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Transcript of presentasi Manamen Operasional
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Wiley 2010 1
Chapter 13 AggregatePlanning
Operations Managementby
R. Dan Reid & Nada R. Sanders4th Edition Wiley 2010
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Wiley 2010 2
Learning Objectives Explain business planning
Explain sales and operations planning
Identify different aggregate planning strategies & optionsfor changing demand and/or capacity in aggregate plans
Develop aggregate plans, calculate associated costs, and
evaluate the plan in terms of operations, marketing,
finance, and human resources
Describe differences between aggregate plans for service
and manufacturing companies
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Wiley 2010 3
The Role of Aggregate
Planning Integral to part of the business planning
process
Supports the strategic planAlso known as the production plan
Identifies resources required for
operations for the next 6-18 months Details the aggregate production rate and
size of work force required
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Wiley 2010 4
The Role of the Aggregate Plan
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Wiley 2010 5
Types of Aggregate Plans Level Aggregate Plans
Maintains a constant workforce
Sets capacity to accommodate average demand Often used for make-to-stock products like appliances
Disadvantage- builds inventory and/or uses back orders
Chase Aggregate Plans
Produces exactly what is needed each period
Sets labor/equipment capacity to satisfy period demands
Disadvantage- constantly changing short term capacity
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Wiley 2010 6
Level Plan Example Level production rate= 28,000 units/7 periods= 4000 units
Level workforce= (4000 units x .64 std.)/160 = 16 people
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Wiley 2010 7
Chase Plan Example Chase hires and fires staff to exactly meet each periods
demand Period 1 = (500 units x .64 std.)/160 = 2 people, need to fire
16 people
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Wiley 2010 8
Types of Aggregate Plans cont Hybrid Aggregate Plans
Uses a combination of options
Options should be limited to facilitate execution
May use a level workforce with overtime & temps
May allow inventory buildup and some backordering
May use short term sourcing
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Wiley 2010 9
Aggregate Planning Options Demand-based options
Reactive:uses finished goods inventories and
backorders for fluctuations Proactive:shifts the demand patterns to minimize
fluctuations e.g. early bird dinner prices at a restaurant
Capacity-based options
Changes output capacity to meet demand
Uses overtime, under time, subcontracting, hiring, firing,and part-timerscost and operational implications
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Wiley 2010 10
Evaluating the Current SituationImportant to evaluate current situation in
terms of: Point of Departure
Current % of normal capacity Options are different depending on present situation
Magnitude of change Larger changes need more dramatic measures
Duration of change Is the length of time a brief seasonal change? Is a permanent change in capacity needed?
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Wiley 2010 11
Developing the Aggregate PlanStep 1-Choose strategy: level, chase, or Hybrid
Step 2-Determine the aggregate production rate
Step 3-Calculate the size of the workforceStep 4-Test the plan as follows:
Calculate Inventory, expected hiring/firing, overtime needs
Calculate total cost of plan
Step 5-Evaluate performance: cost, service,human resources, and operations
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Wiley 2010 12
Aggregate Plans for Companies
with Tangible ProductsPlan A:Level aggregate plan using
inventories and back orders
Plan B: Chase aggregate plan using hiringand firing
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Wiley 2010 14
Plan A- Level Using Inventory &
BackordersFirst
calculatethe level
productionrate
(14400/8=
1800)
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Wiley 2010 15
Plan AEvaluation Fill rate is 83.9%
Fill rate is likely to low
Inventory levels seem to be okay
Human resources fires two employees
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Wiley 2010 16
Plan BChase AggregatePlan Using Hiring and Firing
Using the sameproblem dataas previous
example,develop achaseaggregate planusing hires and
fires but noovertimeproduction.
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Wiley 2010 17
Plan BEvaluation
Plan B costs slightly less than the level plan.
