MANAJEMEN OPERASI
LANJUTAN
PERENCANAAN KAPASITAS
Resi Juariah S, SE, MSi
KAPASITAS
Hasil produksi atau volume pemrosesan atau jumlah unit
yang dapat ditangani, diterima, disimpan, atau
diproduksi oleh sebuah fasilitas pada suatu periode
waktu tertentu
KAPASITAS DESAIN DAN KAPASITAS
EFEKTIF
Kapasitas Desain
Output maksimum sistem secara teoretis pada suatu periode
waktu tertentu dengan kondisi yang ideal
Kapasitas Efektif
Kapasitasyang diperkirakan dapat dicapai oleh sebuah
perusahaan dengan keterbatasan operasi yang ada sekarang
PENGUKURAN KINERJA SISTEM
Utilisasi
Persentase dari kapasitas desain yang sesungguhnya telah
dicapai
Utilisasi = output aktual/kapasitas desain
Efisiensi
Persentasi dari kapasitas efektif yang sesungguhnya telah
dicapai
Efisiensi = output aktual/kapasitas efektif
BAKERY EXAMPLE
Actual production last week = 148,000 rolls
Effective capacity = 175,000 rolls
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Design capacity = 1,200 rolls per hour
Bakery operates 7 days/week, 3 - 8 hour shifts
Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls
BAKERY EXAMPLE
Actual production last week = 148,000 rolls
Effective capacity = 175,000 rolls
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Design capacity = 1,200 rolls per hour
Bakery operates 7 days/week, 3 - 8 hour shifts
Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls
BAKERY EXAMPLE
Actual production last week = 148,000 rolls
Effective capacity = 175,000 rolls
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Design capacity = 1,200 rolls per hour
Bakery operates 7 days/week, 3 - 8 hour shifts
Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls
Utilization = 148,000/201,600 = 73.4%
BAKERY EXAMPLE
Actual production last week = 148,000 rolls
Effective capacity = 175,000 rolls
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Design capacity = 1,200 rolls per hour
Bakery operates 7 days/week, 3 - 8 hour shifts
Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls
Utilization = 148,000/201,600 = 73.4%
BAKERY EXAMPLE
Actual production last week = 148,000 rolls
Effective capacity = 175,000 rolls
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Design capacity = 1,200 rolls per hour
Bakery operates 7 days/week, 3 - 8 hour shifts
Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls
Utilization = 148,000/201,600 = 73.4%
Efficiency = 148,000/175,000 = 84.6%
BAKERY EXAMPLE
Actual production last week = 148,000 rolls
Effective capacity = 175,000 rolls
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Design capacity = 1,200 rolls per hour
Bakery operates 7 days/week, 3 - 8 hour shifts
Design capacity = (7 x 3 x 8) x (1,200) = 201,600 rolls
Utilization = 148,000/201,600 = 73.4%
Efficiency = 148,000/175,000 = 84.6%
BAKERY EXAMPLE
Actual production last week = 148,000 rolls
Effective capacity = 175,000 rolls
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Design capacity = 1,200 rolls per hour
Bakery operates 7 days/week, 3 - 8 hour shifts
Efficiency = 84.6%
Efficiency of new line = 75%
Expected Output = (Effective Capacity)(Efficiency)
= (175,000)(.75) = 131,250 rolls
BAKERY EXAMPLE
Actual production last week = 148,000 rolls
Effective capacity = 175,000 rolls
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Design capacity = 1,200 rolls per hour
