AGGREGATE

PRODUCTION PLANNING

MUHAMAD ABDUL JUMALI

INDUSTRIAL ENGINEERING
FACULTY OF INDUSTRIAL TECHNOLOGY
UNIVERSITAS OF PGRI ADI BUANA SURABAYA
 Tujuan:
1. Memahami keputusan dalam
perencanaan produksi
2. Memahami tahapan perencanaan
produksi jangka menengah
3. Mampu menyusun perencanaan
produksi agregat dengan:
a. Trial & Error Methods
b. Linear Programming Approach
c. Transportation Methods

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 Production Planning Decisions
Short term plan
Long range plan Intermediate/Aggregate
(Operational)
(Strategic) Top plan (Tactical) Middle
Operational
Management Management
Management
1 week – 6 months
3 - 10 years 6 months – 3 years
Time Updated yearly Updated monthly or quarterly
Updated daily or
weekly
Standard hours; Standard hours; product line; Individual products;
Unit dollars product family; dollars product family
Short range forecast;
Intermediate forecast; capacity
Aggregate forecast; work force levels,
Inputs plant capacity
and production levels taken
processes; inventory
from long range plan
levels
Allocation of jobs to
machines; overtime;
Work force levels; processes;
Capacity; product; undertime;
production tares; inventory
Decisions supplier needs;
levels; contracts with suppliers;
subcontracting;
quality policy delivery dates for
quality level; quality costs
suppliers; product
quality

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Tahapan Perencanaan Produksi Agregat

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 Aspects of Aggregate Planning
1. Capacity  how much a production system can
make
2. Aggregate Units  different products can be
aggregated using the same unit of measurement
3. Costs
a. Production costs (materials, direct labor, etc.)
b. Inventory costs (holding and shortage costs)
c. Capacity change costs (hiring and layoff costs)

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Bagan Input – Output Perencanaan
Produksi Agregat

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Klasifikasi Metode Perencanaan
Produksi Agregat

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 Aggregate Planning Methods
1. Trial and Error Methods
a. Zero Inventory Plan
b. Level Work Force Plan (Constant Production)
• Backorder
• No Backorder
c. Mixed Plans
2. Quantitative Methods
a. Linear Programming Approaches
b. Transportation Models

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 Studi Kasus 1 (1/3)
• Berdasarkan hasil peramalan permintaan mingguan
untuk TV Mono dan TV Color untuk Maret 2005
yang dilakukan Manajer PPIC PT. Nasional
Elektronik, seperti ditunjukkan pada tabel berikut:
Item Io Week 1 Week 2 Week 3 Week 4 If

TV Mono 120 170 200 150 200 100

TV Color 250 330 320 400 320 100
• Satuan agregat didasarkan pada unit produksi TV
Color
• Waktu standard untuk TV Mono: 0,1 jam/unit dan
TV Color: 0,25 jam/unit

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 Studi Kasus 1 (2/3)
• Bulan Februari 2005, PT. Nasional Elektronik
memproduksi ekuivalen 1620 unit TV Color dengan
menggunakan 15 tenaga kerja yang bekerja 22 hari 
5 unit/orang/hari

Week 1 Week 2 Week 3 Week 4

Days 6 5 6 5

• Pada awal Maret 2005, tersedia tenaga kerja 10 orang

• Biaya simpan Rp. 100.000,-/unit/minggu
• Biaya backorder Rp. 200.000,-/unit/minggu

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 Studi Kasus 1 (3/3)
• Perekrutan tenaga kerja baru dapat dilakukan di
awal minggu dengan biaya Rp. 500.000,-/orang
• Biaya PHK tenaga kerja yang sudah ada sebesar Rp.
800.000,-/orang
• Biaya gaji tenaga kerja Rp. 40.000,-/orang/hari

Susun perencanaan produksi agregat dengan Trial &

Error Methods
a. Zero Inventory Plan
b. Level Work Force Plan (Constant Production)
• Backorder
• No Backorder
c. Mixed Plan

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 Aggregate Demand

Aggregate
Gross Demand (units) Net Demand (units) Aggregate Capacity (hours)
Days TV Color
(hours)
Period TV Mono TV Color TV Mono TV Color Regular Overtime (units)
Io 120 250
Week 1 170 330 50 80 25.00 80 20 6 100
Week 2 200 320 200 320 100.00 80 20 5 400
Week 3 150 400 150 400 115.00 80 20 6 460
Week 4 200 320 200 320 100.00 80 20 5 400
If 100 100 100 100 35.00 140
Ws
0.10 0.25 700 1220 375.00 400 22 1500
(hours/unit)

