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# UAS MANAJEMEN OPERASI

No. 1
*Diagram AON Kegiatan Kegiatan Pendahulu Estimasi Waktu (dalam minggu)
A. Perancangan Sistem - 10
B F B. Pembuatan Saluran Air A 8
C. Pembuatan Pondasi A 7
D. Pemesanan Mesin A 9
E. Pembuatan Instalasi Listrik C 10

A C E H F. Pemasangan Pipa
G. Pemasangan Mesin
B, E
C, D
5
4
H. Finishing F, G 10

D G *Diagram AOA
B F
E

A C H

Dummy
D G
* Diagram AON
B F
10 18 27 32

19 27 27 5 32
8

A C E H
0 10 10 17 17 27 32 42

0 10 10 7 17 17 10 27 32 42
10 10

D G
10 19 19 23

19 9 28 28 32
4
* Diagram AON F
B 27 32
10 18

27 32
19
8 27 5

A C E H
0 10 10 17 17 27 32 42

0 10 10 17 17 27 32 42
10 7 10 10

D G
10 19 19 23

19
9 28 28 32 = Jalur Kritis
4

SA = 10-10 = 0 SE = 27-27 = 0
SB = 27-18 = 9 SF = 32-32 = 0 b. Jalur kritis pada proyek water treatment yaitu A-C-E-F-H.
SC = 17-17 = 0 SG = 32-23 = 9 c. Total waktu penyelesaian proyek tersebut adalah 42 minggu.
SD = 28-19 = 9 SH = 42-42 = 0
* Diagram AOA
27
4
27
B F
8 E 5
10

0 A 10 C 17 32 H 42
1 2 3 6 7
0 10 10 7 17 32 10 42

0 Dummy
D G
9 4
19
5
28
* Diagram AOA
27
4 27
B F
8 E 5
10
0 A 10 C 17 32 H 42
1 2 3 6 7
0 10 10 7 17 32 10 42

0 Dummy
D G
9 4
19
5 28
= Jalur Kritis

SA = 10-10-0 = 0 SE = 27-10-17 = 0
SB = 27-8-10 = 9 SF = 32-5-27 = 0 b. Jalur kritis pada proyek water treatment yaitu A-C-E-F-H.
SC = 17-7-10 = 0 SG = 32-4-19 = 9 c. Total waktu penyelesaian proyek tersebut adalah 42 minggu.
SD = 28-9-10 = 9 SH = 42-10-32 = 0
SCHEDULLING
Priority rules are used to dispatch or sequence jobs
o FCFS: First come, first served
o SPT: Shortest processing time
o EDD: Earliest due date
o LPT: Longest processing time
No. 2
FCFS: Celana - T-Shirt - Syal - Jaket - Dress
Waktu
Tanggal Pesanan Tanggal Jatuh
Jenis Pesanan Pemrosesan Flowtime Job Lateness
Masuk Tempo
(Hari)
26/12/2020 Celana 8 8 23/01/2021 0
27/12/2020 T-Shirt 6 14 20/01/2021 0
28/12/2020 Syal 5 19 11/01/2021 8
29/12/2020 Jaket 10 29 30/01/2021 0
30/12/2020 Dress 9 38 15/01/2021 23
38 108 31

## Sum of total flow time

Average completion time = Number of jobs
= 108/5 = 21.6 days

## Total job work time

Utilization metric = Sum of total flow time = 38/108 = 35.19%

## Average number of Sum of total flow time

jobs in the system = = 108/38 = 2.84 jobs
Total job work time

## Total late days

Average job lateness = Number of jobs = 31/5 = 6.2 days
SPT: Syal - T-Shirt- Celana - Dress - Jaket
Waktu
Tanggal Pesanan Tanggal Jatuh
Jenis Pesanan Pemrosesan Flowtime Job Lateness
Masuk Tempo
(Hari)
28/12/2020 Syal 5 5 11/01/2021 0
27/12/2020 T-Shirt 6 11 20/01/2021 0
26/12/2020 Celana 8 19 23/01/2021 0
30/12/2020 Dress 9 28 15/01/2021 13
29/12/2020 Jaket 10 38 30/01/2021 8
38 101 21

## Sum of total flow time

Average completion time = Number of jobs
= 101/5 = 20.2 days

## Total job work time

Utilization metric = Sum of total flow time = 38/101 = 37.62%

## Average number of Sum of total flow time

jobs in the system = = 101/38 = 2.66 jobs
Total job work time

## Total late days

Average job lateness = Number of jobs = 21/5 = 4.2 days
LPT: Jaket - Dress - Celana - T-Shirt - Syal
Waktu
Tanggal Pesanan Tanggal Jatuh
Jenis Pesanan Pemrosesan Flowtime Job Lateness
Masuk Tempo
(Hari)
29/12/2020 Jaket 10 10 30/01/2021 0
30/12/2020 Dress 9 19 15/01/2021 4
26/12/2020 Celana 8 27 23/01/2021 4
27/12/2020 T-Shirt 6 33 20/01/2021 13
28/12/2020 Syal 5 38 11/01/2021 27
38 127 48

