Juml hari 22 19 21 21 22 20

Bulan juni juli august sept okt nov total

Demand 450 550 600 700 750 700 3,750
Prod Reguler 440 380 420 420 440 400 2,500
Overtime 136 190 210 210 220 200 1,166
Subkontrak 44 40 84
Tot Prod 576 570 630 630 704 640 3,750
Output Forecast 126 20 30 - 70 - 46 - 60
Inventory: - Awal - 126 146 176 106 60
- Akhir 126 146 176 106 60 -
- Rata2 63 136 161 141 83 30
Back-Order - - - - - -
Biaya-Biaya:
Prod Reguler 66,000 57,000 63,000 63,000 66,000 60,000 375,000
Overtime 23,800 33,250 36,750 36,750 38,500 35,000 204,050
Subkontrak - - - - 11,000 10,000 21,000
Inventory 1,260 2,720 3,220 2,820 1,660 600 12,280
Back-Order - - - - - -
TOTAL 91,060 92,970 102,970 102,570 117,160 105,600 612,330

backlogs - konsepnya kelebihan demand/demand yg gbs ditutupin trs dipindah kebln slanjutnya
$50/jam 1unit = 3,5 jam
1jam = 3,5
3,5jam = (3 x 50) + (0,5 x 50) = $175
overtime price vs subkontrak = lebi murah overtime
overtime awalnya diisi = jml hari x 10 karyawan aja
prod unit/hari = 20

max overtime
3,5 jam = 1 unit x 10 karyawan = 10 unit

bulan work day max

Juni 22 220
Juli 19 190
Agt 21 210
Sept 21 210
Okt 22 220
Nov 20 200
 Waktu Normal Waktu Crashed Biaya Crash per
Kegiatan Kegiatan Pendahulu
(Bulan) (Bulan) Bulan (US$ juta)
A - 1 - -
B A 4 2 500,-
C A 3 1 300,-
D A 7 5 250,-
E B 6 4 150,-
F C,D 2 1 100,-
G E,F 7 5 200,-
H D 9 5 250,-
I G,H 4 2 150,-
5
1 B 5 E 11
4 6
1 5 5 11
11 18
0 G
1 1 3 7
A C
1 2 11 18
0 1 6 9
8 5
F
2 18 22
1 D 8 9 11 I
7 4
2 9 18 22

8 H 17
9
8 17

litasan
ABEGI 22
ACFGI 17
ADFGI 21
ADHI 21
Jadi ekspektasi waktu untuk menyelesaikan proyek tersebut adalah 22 bulan.

denda $ 100,000,000 /bulan

TC = 22 x $250.000.000 + (22-18) x $100.000.000 = $ 5,900,000,000
panjang projek/critical path = 22 bulan

waktu tersedia
kegiatan
waktu normal
A 1
B 4
E 6
G 7
I 4
CC/bulan
waktu crash
- -
2 500
4 150
5 200
2 150
 CP N=0 N=1 N=2 N=3
ABEGI 22 21 20 19
ACFGI 17 16 15 15
ADFGI 21 20 19 19
ADHI 21 20 19 19
Act to crash - I I E
Cost to crash - $ 150,000,000 $ 300,000,000 $ 450,000,000
pinalti (>18) $ 400,000,000 $ 300,000,000 $ 200,000,000 $ 100,000,000
TC $ 5,900,000,000 $ 5,700,000,000 $ 5,500,000,000 $ 5,300,000,000

Jadi waktu optimal mengerjakan projkect tersebut adalah 22-3 hari = 19 bulan
TC = $5,300,000,000
pendapatan $ 8,000,000,000
$ 5,300,000,000
$ 2,700,000,000
 N=4
18
15
18
18
E,D
$ 850,000,000
-
$ 5,350,000,000
 DIK
D 7200
Cs 1000
Cc 8% dr nilai barang

a) Q(m3) Harga belum di akar EOQ TC Visible/Tidak Q yang Visible

>= 2.400 1000 180,000 424.26 7,299,000 Tidak visible 2400
1.800 - 2.399 1100 163,636 404.52 8,003,200 Tidak visible 1800
1.000 - 1.799 1200 150,000 387.30 8,695,200 Tidak visible 1000
500 - 999 1300 138,462 372.10 9,400,400 Tidak visible 500
0-499 1400 128,571 358.57 10,120,160 Visible 358.57
Jumlah pemesanan yang optimal yang harus dilakukan oleh PT XY adalah =>2.400 m3
PT XY melakukan 3 kali pemesanan dalam satu tahun karena membutuhkan 7.200 m3 per tahunnya.
3 kali

b) biaya yg perlu dikeluarkan PT XY

7,299,000 2400/2 = x8% dr price yg visible

c) ROP = LT x d + Z . Vd
D = 7200/2400 = 3 Z = 1,89
Lt = 5 + 2 = 7
 158.9

ss = 1,89 x 2 x akar (20)