Hiring demands ranges from two in November
to thirty-four in February Utilization is highest, 70.6%, in December and
even lower in the other months
Space and equipment are underutilized in everyother month of the plan
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Wiley 2010 19
Problem Data for Plans C, D, and E
45
67
8
910
111213
1415
1617
1819
202122
23
2425
26
2728
A B
Cost Data
Regular time labor cost per hour $8.00
Overtime labor cost per hour $12.00Subcontracting cost per unit (labor only) $60.00
Hiring cost per employee $250.00
Firing cost per employee $150.00
Capacity Data
Beginning workforce (employees) 60Service standard per call (hours) 4
Regular time available per period (hours) 160Overtime available per period (hours) 24
Demand Data (calls)
Period 1 2400Period 2 1560
Period 3 1200Period 4 2040Period 5 2760
Period 6 1680
Period 7 1320Period 8 2400
Total Number of Periods 8
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Wiley 2010 20
Plan CLevel Aggregate Plan withNo Back Orders or Tangible Product
Staff of 69 people creates excessive UT (averages 30% UT)
Cost per service call is $46.15($708,000 Divided by 15360 calls)
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Wiley 2010 21
Plan DHybrid Aggregate Plan UsingInitial Workforce and OT as Needed
Costs reduced by $77K and under time to an average of 20%
Cost per service call reduced to $41.13 (-$5.02)
Pl E Ch A t Pl f
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Wiley 2010 22
Plan EChase Aggregate Plan forNontangible Products Using Hiringand Firing
Total cost reduced by $114K over Plan F, utilization improved to100%, and cost per service call now $33.72 (-$7.41)
Workforce fluctuates from 30-69 people- morale problems
Solution?? Compare smaller permanent workforce, more OT??
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Wiley 2010 24
Aggregate Planning within OM: How it allfits together
Aggregate planning determines the resources available to operationsto support the overall business plan. It is critical that accurate demandforecasts be available (Ch 8) so that a reasonable production plan canbe developed. A company needs to determine the aggregate
production rate output required to determine the appropriate size ofthe workforce. After these determinations have been made, the company can
calculate its inventory levels, back-order levels, capacity requirements,and customer service levels. If the plan requires seven-day-a-weekoperations, appropriate staff schedules need to be developed (Ch 15).
The aggregate plan specifies the number of employees needed. Thisallows company to determine how much equipment and workspace isneeded, as well as to provide the input needed for developing aworkplace layout (Ch 9) within the operations area. Aggregateplanning provides the resources needed by operations to achieve thecompanys strategic objective.
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Wiley 2010 25
Aggregate Planning Across theOrganization
Aggregate planning, MPS, and rough-cutcapacity affection functional areas throughoutthe organization Accounting is affected because aggregate plan
details the resources needed by operations
Marketing as the aggregate plan supports themarketing plan
Information systems maintains the databases thatsupport demand forecasts and other suchinformation
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Wiley 2010 26
Chapter 13 Highlights
Planning begins with the development of thestrategic business plan that provides companydirection & objectives for the next two to ten years.
Sales and operations planning integrates plans fromthe other functional areas and regularly evaluatescompany performance.
The level aggregate plan maintains the same sizeworkforce and produces the same output eachperiod. Inventories and backorders absorbfluctuations in demand. Chase aggregate planschange the capacity each period to match demand.
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Wiley 2010 27
Chapter 13 Highlights cont
Demand patterns can be smoothed throughpricing incentives, reduced prices for out-of-
season purchases, or nonprime service times. The difference in aggregate planning for
companies that do not provide a tangible
product is that the option to use inventoriesis not available
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Chapter 13 Homework Hints
All problems are based on The BackPack Company.
Problem 13.1: level strategy allowing backorders. Calculatethe production rate and workforce level. Develop the plan,
calculate the costs, and evaluate the strategy. Problem 13.3-4: chase strategy. 3) Calculate the production
rate and workforce levels. 4) Develop the plan, calculate thecosts, and evaluate the strategy.
Problem 13.5: chase strategy with overtime. Calculate theproduction rate and workforce levels. Develop the plan,calculate the costs, and evaluate the strategy.