Fungsi MPS
• Merupakan jadwal produksi dan pembelian item-item
• Merupakan salah satu dari tiga input sistem MRP. MPS dieksploitasi
melalui struktur produk sehingga akan diketahui jenis, jumlah, dan waktu
kebutuhan bahan baku atau komponen penyususn produk akhir
• Merupakan dasar dalam menentukan kebutuhan sumber daya produksi
(jumlah tenaga kerja, jam mesin, dll) melalui perencanaan kebutuhan
kapasitas kasar (rough cut capacity planning)
• Merupakan dasar untuk menetapkan janji waktu pengiriman kepada
customer (delivery promise)
Input MPS
• Rencana Produksi Agregat
• Data Permintaan
• Status persediaan
• Kebijaksanaan Pemesanaan
Product
Materials Inverted BOM For MTO Modular For ATO dan MTS
Horizon Perenncanaan (Waktu Perencanaan)
Satuan waktu perencanaan harus dipilih dengan tepat yang harus dilibatkan
dalam MPS. Biasanya berbanding lurus dengan lead time.
Terdapat 2 Horizon Perencanaan yang digunakan dalam MPS
1. Horizon untuk input sistem MRP. Yaitu untuk merencanakan order yang telah
dibutuhkan dan untuk mengeksekusi rencana dalam MPS. Untuk keperluan
tersebut maka MPS dibuat lebih panjang dari lead time kumulatif terpanjang
dari semua produk dalam MPS.
2. Horison yang digunakan bila sistem MPS seang disimulasikan untuk jangka
panjang. Untuk perencanaan kapsitas kasar dari tenaga kerja, mesin, gudang
dsb, dimana panjangnya tergantung dari lead time pengadaan sunmber daya
yang sedang disimulasikan.
Time Bucket
MPS dirancang dalam suatu tahap-tahap yang terdiri dari satuan waktu tertentu
seperti minggu, bulan dsb.
Pemilihan time bucket sangat mempengaruhi keakuratan informasi, volume
pekerjaan pemrosesan data yang harus dilakukan
A 2
B 4 C 8 D 3
1
E 6 F 2 G 7 H 9 I J 5
2
K 3 L 8
G F
K C A
H
I
L D
30 20 10
Time Fence (Batasan Waktu)
Perubahan-perubahan pada MPS hendaknya didasari atas kerangka waktu. Untuk
mendeteksi dampak-dampak perubahan pada MPS, maka horizon perencanaan
pada MPS dibagi menjadi zone-zone. Kebijakan-kebijakan perubahan akan
berbeda pada satu zone dengan zone yang lainnya. Ada dua batasan waktu yang
sering dipakai yaitu :
•Batasan waktu permintaan (DTF = demand time fence)
•Batasan waktu perencanaan (PTF = planning time fence)
Waktu antara sekarang dengan DTF dinamakan zone 1, antara DTF dan PTF
dinamakan zone 2, dan setelah PTF zone 3. DTF menunjukkan lead time
kumlatif
Untuk lebih jelanya perhatikan gambar berikut :
Untuk produk-produk ATO, besarnya DTF sama dengan lead time perakitan
akhir produk-produk tersebut.
Zone 1 berada antara saat ini sampai DTF. Perubahan hanya boleh dilakukan oleh
master scheduler atas persetujuan manajemen. Sebagai konsekuensi dari
perubahan ini, jadwal penyelesaian produk-produk tertentu mungkin akan
tertunda. Oleh karena itu seringkali zone 1 dibekukan terhadap perubahan.
0
DTF PTF
ZONE 1 FFFF ZONE 2 ZONE 3
FFFF
Proyeksi Permintaan Kombinasi antara permintaan aktual
Permintaan vs Aktual dengan ramalan
Persediaan
Rescheduling MP MP SISTEM
Scheduling + Scheduler
Manajemen
Lead time
perakitan
Perencanaan
kapasitas
(Capacity
Planning)
Input : Output :
Proses :
1. MPS - Primary (order)
2. Bill of Material Perencanaan
Repaort
3. Item Master Kebutuhan
4. Pesanan- pesanan - Action report
Material (MRP)
5. Kebutuhan - Pegging Report
Laporan Exception
Laporan Exception adalah laporan yang digunakan untuk meminta perhatian dari
planner tentang masalah-masalah yang memerlukan penanganan mendesak.
