12) Sistem Produksi Berbasis Proyek

生産システム研究室 2003/12/10
Departemen Teknik Industri
TI3122 PERENCANAAN & PENGENDALIAN PRODUKSI
SISTEM PRODUKSI BERBASIS

PROYEK
Department of Industrial Engineering

Institut Teknologi Bandung
Jalan Ganesha 10, Bandung 40132
Definition
Project can usually be defined as a series of related tasks

directed toward a major output
The characteristics of a project:
It has a specific goal and deadline
It is unique or somewhat unfamiliar to the existing
work
It contains complex interrelated tasks requiring
specialized skills
It is temporary but critical to the company
TI-3131 Perencanaan dan Pengendalian Produksi 2
1
A hierarchical view of the project environment
• .
Program 1 ... Program x ... Program n
Project
Project x1 Project x2 ... xm-1
Project xm
Task x21 Task x22 Task x23 ... Task x2p
Activity Activity Activity Activity

x221 x222 x223 ... x22q
A hierarchical view of the project environment
• Program: the term commonly used to denote

very large and prolonged undertakings.
• Project: the term generally applied to time-
phased efforts of much smaller scope and
duration than programs. Programs are some
time viewed as consisting of a set of project
• Task: an elemental content of a project. A
project is normally composed of contiguous
arrays of tasks that all contribute to the
overall project goal
• Activity: the atom of a project. Activities are
smaller than tasks
2
Project management (PM)
• Project management (PM) is the process of

managing, allocating, and timing resources in
order to achieve a given objective in an
expedient manner
• The objective may be in terms of time, monetary,
or technical results
• PM is the process of achieving objectives by
utilizing the combined capabilities of available
resources
• PM represents a systematic execution of tasks
needed to achieve project objectives
Planning
Organizing Scheduling
Training
Optimization
Project Contract
Risk management management management
Cost control Resource

management
Project design Software tools

Performance
control
Multidimensionality of project management

3
• PM covers the following basic functions: Planning,

Organizing, Scheduling and Control
• Project planning provides the basis for the initiation,
implementation, and termination of a project. It sets
guidelines for specific project objectives, project
structure, tasks, milestones, personnel, cost, equipment,
performance, and problem resolutions
• Project organization specifies how to integrate the
functions of the personnel involved in a project. Directing
(which involves guiding and supervising the project
personnel) is an important aspect of project organization
• Project scheduling is the time phased arrangement of

project activities subject to precedence, time, and resource
constraints in order to accomplish project objectives. It is
often the core of project management efforts because it
involves the assignment of time periods to specific tasks
within the work schedule
4
Tools
Project Planning Time and cost estimates
1. Setting goals Budget, Cash flow
2. Defining the project Personnel
3. Tying needs into timed Material ability
project activities Engineering diagram
4. Orginizing the team
Project scheduling
1. Tying resources (people, money, Tools
supplies) to specific activities Gantt Chart, CPM,
2. Relating activities to each other PERT
3. Updating and revising on regular Cash flow schedules
basis
Project controlling Tools

1. Monitoring resource, costs, PERT charts
quality, budgets Reports describing
2. Revising and changing plans 1. budget by department
3. Shifting resources to meet time, 2. delayed activities
cost, and quality demands 3. slack activities
4.quality of work
completed
Before project During project
9
Start of the project
TI-3131 Perencanaan dan Pengendalian Produksi
The project of manufacturing
• In a large organization, the manufacturing system may be

configured as a multi-project endeavor
• The following figure shows the typical components of a
manufacturing enterprise organized as a project
• The project starts with a conceptualization of a product and
needs some of distinct tasks for getting the product to the
market
5
Systems
integration
Market
survey
Process Quality
planning specs
Feasibility
Idea study Cost Training Production
Financing Operations Schedule

planning
Facilities
Technology
assessment
Project Management Technique:
1. Critical path method (CPM)

was developed in 1957 by J.E. Kelly of Remington
Rand
and M.R. Walker of duPont
2. Program Evaluation and review technique (PERT)

was developed in 1958 by the Navy with Booz, Allen
and Hamilton
6
The framework of CPM and PERT
Basic steps:
• Define the project and all its significant tasks or
activities
• Develop the relationship among the activities. Decide
which activities must precede and which must follow
others
• Draw the network connecting all of the activities
• Assign time and cost estimates and required resources
to each activity
• Compute the longest time path through the network.
This is called the critical path
• Use the network to help plan, schedule, monitor and
control the project
The questions answered by CPM or PERT
• When will the entire project be completed?