## Sum of total flow time

Average completion time = Number of jobs
= 127/5 = 25.4 days

## Total job work time

Utilization metric = Sum of total flow time = 38/127 = 29.92%

## Average number of Sum of total flow time

jobs in the system = = 127/38 = 3.34 jobs
Total job work time

## Total late days

Average job lateness = Number of jobs = 48/5 = 9.6 days
EDD: Syal - Dress - T-Shirt - Celana - Jaket
Waktu
Tanggal Pesanan Tanggal Jatuh
Jenis Pesanan Pemrosesan Flowtime Job Lateness
Masuk Tempo
(Hari)
28/12/2020 Syal 5 5 11/01/2021 0
30/12/2020 Dress 9 14 15/01/2021 0
27/12/2020 T-Shirt 6 20 20/01/2021 0
26/12/2020 Celana 8 28 23/01/2021 5
29/12/2020 Jaket 10 38 30/01/2021 8
38 105 13

## Sum of total flow time

Average completion time = Number of jobs
= 105/5 = 21 days

## Total job work time

Utilization metric = Sum of total flow time = 38/105 = 36.19%

## Average number of Sum of total flow time

jobs in the system = = 105/38 = 2.76 jobs
Total job work time

## Total late days

Average job lateness = Number of jobs = 13/5 = 2.6 days
Summary of Rules
Average Completion Utilization Average Number Of Average
Rule
Time (Days) Metric (%) Jobs In The System Lateness (Days)

## FCFS 21.6 35.19 2.84 6.2

SPT 20.2 37.62 2.66 4.2
LPT 25.5 29.92 3.34 9.6
EDD 21 36.19 2.76 2.6

## Setelah dibandingkan ternyata ada dua rule

yang unggul yaitu SPT dan EDD. Jika Neo
Fashion ingin mengurangi keterlambatan maka
sebaiknya menggunakan EDD, karena EDD
unggul dalam hal itu. Namun jika tidak focus
dalam hal itu lebih baik menggunakan rule SPT,
sebab terdapat tiga aspek yang lebih unggul
dari EDD.
No. 3
Jenis Pesanan Cutting Dept Sewing Dept
Seragam Sekolah 10 20
Seragam Pramuka 23 19
Seragam TNI 21 17 A E B C D F
Seragam Polisi 25 15
E A B C D F
Seragam Batik 20 13

10 20 43 64 89 109 122
Cutting
Dept A E B C D F Idle time: 13 hari
Sewing A E B C D F Idle time: 17 hari
Dept
10 30 51 70 87 89 104 109 122
No. 4
Cost data
Regular-time labor cost per hour \$10,00
Overtime labor cost per hour \$15,00
Subcontracting cost per unit (labor only) \$84,00
Back-order cost per unit per period \$10,00
Hiring cost per employee \$600,00
Firing cost per employee \$450,00
Capacity data
Beginning workforce 210 employee
Beginning inventory 400 lt
Labor standard per lt 6 hours
Regular time available per period 160 hours
Overtime available per period 32 hours
Forecast demand
Periode 1 6000 lt
Periode 2 4800 lt
Periode 3 7840 lt
Periode 4 5200 lt
Periode 5 6560 lt
Periode 6 3600 lt
No. 4

Aggregate Planning
Chase Strategy
PERIOD 1 2 3 4 5 6 TOTAL
RESOURCES
Regular workers 225 180 294 195 246 135
Overtime
Unit Produced 6000 4800 7840 5200 6560 3600 34000
Demand Forecasting 6000 4800 7840 5200 6560 3600 34000
Inventory (400 lt) 400 400 400 400 400 400
COST
Regular Time \$2.250 \$1.800 \$2.940 \$1.950 \$2.460 \$1.350 \$12.750
Overtime - -
Hire/Layoff \$9.000 \$20.250 \$68.400 \$44.550 \$30.600 \$49.950 \$222.750
Inventrory Carry - -
Total Cost \$11.250 \$22.050 \$71.340 \$46.500 \$33.060 \$51.300 \$235.500
No. 5
D = 6400 unit c. Reorder point (ROP) jika leadtime 6 hari dan safety
S = Rp 1.000 per order stock 500 unit
H = Rp 100 per unit per tahun
Hari kerja 1 thn = 320 hari ROP = ( d x L ) + safety stock
= ( 20 unit x 6 hari ) + 500 unt
a. Jumlah pemesanan paling ekonomis (EOQ) = 120 unit + 500 unit
= 620 unit
Jadi, perusahaan sebaiknya melakukan pemesanan kembali
∗ 2DS 2(6400)(1000)
Q = = = 128000 = 357,8 unit ketika digudang tersisa 620 unit.
H 100

Artinya, perusahaan dalam sekali pesan jumlah pesanan paling d. Total cost dalam 1 tahun
Total annual cost = setup cost + holding cost
𝐷 𝑄
b. Jumlah pemesanan yang dapat dilakukan dalam I tahun TC = 𝑆+ 𝐻
𝑄 2
6400 357,8
= 1000 + 100
N= D/Q∗
= 6400/357,8 = 17,9 order per tahun 357,8 2
𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑤𝑜𝑟𝑘𝑖𝑛𝑔 𝑑𝑎𝑦𝑠 𝑝𝑒𝑟 𝑦𝑒𝑎𝑟 320 = 17887 + 17890
T= = =
𝑁 17,9 = 35777
17,9 hari antar order
Jadi, dalam setahun pemesanan yang dapat dilakukan 17,9x
order dengan jarak antar order 17,9 hari.

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