Informasi yang dimuat pada laporan ini adalah :
Expediting
Deexpediting
Pelepasan Order
Pembatalan Order
Perubahan Order yang telah dilepas
Contoh :
MPS Exception Report 1/30/xx
ITEM DUE DATE QUNTITY RECOMMENDED
ACTION
2536 3/16 30 Reschedule to 3/9
2784 4/6 60 Reschedule to 4/13
6185 4/13 25 Cancel
7256 3/9 40 Create FPO
8164 2/28 20 Release
9168 1/21 15 Overdue
9236 4/20 20 PTF moved 4/13 to 4/20
Pegging Report
Pegging Report berisi informasi-informasi yang menunjukkan order mana yang
meminta produk yang dibuat. Bisa jadi komponen yang dibuat diminta oleh
lebih dari satu order yang berbeda.
pegging report level tunggal.
Pegging Report
Item no : 7234
Date 3/4/xx
Description : Housing
REQUIERED DATE QUANTITY REFERENCE ORDER NUMBER
3/5 17 Item no. 5623 7631
3/5 11 Item no. 4768 5467
3/5 15 Service forecast 9365
3/5 30 LA Distribution Center 7754
3/12 10 Item no. 1732 5473
3/12 16 Item no. 4768
3/12 15 Service forecast
• Logika Perencanaan Kebutuhan Material
Ada Empat logika dasar pada perencanaan kebutuhan material, yaitu :
• Netting
• Lot Sizing
• Offseeting
• Explosion
Netting adalah proses untuk mencari jumlah kebutuhan bersih dari komponen,
yang didapat dengan mengurangi kebutuhan kotor dengan inventory yang ada
dan pernerimaan yang terjadi.
Contoh :
Planning Period
Finish Product, level 0 : 1 2 3 4 5 6 7
Gross Requirements 20 30 30 10 0 10 10
Scheduled Receipts 40 35
Inventory on Hand* 53 33 3 13 3 3 0
Safety Stock 10 10 10 10 10 10 10
NET Requirements 0 7 0 20 10 0 5
* At beginning of period
Contoh :
Planning Period
Finish Product, level 0 : 1 2 3 4 5 6 7
Gross Requirements 20 30 30 10 0 10 10
Scheduled Receipts 40
Inventory on Hand* 53 33 3 13 3 3 0
NET Requirements 0 0 0 0 0 7 10
* At beginning of period
Jika komponen tersebut mempunyai safety stock, maka kebutuhan bersih dihitung
dengan cara :
Contoh :
Planning Period
Finish Product, level 0 : 1 2 3 4 5 6 7
Gross Requirements 20 30 30 10 0 10 10
Scheduled Receipts 40 35
Inventory on Hand* 53 33 3 13 3 3 0
Safety Stock 10 10 10 10 10 10 10
NET Requirements 0 7 0 20 10 0 5
* At beginning of period
Lot Sizing
Lot Sizing adalah proses untuk menetapkan jumlah ukuran lot untuk memenuhi net
requirement. Beberapa metode lot sizing yang bisa digunakan adalah :
– Economic Order Quantity
– Period Order Quantity
– Lot For Lot
– Least Unit Cost
– Least Period Cost
– Least Total Cost
– Look Ahead/ Look Back
Explosion
• Explosion adalah proses untuk menghitung kebutuhan komponen-komponen yang
mempunyai level lebih tinggi dan menetapkan rencana ordernya.