• What are the critical activities in the project, that
is, the ones that will delay the entire project if
they are late?
• Which are the noncritical activities, that is, the
ones that can run late without delaying the whole
project’s completion?
• What is the probability that the project will be
completed by a specific date?
• At any particular date, is the project on schedule,
behind schedule, or ahead of schedule?
7
The questions answered by CPM or PERT
• On any given date, is the money spent equal to, less than,
or greater than the budgeted amount?
• Are there enough resources available to finish the project
on time?
• If the project is to be finished in a shorter amount of time,
what is the best way to accomplish this at the least cost?
Conventions
• Activities: a task that occurs between 2 events

• Event arrows and nodes
• Activity-on-Arrow (AOA)
Arrows are used to represent activities, while
nodes represent starting and ending points of
activities
• Activity-on-Node (AON)
Nodes represent activities, while arrows
represent precedence relationships
8
Convention
.
Name and Symbol Description
Event A point in time, usually

a completion date or a
starting date
(node)
Activity An activity or a certain

amount of work required in
(arrow) the project
Activity A Activity B
Event 1 Event 2 Event 3
(network)
A sequence of activities
with beginning and
ending events
Example 1
Activity Immediate predecessor
A -
B -
C A
D B
2
C
A
1 4
B D
3
9
Example 2
Beginning event Ending event Activity

1 2 1-2
1 3 1-3
2 4 2-4
3 4 3-4
3 5 3-5
4 6 4-6
5 6 5-6
Example 2
.
2 4
1 6
3 5
10
Example 3
Activity Immediate Predecessor(s)

A -
B -
C A
D B
E C, D
F D
G E
H F
Example 3
.
2 5
A C G
E
1 7
4
B D F
H
3 6
C E
2 Dummy 5
A G
Dummy activity
1 7
B
C
3 4 6
D F
11
Critical Path Method (CPM)
CPM is to determine the following quantities for each

activity
• ES: Earliest start time. All predecessor activities must be
completed before an activity can be started. The ending
time of the predecessor activities is the earliest time an
activity can be started
• LS: Latest start time. All successor activities must be
completed without delaying the entire project This is the
latest time an activity can be started without delaying
the entire project
• EF: Earliest finish. EF=ES+t
• LF: Latest finish. LF=LS+t
• TS: Total slack time. TS is the amount of time an

activity may be delayed from its ES without
delaying the latest completion of the project.
TS=LS-ES or TS=LF-EF
• FS: Free slack time. FS is the amount of time an
activity may be delayed from its ES without
delaying the starting time of any of its immediate
successors
⎧ ⎫
FS ( j ) = Min ⎨ ES (i ) ⎬ − EF ( j )
⎩ i∈S ( j ) ⎭
S(j): immediate successors of activity j
12
• The critical path is the group of activities in the project that

have a total slack time of zero. This path is critical because
a delay in any activity along this path would delay the
entire project
• The total project completion time is calculated by adding
the time values of those activities on the critical path
Example 4
Activity Duration
1-2 2
1-3 7 2
3
2
2-3 4 4
1 4
2-4 3
3-4 2 7
3
2
13
Example 4
.
ES, EF
2 LS, LF
3 2 6
6 3
2 2 3 2
2
1 9
0 9
1 0 4 5
4
0 9
0 9
0 6 9
7 7
7 7 2
7
7 7
3
9
Example 4
Activity Duration ES EF LS LF TS
1-2 2 0 2 1 3 1
1-3 7 0 7 0 7 0
2-3 4 2 6 3 7 1
2-4 3 2 5 6 9 4
3-4 2 7 9 7 9 0
• Determine free slack times for the respective activities.
14
Program Evaluation and Review Technique (PERT)
One distinguishing PERT and CPM is the use of 3 activities

time estimates for each activity in the PERT technique. Only
one time factor is given for each activity in CPM. The time
estimates are:
a=optimistic time
b=pessimistic time
m=most likely time
te=expected time
v=variance of activity completion time
• The expected time of completion time for activity i
• The variance
a +of4completion
m+b time for activity i
te =
6
• The variance of project completion time

⎛b−a⎞
2
vi = ⎜ ⎟
⎝ 6 ⎠
V= ∑v i
i∈critical path
15
Activity a m tb v
1-2 3 4 5 4 1/9
1-3 1 3 5 3 4/9
2-4 5 6 7 6 1/9
3-4 6 7 8 7 1/9
If the expected project completion time is 20

weeks and the project variance is 100 weeks,
what is the probability that the project will be
finished on orTI-3131
before Week 25?
Perencanaan dan Pengendalian Produksi 31
Gantt chart
• When the results of a CPM/PERT analysis are fitted to a

