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