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 Zero Inventory Plan
Week 1 Week 2 Week 3 Week 4 Total
1 Days 6 5 6 5 22
2 Units/worker 30 25 30 25 110
3 Demand 100 400 460 540 1,500
4 Workers needed 4 16 16 22 58
5 Workers available 10 4 16 16
6 Workers hired - 12 - 6 18
7 Hiring Cost (thousands Rp.) - 6,000 - 3,000 9,000
8 Workers laid off 6 - - - 6
9 Lay off cost (thousands Rp.) 4,800 - - - 4,800
10 Workers used 4 16 16 22 58
11 Labor cost (thousands Rp.) 960 3,200 3,840 4,400 12,400
12 Units produced 100 400 460 540 1,500
13 Net inventory - - - -
14 Holding cost (thousands Rp.) - - - - -
15 Backorder Cost (thousands Rp.) - - - - -
16 Total cost (thousands Rp.) 5,760 9,200 3,840 7,400 26,200

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 Constant Production: Backorders
Week 1 Week 2 Week 3 Week 4 Total
1 Days 6 5 6 5 22
2 Units/worker 30 25 30 25 110
3 Demand 100 400 460 540 1,500
4 Workers needed 14 14 14 14 56
5 Workers available 10 14 14 14
6 Workers hired 4 - - - 4
7 Hiring Cost (thousands Rp.) 2,000 - - - 2,000
8 Workers laid off - - - - -
9 Lay off cost (thousands Rp.) - - - - -
10 Workers used 14 14 14 14 56
11 Labor cost (thousands Rp.) 3,360 2,800 3,360 2,800 12,320
12 Units produced 420 350 420 350 1,540
13 Net inventory 320 270 230 40
14 Holding cost (thousands Rp.) 32,000 27,000 23,000 4,000 86,000
15 Backorder Cost (thousands Rp.) - - - - -
16 Total cost (thousands Rp.) 37,360 29,800 26,360 6,800 100,320

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 Constant Production: No backorder (1/2)

Constant number of workers needed for no backorders

Week 1 Week 2 Week 3 Week 4

1 Days 6 5 6 5
2 Sum of days 6 11 17 22
3 Demand 100 400 460 540
4 Sum of demand 100 500 960 1,500
5 Workers 4 10 12 14

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 Constant Production: No backorder (2/2)
Week 1 Week 2 Week 3 Week 4 Total
1 Days 6 5 6 5 22
2 Units/worker 30 25 30 25 110
3 Demand 100 400 460 540 1,500
4 Workers needed 14 14 14 14 56
5 Workers available 10 14 14 14
6 Workers hired 4 - - - 4
7 Hiring Cost (thousands Rp.) 2,000 - - - 2,000
8 Workers laid off - - - - -
9 Lay off cost (thousands Rp.) - - - - -
10 Workers used 14 14 14 14 56
11 Labor cost (thousands Rp.) 3,360 2,800 3,360 2,800 12,320
12 Units produced 420 350 420 350 1,540
13 Net inventory 320 270 230 40
14 Holding cost (thousands Rp.) 32,000 27,000 23,000 4,000 86,000
15 Backorder Cost (thousands Rp.) - - - - -
16 Total cost (thousands Rp.) 37,360 29,800 26,360 6,800 100,320

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 Mixed Plan
Week 1 Week 2 Week 3 Week 4 Total
1 Days 6 5 6 5 22
2 Units/worker 30 25 30 25 110
3 Demand 100 400 460 540 1,500
4 Workers needed 10 10 14 14 48
5 Workers available 10 10 10 14
6 Workers hired - - 4 - 4
7 Hiring Cost (thousands Rp.) - - 2,000 - 2,000
8 Workers laid off - - - - -
9 Lay off cost (thousands Rp.) - - - - -
10 Workers used 10 10 14 14 48
11 Labor cost (thousands Rp.) 2,400 2,000 3,360 2,800 10,560
12 Units produced 300 250 420 350 1,320
13 Net inventory 200 50 10 (180)
14 Holding cost (thousands Rp.) 20,000 5,000 1,000 - 26,000
15 Backorder Cost (thousands Rp.) - - - 36,000 36,000
16 Total cost (thousands Rp.) 22,400 7,000 6,360 38,800 74,560