20 dr 7200/360

d)

Q yg visible

Qvisible/2

SS
 TABEL MRP
Minggu ke- -1 1 2 3 4 5 6
Item ID: Alpha Gross Requirement 300 1500
Level code: 0 Scheduled Receipts 200 400
On hand: 300 Projected On Hand 300 300 500 600 600 20
Lot Size: LFL Net Requirements 0 900
LT: 2 Planned Order Receipts 920
SS: 20 Planned Order Releases 920
Item ID: Betha Gross Requirement 500 500
Level code: 0 Scheduled Receipts
On hand: 400 Projected On Hand 400 400 400 400 150 150
Lot Size: LFL Net Requirements 100 350
LT: 2 Planned Order Receipts 250 500
SS: 150 Planned Order Releases 250 500
Item ID: D Gross Requirement 500 1000
Level code: 2 Scheduled Receipts 100 50
On hand: 100 Projected On Hand 100 200
Lot Size: LFL Net Requirements 250 1000
LT: 2 Planned Order Receipts 250 1000
SS: 0 Planned Order Releases 250 1000
Item ID: B Gross Requirement 250 1000 1840
Level code: 2/3 Scheduled Receipts
On hand: 1500 Projected On Hand 1500 1250 1250 250 210 210 210
Lot Size: 150 Net Requirements 0 1590
LT: 2 Planned Order Receipts 1800
SS: 150 Planned Order Releases 1800

Item ID: A Gross Requirement 1800 920

Level code: 2/3/4 Scheduled Receipts 500
On hand: 300 Projected On Hand 300 300 100 100 180 180 180
Lot Size: 100 Net Requirements 1000 820
LT: 1 Planned Order Receipts 1100 1000
SS: 100 Planned Order Releases 1100 1000

RINGKASAN MRP:
item minggu unit
A -1 1100
2 1000

Institut Bisnis dan Informatika Indonesia - UAS Genap '08/09

 TOTAL 2100

Institut Bisnis dan Informatika Indonesia - UAS Genap '08/09

 alpha
beta
D
B
A

Institut Bisnis dan Informatika Indonesia - UAS Genap '08/09

Juml hari 21 21 22 21 20 21
Bulan maret april mei juni juli ags total
Demand 13,000 22,000 24,000 20,000 10,000 5,500 94,500
Prod Reguler 210 210 220 210 200 210 1,260
Overtime -
Subkontrak 500 500 500 500 500 500 3,000
Tot Prod 710 710 720 710 700 710 4,260
Output Forecast - 12,290 - 21,290 - 23,280 - 19,290 - 9,300 - 4,790
Inventory: - Awal - - 12,290 - 33,580 - 56,860 - 76,150 - 85,450
- Akhir - 12,290 - 33,580 - 56,860 - 76,150 - 85,450 - 90,240
- Rata2 - 6,145 - 22,935 - 45,220 - 66,505 - 80,800 - 87,845
Back-Order - - - - - -
Biaya-Biaya:
Prod Reguler -
Overtime -
Subkontrak -
Inventory -
Back-Order
TOTAL - - - - - - -

backlogs - konsepnya kelebihan demand/demand yg gbs ditutupin trs dipindah kebln slanjutnya
$50/jam 1unit = 3,5 jam
1jam = 3,5
3,5jam = (3 x 50) + (0,5 x 50) = $175
overtime price vs subkontrak = lebi murah overtime
overtime awalnya diisi = jml hari x 10 karyawan aja
prod unit/hari = 10

max overtime
3,5 jam = 1 unit x 10 karyawan = 10 unit

bulan work day max

Juni 22 220
Juli 19 190
Agt 21 210
Sept 21 210
Okt 22 220
Nov 20 200