Contoh MRP
A LT = 2 B LT = 1
2 1 2 2
C LT = 2 D C LT = 2 e
LT = 1
LT = 1
1 1
F LT = 1 F LT = 1
Master Production Schedule
Week 24 25 26 27 28 29 30 31 32
A 250 300 350
B 400 300
Week 24 25 26 27 28 29 30 31 32
Gross Requirement 250 300 350
Schedule Receipt 200 50 300 350
Projected on Hand 50 250 250 250 50 50 50 50
Net Requirement 50 300 350
Planned Order Release 50 300 350
Master Production Schedule
Week 24 25 26 27 28 29 30 31 32
A 250 300 350
B 400 300
Week 24 25 26 27 28 29 30 31 32
Gross Requirement 250 300 350
Schedule Receipt 200 50 300 350
Projected on Hand 50 250 250 250 50 50 50 50 50
Net Requirement 50 300 350
Planned Order Release 50 300 350
Product B Safety Stock 25 unit
Lead Time 1 Week lot Sizing L4L
Week 24 25 26 27 28 29 30 31 32
Gross Requirement 400 300
Schedule Receipt 50 350 300
Projected on Hand 25 25 75 75 75 25 25 25 25
Net Requirement 350 300
Planned Order Release 350 300
Week 24 25 26 27 28 29 30 31 32
Gross Requirement
Schedule Receipt
Projected on Hand
Net Requirement
Planned Order Release
III.2. CAPACITY PLANNING PROCESS
Prepare
production schedule
Determine required
capacity
Yes
Required capacity =
STOP
Available capacity ?
Plan adjusted
capacity
No
Capacity plan
satisfactory
STOP
III.3. THE HIERARCHY OF CAPACITY PLANNING
Master
Rough-cut
Production
Capacity
planning scheduling
(MPS)
Capacity
Material
Requirement requirements
planning planning (MRP)
Finite
Loading
Resource
Long
plan
Master Rough-cut
production capacity
schedule plan Long Rough-cut
medium Capacity plan
Capacity
Medium
Capacity Material requirements
short
requirements requirement plan
plan plan
1 305 36.3
2 535 63.7
Total 840 100
Rencana Produksi kuartal yang akan datang
W X W Y
Data
Routing
ITEM OPERATION DEPT. WORK CENTER Waktu Produksi/Unit Waktu Setup Rata-Rata
NO. NO. NO. (STANDARD HOURS) (STANDARD HOURS) LOT SIZE
U 10 1 15 1.60 2.00 4
V 10 1 15 2.40 3.00 6
W 10 2 35 1.20 1.00 20
20 2 40 0.40 0.50 20
X 10 2 35 1.10 2.10 8
20 2 40 0.60 0.60 8
Y 10 2 35 0.50 1.40 6
20 2 40 2.10 0.50 6
ITEM DEPARTMENT WORK CENTER STANDARD HOURS
PER UNIT
U 1 15 2.100
V 1 15 2.900
W 2 35 1.250
2 40 0.425
X 2 35 1.363
2 40 0.675
Y 2 35 0.733
2 40 2.183
Bill of capacity
PRODUCT U STANDARD LABOR
DEPT. WORK CENTER HOURS PER UNIT
1 15 2.100
2 35 2.613
40 1.100
DEPT. PRODUCT V STANDARD LABOR
WORK CENTER HOURS PER UNIT
1 15 2.900
2 35 1.983
40 2.608
Master Production Schedule
WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13
U 4 3 3 3 3 4 4 5 5 6 7 7 8
V 6 7 7 7 8 8 8 8 5 4 3 3 2
Total (week) 10 10 10 10 11 12 12 13 10 10 10 10 10
Total (month) 40 48 50
Total (quarter) 138
WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13
WC 15 25.8 26.6 26.6 26.6 29.5 31.6 31.6 33.7 25.0 24.2 23.4 23.4 22.6
Dept. 1 25.8 26.6 26.6 26.6 29.5 31.6 31.6 33.7 25.0 24.2 23.4 23.4 22.6
WC 35 22.4 21.7 21.7 21.7 23.7 26.3 26.3 28.9 23.0 23.6 24.2 24.2 24.9
WC 40 20.0 21.6 21.6 21.6 24.2 25.3 25.3 26.4 18.5 17.0 15.5 15.5 14.0
Dept. 2 42.4 43.3 43.3 43.3 47.9 51.6 51.6 55.3 41.5 40.6 39.7 39.7 38.9
Total (week) 68.2 69.9 69.9 69.9 77.4 83.2 83.2 89.0 66.5 64.8 63.1 61.3 61.5
Total (month) 277.9 332.8 319.0
Total (quarter) 929.7
Rough-Cut Capacity Planning
Testing the Master Production Schedule__________________________
Tests end-item plans When a master schedule has been prepared, the master scheduler can test the
scheduled production quantities against available resources. This rough-cut
capacity plan (RCCP) tests end item production plans rather than, as in Resource
Planning, entire product line plans, or in Capacity Requirement Planning (CRP),
the fully exploded and and component item plans
Creating the plan . MFG/PRO, the rough-cut plans is created in the Resource Planning module
In
using the Item Resource screens and functions. The rough-cut plan is
implemented in the same way that the product line resource plan was created :
enter the resource in effective date ranges, provide a conversion factor to convert
production quantities into the resource units of measure, and load the resource
with the production schedule
When to run RCCP The rough-cut capacity plan is typically run whenever the master schedule
is updated, especially where known resource limitations exist. The
resulting plan displays the amount of the resource consumed and its
percentages of production by selected period.