calendar time, the project plan becomes a schedule
• The Gantt chart showing planned (or actual) progress of
activities is one of the most widely used tools for presenting
the schedule
• The horizontal axis indicates the time scale
• The horizontal bars/lines represent activities
16
Gantt chart
.
Activity Duration W1 W2 W3 W4 W5 W6 W7 W8 W9
1-2 2 weeks
1-3 7 weeks
2-3 4 weeks
2-4 3 weeks
3-4 2 weeks
Gantt chart
The basic Gantt chart does not show the precedence

relationships among activities but it can be modified by
linking appropriate lines
Activity Duration W1 W2 W3 W4 W5 W6 W7 W8 W9
A 2 weeks
B 7 weeks
C 4 weeks
D 3 weeks
E 2 weeks
17
Crashing
• Additional resources can reduce activity time for

certain activity within the project
• Although it can be expensive to shorten activity
times, doing so might be worthwhile
• The questions are:
What activities should be shortened?
How much will this action cost?
Will a reduction in the activity time in turn reduce the
time needed to complete the entire project?
• The least expensive method of shortening the
entire project should be determined
Cost-time Curves
Time Cost
8 weeks $300
7 weeks $400
Cost
6 weeks $600
$600
Y-Axis
$500
$400
$300
X-Axis Time (weeks)

6 days 7 days 8 days
18
Cost of reducing activity time
• The objective is to reduce the entire project completion

time by a certain amount at the least cost
• If Mi = maximum reduction of time for activity i
Ci= additional cost associated with reducing activity
time for activity i
Ki= cost of reducing activity
K =
C time by one time unit
i
i
for activity i
M i
Ci
Ki =
Mi
Determining the least cost

Activity Duration M C K Critical
1-2 2 1 $300 $300 No
1-3 7 4 $2000 $500 Yes Min
2-3 4 2 $2000 $1000 No
2-4 3 2 $4000 $2000 No
3-4 2 1 $2000 $2000 Yes
2
3
2
1 4 4
7 2
3
19
Determining the least cost
Activity 1-3 is to be shortened by 1 week in order to reduce

the project completion time to 8 weeks
Note that any further reduction in activity time along the

critical path would cause the critical path to include
activities 1-2, 2-3 and 3-4.
Further Readings
• Badiru, A.B., 1996, Project management in manufacturing

and high technology operations, John Wiley and Sons, Inc.,
New York
• Heizer, J. and Render, B., 1996, Production and operations
management, Prentice Hall International Editions, New
Jersey
20

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生産システム研究室 2003/12/10

Departemen Teknik Industri

TI3122 PERENCANAAN & PENGENDALIAN PRODUKSI

SISTEM PRODUKSI BERBASIS

Department of Industrial Engineering

Departemen Teknik Industri

Project can usually be defined as a series of related tasks

TI-3131 Perencanaan dan Pengendalian Produksi 2

Departemen Teknik Industri

A hierarchical view of the project environment

Program 1 ... Program x ... Program n

Task x21 Task x22 Task x23 ... Task x2p

Activity Activity Activity Activity

TI-3131 Perencanaan dan Pengendalian Produksi 3

Departemen Teknik Industri

A hierarchical view of the project environment

• Program: the term commonly used to denote

Departemen Teknik Industri

Project management (PM)

• Project management (PM) is the process of

TI-3131 Perencanaan dan Pengendalian Produksi 5

Departemen Teknik Industri

Cost control Resource

Project design Software tools

Multidimensionality of project management

Departemen Teknik Industri

Project management (PM)

• PM covers the following basic functions: Planning,

TI-3131 Perencanaan dan Pengendalian Produksi 7

Departemen Teknik Industri

Project management (PM)

• Project scheduling is the time phased arrangement of

TI-3131 Perencanaan dan Pengendalian Produksi 8

Departemen Teknik Industri

Project controlling Tools

Before project During project

Departemen Teknik Industri

The project of manufacturing

• In a large organization, the manufacturing system may be

TI-3131 Perencanaan dan Pengendalian Produksi 10

Departemen Teknik Industri

Financing Operations Schedule

TI-3131 Perencanaan dan Pengendalian Produksi 11

Departemen Teknik Industri

Project Management Technique:

1. Critical path method (CPM)

2. Program Evaluation and review technique (PERT)

TI-3131 Perencanaan dan Pengendalian Produksi 12

Departemen Teknik Industri

The framework of CPM and PERT

Departemen Teknik Industri

The questions answered by CPM or PERT

• When will the entire project be completed?

TI-3131 Perencanaan dan Pengendalian Produksi 14

Departemen Teknik Industri

The questions answered by CPM or PERT

TI-3131 Perencanaan dan Pengendalian Produksi 15

Departemen Teknik Industri

• Activities: a task that occurs between 2 events

Departemen Teknik Industri

Name and Symbol Description

Event A point in time, usually

Activity An activity or a certain