Bakery operates 7 days/week, 3 - 8 hour shifts
Efficiency = 84.6%
Efficiency of new line = 75%
Expected Output = (Effective Capacity)(Efficiency)
= (175,000)(.75) = 131,250 rolls
PERTIMBANGAN KAPASITAS
Ramalkan permintaan secara akurat
Memahami teknologi dan peningkatan kapasitas
Temukan tingkat operasi (volume) yang optimal
Dibuat untuk perubahan
MENGELOLA PERMINTAAN
Permintaan melebihi kapasitas
Membatasipermintaan dengan menaikan harga
Membuat penjadwalan dengan lead time yang panjang
Mengurangi bisnis dengan keuntungan marginal
Kapasitas melebihi permintaan
Merangsang pasar
Perubahan produk
Penyesuaian pada permintaan musiman
Menawarkan produk dengan pola permintaan yang saling
melengkapi
TAKTIK UNTUK MENYESUAIKAN
KAPASITAS DENGAN PERMINTAAN
Mengubah staff yang ada
Menyesuaikan peralatan (membeli mesin tambahan,
menjual atau menyewakan peralatan yang ada)
Memperbaiki proses untuk menigkatkan hasil produksi
Merancang ulang produk untuk meningkatkan hasil
produksi
Menambah fleksibilats proses untuk memenuhi
preferensi produk yang berubah secara lebih baik
Menutup pabrik
MANAJEMEN PERMINTAAN DAN
KAPASITAS DALAM BIDANG JASA
Manajemen permintaan
Membuat janji, reservasi atau aturan FCFS
Manajemen kapasitas
Perubahan staf penuh waktu, paruh waktu atau temporer
ANALISIS TITIK IMPAS
Alat penentu untuk menetapkan kapasitas yang harus
dimiliki oleh sebuah fasilitas untuk mendapatkan
keuntungan
Tujuannya untuk menemukan sebuah titik, dalam satuan
dolar dan unit, dimana biaya sama dengan keuntungan
Analisis titik impas membutuhkan perkiraan biaya tetap,
biaya vaiabel dan pendapatan
Biaya tetap adalah biaya yang tetap ada walaupun tidak
ada satupun unit yang diproduksi (c/ penyusutan, pajak,
utang dan pembayaran hipotek)
Biaya variabel adalah biaya yang bervariasi sesuai
dengan banyaknya unit yang diproduksi (c/ biaya tenaga
kerja dan bahan)
BREAK-EVEN ANALYSIS
–
Total revenue line
900 –
800 – i dor
Break-even point r Total cost line
or
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
c
700 – Total cost = Total revenue o fit
Pr
Cost in dollars
600 –
500 –
Variable cost
400 –
300 –
o ss o r
200 – L rid
r
co
100 – Fixed cost
–| | | | | | | | | | | |
0 100 200 300 400 500 600 700 800 900 1000 1100
Figure S7.5 Volume (units per period)
BREAK-EVEN ANALYSIS
BEPx = break- x = number of units
even point in units produced
BEP$ = break- TR = total revenue = Px
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
even point in dollars F = fixed costs
P = price per unit V = variable cost per
(after all discounts) unit
TC = total costs = F +
Vx
Break-even point occurs when
TR = TC F
or BEPx =
P-V
Px = F + Vx
BREAK-EVEN ANALYSIS
BEPx = break- x = number of units
even point in units produced
BEP$ = break- TR = total revenue = Px
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
even point in dollars F = fixed costs
P = price per unit V = variable cost per
(after all discounts) unit
TC = total costs = F +
Vx
BEP$ = BEPx P
F Profit = TR - TC
= P-V P
= Px - (F + Vx)
F
= (P - V)/P = Px - F - Vx
F = (P - V)x - F
= 1 - V/P
BREAK-EVEN EXAMPLE
Fixed costs = $10,000 Material = $.75/unit
Direct labor = $1.50/unit Selling price = $4.00 per unit
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
F $10,000
BEP$ = 1 - (V/P)= 1 - [(1.50 + .75)/(4.00)]
BREAK-EVEN EXAMPLE
Fixed costs = $10,000 Material = $.75/unit