Resource At the rough-cut capacity plan stage – weeks and days before actual
production – your resource for correcting over or under capacity periods is
to reschedule, although some increases in resource capacity may be
available in some manufacturing environments.
III.5.3. CAPACITY REQUIREMENT PLANNING
Example : Material Requirement Plans
ITEM W
Order quantity : 2 weeks net requirements ; Lead time : 2 weeks ; Safety stock : 0
Week 1 2 3 4 5 6 7 8 9 10 11 12 13
Gross requirements 10 10 10 10 11 12 12 13 10 10 10 10 10
Scheduled receipts 30
Projected available balance 6 26 16 6 -4 -15 -27 -39 -52 -62 -72 -82 -92 -102
Planned order releases 15 24 23 20 20
ITEM X
Order quantity : 2 weeks net requirements ; Lead time : 2 weeks ; Safety stock : 0
Week 1 2 3 4 5 6 7 8 9 10 11 12 13
Gross requirements 4 3 3 3 3 4 4 5 5 6 7 7 8
Scheduled receipts
Projected available balance 10 6 3 0 -3 -6 -10 -14 -19 -24 -30 -37 -44 -52
Planned order releases 6 8 10 13 15
ITEM Y
Order quantity : lot for lot ; Lead time : 2 weeks ; Safety stock : 0
Week 1 2 3 4 5 6 7 8 9 10 11 12 13
Gross requirements 6 7 7 7 8 8 8 8 5 4 3 3 2
Scheduled receipts 9
Projected available balance 15 9 11 4 -3 -11 -19 -27 -35 -40 -44 -47 -50 -52
Planned order releases 3 8 8 8 8 5 4 3 3 2
Capacity Requirements Plan (load in standard labor hours)
WEEK OVERDUE 1 2 3 4 5 6 7 8 9 10 11 12 13
Dept. 1 WC 15
U 8.4 6.8 6.8 6.8 6.8 8.4 8.4 10.0 10.0 11.6 13.2 13.2 14.8
V 17.4 19.8 19.8 19.8 22.2 22.2 22.2 22.2 15.0 12.6 10.2 10.2 7.8
Total (week) 25.8 26.6 26.6 26.6 29.0 30.6 30.6 32.2 25.0 24.2 23.4 23.4 22.6
Total (month) 105.6 122.4 118.6
Total (quarter) 346.6
Dept.2. WC 35
W 18.75 29.8 28.6 25.0 25.0
X 8,17 10.9 13.1 16.4 18.6
Y 2.19 5.4 5.4 5.4 5.4 3.9 3.4 2.9 2.9 2.4
Total (week) 29.11 5.4 46.1 5.4 47.1 3.9 44.8 2.9 46.5 2.4
Total (month) 82.1 101.2
Total (quarter) 51.8
Dept. 2 WC 40 235.1
W 6.5 10.1 9.7 8.5 8.5
X 4.2 5.4 6.6 8.4 9.6
Y 19.4 6.8 17.3 17.8 17.3 17.3 11.0 8.9 6.8 6.8 4.7
Total (week) 19.4 17.5 17.3 32.8 17.3 33.6 11.0 25.8 6.8` 24.9 4.7
Total (month) 54.2 94.7
Total (quarter) 62.2
211.1
Capacity Requirements Plan (load in standard labor hours)
WEEK OVERDUE 1 2 3 4 5 6 7 8 9 10 11 12 13
Dept. 1 WC 15 14.8
U 8.4 6.8 6.8 6.8 6.8 8.4 8.4 10.0 10.0 11.6 13.2 13.2 7.8
V 17.4 19.8 19.8 19.8 22.2 22.2 22.2 22.2 15.0 12.6 10.2 10.2 22.6
Total (week) 25.8 26.6 26.6 26.6 29.0 30.6 30.6 32.2 25.0 24.2 23.4 23.4 118.6
