Perencanaan dan Pengendalian

Produksi 2 (52252003)
Introduction

Kelompok Keahlian Production Engineering dan SCM

Program Studi Teknik Industri

Fakultas Teknologi Industri
Universitas Islam Indonesia
Intro: Perencanaan dan Pengendalian Produksi 2
Manufacturing Planning and Control 2 (MPC)

Design Operation Needs

Product
Control

Product Manufacture and Distribution Customers

 Intro: Course Description
• LO: Able to understand SCM that lead to the ability in identify,
formulate and provide productivity improvements of a system
• Course Outcome:
- A.1 Students able to plan the right production activities
- A.2 Students able to control production activities
- A.3 Students able to understand the concepts and applications of
advanced production systems
• Course Evaluation:
- Mid Exam : 40%
- Final Exam : 40%
- Laboratory Work: 20%
Intro: Learning Method
 Intro: Topics
• Intro to MPC
• Schedulling
• Process planning
• Assembly line balancing
• Shop floor control (input/ output)
• Theory of Constrains
• Just in time and lean manufacturing
• Group technology and cellular
manufacturing
• Flexible manufacturing system
• Sustainable manufacturing
Intro: Manufacturing

Specific Transform Product

Inputs • Energy • Finished
• Raw • Labor Product
Material • Utilities • Waste
Intro: MPC
concerned with planning
and controlling all aspects
of manufacturing:
– Managing materials
– Scheduling machines and
people
– Coordinating suppliers
and key customers

Sources: Black J.T. (2000) MANUFACTURING SYSTEMS. In: Swamidass P.M. (eds) Encyclopedia of Production and Manufacturing Management. Springer, Boston, MA .
https://doi.org/10.1007/1-4020-0612-8_559
Intro: Manufacturing Challenges

Today
1990-2000 • Sustainabil
• Innovation ity
1980-1990
• Flexibility/
1970-1990 Responsive
ness
• Quality
• Delivery
1800-
1900an
• Cost
Intro: MPC is sensitive to time and markets
and company strategies

 Time: ex: from order based to repetitive order based

 Markets: global markets requires global supply chain
paradigm
 Company strategies: MTS, MTO, ATO, ETO has
particular strategies
 Context to MPC
• Internationalisation: Borderless world as the impact of
information technology development drives
manufacturing systems to become global supply chain
systems.
• Role of customers:
– Faster responses and lower costs for customers
require customer integration and responsiveness
 product and process flexibility is the way of thinking
 Context to MPC
Increasing use of IT:
 Coordination and communication could be responded by
rapid deployment of IT.
 IT shifts local resources planning to enterprise resources
planning (ERP).
 ERP allowed companies to move beyond the concept of
lean manufacturing to lean management.
 MPC System Defined
Typical MPC support activities:
 Longterm:providing information to make strategic
decisions. Ex: location, equipment, suppliers, etc.
 Intermediate term: matching supply and demand in
term of volume and product mix. Ex: production
planning to ensure materials are ready when
required.
 Shortterm:detailedschedulingofresources to meet
production requirements. Ex: time and employee
based activities.
 MPC System Defined
Costs and benefits of MPC Systems:
 MPC requires expensive investments: to have
MPC experts and infrastructures.
 Longterm benefits of MPC must be precisely
planned.
Ex: cost reduction, product and process flexibility,
customers satisfaction etc.
MPC System Framework
 MPC System Framework
 Sales and Operations Plan (SOP): balances demand and
resources.
 Master Production Schedule: disaggregated version of SOP.
 Detailed material plan: calculating required components using
formal logic, called MRP.
 Detailed capacity plan:computeslabors or machines required
to manufacture the planned components.
 Detailed materials and capacity plan drives shop floor
management (flowshop, jobshop, group technology/GTor Just
inTime/ JIT). Besides, it drives orders to suppliers.
MATCHING MPC WITH THE NEEDS
• MPC is designed based on the nature of production
system, degree of supply chain integration,
customers expectation and needs of management.
 Evolution of MPC
 The key to keeping the MPC systems matched
to evolving company needs is to ensure
system activities are synchronisedand focused
on company strategies.
 Changes factors could be new technology,
products, processes,systems and techniques.
Evolutionary Responses to Forces for
Changes
 The Development of ERP

Web Integrated ERP (Collaborative commerce,

C- commerce)
Increasing Impact on the
Whole Supply Network

Enterprise Resource Panning (ERP)

Manufacturing Resource Panning

(MRP II)

Material Requirement
Panning (MRP)

Increasing Integration of Information System

 Enterprise Data Flow
Hiring/ training,
personel info
Cust orders
Sales and Human
Customers
Orders status Marketing Legal req, job Resource
candidates, training
schedule

Cost & Payroll, Hiring/

Forecast & Sales benefits,
time training,
Cust orders data expense
estimates personel
data, etc info
Cost
RM & component analysis,
orders Production controlling Finance and
Suppliers and Materials
Accounting
Management
Availability & Production
delivery plans,
materials,
inventory
 Concluding Principle
 Framework for MPC is general, specific applications
necessarily reflect particular company conditions and
objectives.
 In a supply chain, MPC must coordinate the planning and
control across all of involved companies.
 MPC should support strategy and tactics pursued by the
companies.
 Different manufacturing process often dictate the need of
different MPC.
 MPC system should evolve to meet changing requirements in
the market, technology, products & manufacturing processes.
 References
1. Black J.T. (2000). Manufacturing Systems. In: Swamidass P.M. (eds)
Encyclopedia of Production and Manufacturing Management. Springer,
Boston, MA . https://doi.org/10.1007/1-4020-0612-8_559.
2. Fogarty, D.W., Blackstone, J.H., Hoffman, T.R. (1991), Production and
Inventory Management, USA, South-Western Publishing Co.
3. Russell, R.S., Taylor III, B.W. (2010). Operations and Supply Chain
Management. Eight Edition, Singapore, John Willey & Sons.
4. Slack, N., Brandon-Jones, A., Johnston, R. (2013). Operations
Management. Seventh Edition. UK. Pearson Education Limite
5. Vollman, T.E., Berry, W.L., Whybark, D.C. and Jacobs, F.R. (2005).
Manufacturing planning and control for supply chain management. Fifth
edition. McGraw-Hill/Irwin. USA.