

    • Sama dengan machining, cycle time:


    (30 + 100  2)/100 = 230 min/100 units

    • Kapasitas pack & ship (throughput rate):


    100 / 230 = 0.43 units/min
    = 26.09 units /hr
    Hammer process: what is the capacity?

    Process Step Capacity (units/hr)


    Machining 27.26

    Assembly 25.50

    Pack & Ship 26.09

    Assembly is the
    bottleneck!
    Contoh lain…..
    Perhatikan ‘make-to-stock system’.

    CT = 3s CT = 1s

    Task 1 Task 2 FGI

    Note: Tidak ada buffer antar stasiun, maka stasiun hulu


    (upstream station) harus menunggu bila stasiun hilir
    (downstream station) sibuk (busy)
    Apa terjadi tugas yang starved atau blocked?
    Berapa kapasitas proses?
    Berapa throughput time?

    Berapa WIP rata-rata?


    Contoh lain..

    CT = 3s CT = 1s

    Task 1 Task 2 FGI

    Task 2 starved selama 2s. tiap waktu.


    Throughput rate = 20 units/min di Task 1, 60 units/min di Task 2
    Capacity (throughput rate) of proses = 20 units/min
    Throughput time = 4 seconds = 1/15 min

    WIP = Throughput rate x Throughput time


    = 20 units/min x 1/15 min
    = 1.33 units
    Contoh lain..
    Perhatikan ‘make-to-stock system’:

    CT = 1s CT = 3s

    Task 1 Task 2 FGI

    Note: Tidak ada buffer antar stasiun, maka stasiun hulu


    (upstream station) harus menunggu bila stasiun hilir
    (downstream station) sibuk (busy)
    Apa terjadi tugas yang starved atau blocked?

    Berapa kapasitas proses?


    Berapa throughput time?
    Berapa WIP rata-rata?
    Contoh lain..

    CT = 1s CT = 3s

    Task 1 Task 2 FGI

    Task 1 blocked tiap 2s setiap waktu .


    Throughput rate = 60 units/min di Task 1, 20 units/min di Task 2
    Capacity of process = 20 units/min
    Throughput time = 6 seconds = 0.1 min

    WIP = Throughput rate x Throughput time


    = 20 units/min x 0.1 min
    = 2 units
    Contoh lain..
    Perhatikan ‘make-to-stock assembly system’:

    CT = 3s CT = 3s

    Task 1 Task 2 CT = 2s
    CT = 4s Task 4 FGI
    Task 3

    Note: Tidak ada buffer space antar stasiun


    Ada task starved atau blocked?
    Berapa kapasitas proses?
    Contoh lain..

    CT = 3s CT = 3s

    Task 1 Task 2 CT = 2s
    CT = 4s Task 4 FGI
    Task 3

    Tasks 1 and 2 di blocked oleh Task 3 selama 1 second per product.


    Task 4 is starved selama 2 seconds per product.
    Kapasitas proses adalah15 units/hour (limited by Task 3).
    Contoh Soal Break Even:

    Sebuah perusahaan menjual dua produk, kursi dan bangku,


    masing-masing harganya $50 per unit. Kursi variable cost-nya
    $25, dan bangku $20. Fixed cost perusahaan $20,000.

    a). Bila perbandingan penjualan adalah 1:1 (satu kursi dijual


    untuk satu bangku yang dijual), hitung break-even point
    dalam dollar untuk unit kursi dan bangku yang dijual.

    b). Bila perbandingan penjualan 1:4 (satu kursi untuk tiap


    empat bangku yang dijual), hitung break-even point dalam
    dollar untuk unit kursi dan bangku yang dijual.

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