Total (month) 105.6 122.4 346.6
Total (quarter)
Dept.2. WC 35
W 19.0 29.8 28.6 25.0 25.0
X 8.7 10.9 13.1 16.4 18.6
Y 2.9 5.4 5.4 5.4 5.4 3.9 3.4 2.9 2.9 2.4
Total (week) 30.6 5.4 46.1 5.4 47.1 3.9 44.8 2.9 46. 5 2.4
Total (month) 82.1 101.2 51.8
Total (quarter) 235.1
Dept. 2 WC 40
W 6.5 10.1 9.7 8.5 8.5
X 4.2 5.4 6.6 8.4 9.6
Y 6.8 17.3 17.8 17.3 17.3 11.0 8.9 6.8 6.8 4.7
Total (week) 17.5 17.3 32.8 17.3 33.6 11.0 25.8 6.8 24.9 4.7
Total (month) 67.6 87.7 36.4
Total (quarter) 191,7
IV. PRODUCTION ACTIVITY CONTROL
(SHOP FLOOR CONTROL)
IV.1. Hubungan Antara PAC Dengan Fungsi Lain Dalam MRP
Front
Rough cut Master Production
end
Capacity planning scheduling
Material and
capacity plan
ORDER RELEASE
DATA COLLECTION
PRODUCTION
ACTIVITY CONTROL
PRODUCTION REPORTING
CORRECTIVE ACTION
INVENTORY CONTROL
IV.2.1. ORDER RELEASE
Periksa Sumber Daya yang Penting :
Materials
Manpower
Machine hours
Mold/Tooling
Mulai Production
Production selesai
Reject (Cacat)
Operator check in
Alarm
Exception report
Attendance report
Utilization report
Efficiency report
IV.2.4. CORRECTIVE ACTION
Efficiency : Production
IV.2.5. ORDER CLOSE OUT
Check :
- Inventory status
- Apakah materi yang dikeluarkan sama dengan yang diperlukan pada permintaan
Routing
Operations
Item Data Processes
Exploded
Allocated Maintain Work Order
Released
Reguler Lembur
M5 3006 3005
M4 3107 3106
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Jam
J2 15-4-1995 10 hari
J3 25-4-1995 20 hari
J4 12-4-1995 5 hari
J8 20-4-1995 20 hari
Finite Loading :
Work wad on working center is only allocated every time as their capacity.
80
Hours
40
1 2 3 4 5 6 7 8 9
10 Weeks
Open shop order
Planned order
Infinite Loading :
Process allocation of all jobs from day to day operation without considering the machine capacity.
120
Capacity
80
Hours
40
Past 1 2 3 4 5 6 7 8
due Weeks
PERFORMANCE MEASURE
Week 0 1 2 3 4 5 6 7 8
Gross Requirement 30 30 30 30 30 30 30 30
Schedule Receipt
Projected on Hand 70 40 130 100 70 40 130 100 70
Net Requirement 20 20
Planned Order Peceipt 120 120
Planned Order Release 120 120
Week 0 1 2 3 4 5 6 7 8
Gross Requirement 20 20 20 40 20 20 20 50
Schedule Receipt
Projected on Hand 50 30 10 90 50 30 10 90 40
Net Requirement 20 20
Planned Order Receipt 100 100
Planned Order Release 100 100
Week 0 1 2 3 4 5 6 7 8
Gross Requirement
Schedule Receipt
Projected on Hand
Net Requirement
Planned Order Receipt
Planned Order Release