Direct labor = $1.50/unit Selling price = $4.00 per unit
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
F $10,000
BEP$ = 1 - (V/P)= 1 - [(1.50 + .75)/(4.00)]
$10,000
= .4375 = $22,857.14
F $10,000
BEPx = P - V = 4.00 - (1.50 + .75) = 5,714
BREAK-EVEN EXAMPLE
50,000 –
Revenue
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
40,000 –
Break-even
point Total
30,000 – costs
Dollars
20,000 –
Fixed costs
10,000 –
| | | | | |
–0 2,000 4,000 6,000 8,000 10,000
Units
BREAK-EVEN EXAMPLE
Multiproduct Case
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
F
BEP$ =
∑ Vi
1P
-
i
x (Wi)
where V = variable cost per unit
P = price per unit
F = fixed costs
W = percent each product is of total dollar sales
i = each product
MULTIPRODUCT EXAMPLE
Fixed costs = $3,000 per month
Annual Forecasted
Item Price Cost Sales Units
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Sandwich $5.00 $3.00 9,000
Drink 1.50 .50 9,000
Baked potato 2.00 1.00 7,000
MULTIPRODUCT EXAMPLE
Fixed costs = $3,000 per month
Annual Forecasted
Item Price Cost Sales Units
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Sandwich $5.00 $3.00 9,000
Drink 1.50 .50 9,000
Baked potato 2.00 1.00 7,000
Annual Weighted
Selling Variable Forecasted % of Contribution
Item (i) Price (P) Cost (V) (V/P) 1 - (V/P) Sales $ Sales (col 5 x col 7)
Sandwich $5.00 $3.00 .60 .40 $45,000 .621 .248
Drinks 1.50 .50 .33 .67 13,500 .186 .125
Baked 2.00 1.00 .50 .50 14,000 .193 .096
potato
$72,500 1.000 .469
F
MULTIPRODUCT EXAMPLE
BEP$ =
∑ V
1- i
Pi
x (Wi)
Fixed costs = $3,000 per month
Annual
$3,000 Forecasted
x 12
Item Price Cost = Sales Units
= $76,759
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
.469
Sandwich $5.00 $3.00 9,000
Drink 1.50 .50
Daily $76,7599,000
Baked potato 2.00 sales = 312 days
1.00 = $246.02
7,000
Annual Weighted
Selling Variable .621 x $246.02% of Contribution
Forecasted
Item (i) Price (P) Cost (V) (V/P) 1 - (V/P) Sales = 30.6 31
$5.00$ Sales (col 5 x col 7)
sandwiches
Sandwich $5.00 $3.00 .60 .40 $45,000 .621 per day.248
Drinks 1.50 .50 .33 .67 13,500 .186 .125
Baked 2.00 1.00 .50 .50 14,000 .193 .096
potato
$72,500 1.000 .469
EXPECTED MONETARY VALUE (EMV) AND
CAPACITY DECISIONS
Market favorable (.4)
$100,000
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Market unfavorable (.6)
t -$90,000
lan
rg ep
La
Market favorable (.4)
$60,000
Medium plant
Sm Market unfavorable (.6)
all -$10,000
pla
n t
Do Market favorable (.4)
n ot $40,000
hi
ng
Market unfavorable (.6)
-$5,000
$0
EXPECTED MONETARY VALUE (EMV) AND
CAPACITY DECISIONS
Market favorable (.4)
$100,000
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Market unfavorable (.6)
t -$90,000
lan
rg ep
La
Market favorable (.4)
$60,000
Medium plant
Large
Sm
all
Plant Market unfavorable (.6)
-$10,000
pla
nt
EMV = (.4)($100,000)
Do Market favorable (.4)
no $40,000
+ (.6)(-$90,000)
th
in
g
Market unfavorable (.6)
EMV = -$14,000 -$5,000
$0
EXPECTED MONETARY VALUE (EMV) AND
CAPACITY DECISIONS
-$14,000
Market favorable (.4)
$100,000
Prentice Hall
© 2011 Pearson Education, Inc. publishing as
Market unfavorable (.6)
t -$90,000
lan
rg ep
La $18,000
Market favorable (.4)
$60,000
Medium plant
Sm Market unfavorable (.6)
all -$10,000
pla
n t $13,000
Do Market favorable (.4)
n ot $40,000
hi
ng
Market unfavorable (.6)
-$5,000
$0