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 Summary of Trial and Error Results
Zero
Level/BO Level/NBO Mixed
Inventory
Hiring Cost
9.000 2.000 2.000 2.000
(thousands Rp.)
Lay-off Cost
4.800 - - -
(thousands Rp.)
Labor Cost
12.400 12.320 12.320 10.560
(thousands Rp.)
Holding Cost
- 86.000 86.000 26.000
(thousands Rp.)
Backorder Cost
- - - 36.000
(thousands Rp.)
Total Cost
26.200 100.320 100.320 74.560
(thousands Rp.)
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 Linear Programming Approaches to
Aggregate Planning (1/3)
• Model Parameters:
T  planning horizon length, in periods
t  index pf periods, t  1, 2, ..., T
n t  number of units that can be made by one worker in period t
D t  forecasted number of units demanded in period t
C P  unit production cost
C W  cost of one worker per period
C H  cost to hire one worker
C L  cost to lay off one worker
C I  holding cost per unit per period
C B  backorder cost per unit per period

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 Linear Programming Approaches to
Aggregate Planning (2/3)
• Decision Variables
Pt  number of units produced in period t
Wt  number of workers available in period t
H t  number of workers hired in period t
L t  number of workers laid off in period t
I t  number of units held in inventory at the end of period t
B t  number of units backordered at the end of period t

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 Linear Programming Approaches to
Aggregate Planning (3/3)
• Objective functions:
T
Minimize : TPC   CP Pt  CW Wt  CH H t  CL Lt  CI I t  CB Bt
t 1

• Constraints:
Pt  ntWt , t  1, 2. ..., T
Wt  Wt 1  H t  Lt , t  1, 2. ..., T
I t  Bt  I t 1  Bt 1  Pt  Dt , t  1, 2. ..., T
Pt ,Wt , H t , Lt , I t , Bt  0 , t  1, 2. ..., T

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 Linear Programming Model for PT.
Nasional Elektronik (1/3)
Minimize :
TPC  240W1  200W2  240W3  200W4
 500 H1  500 H 2  500 H 3  500 H 4
 800 L1  800 L2  800 L3  800 L4
 100 I1  100 I 2  100 I 3  100 I 4
 200 B1  200 B2  200 B3  200 B4

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 Linear Programming Model for PT.
Nasional Elektronik (2/3)

Subject to :
Production capacity constraint s :
P1  30W1 Work force constraint s :

P2  25W2 W1  10  H1  L1
W2  W1  H 2  L2

P3  30W3 W3  W2  H 3  L3
W4  W3  H 4  L4

P4  25W4

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Linear Programming Model for PT.
Nasional Elektronik (3/3)
Inventory balance constraint s :
I1  B1  0  0  P1  100
I 2  B2  I1  B1  P2  400
I 3  B3  I 2  B2  P3  460
I 4  B4  I 3  B3  P4  540

Pt ,Wt , H t , Lt , I t , Bt  0 and integer ; t

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 Linear Programming Solution (1/3)

Week Production Inventory Backorder Hires Layoff Workers

1 100 - - - - 10
2 400 - - 6 - 16
3 460 - - - - 16
4 540 - - 6 - 22
Total Cost 19.840 (thousands Rp.)

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Linear Programming Solution (2/3)

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 Linear Programming Solution (3/3)
Week 1 Week 2 Week 3 Week 4 Total
1 Days 6 5 6 5 22
2 Units/worker 30 25 30 25 110
3 Demand 100 400 460 540 1,500
4 Workers needed 10 16 16 22 64
5 Workers available 10 10 16 16
6 Workers hired - 6 - 6 12
7 Hiring Cost (thousands Rp.) - 3,000 - 3,000 6,000
8 Workers laid off - - - - -
9 Lay off cost (thousands Rp.) - - - - -
10 Workers used 10 16 16 22 64
11 Labor cost (thousands Rp.) 2,400 3,200 3,840 4,400 13,840
12 Units produced 100 400 460 540 1,500
13 Net inventory - - - - -
14 Holding cost (thousands Rp.) - - - - -
15 Backorder Cost (thousands Rp.) - - - - -
16 Total cost (thousands Rp.) 2,400 6,200 3,840 7,400 19,840

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 Transportation Models
• Metode transportasi dapat menjamin hasil dari
perencanaan produksi yang optimal (menghasilkan total
biaya produksi yang minimal)
• Tiga syarat pemakaian metode transportasi untuk
perencanaan produksi agregat, adalah:
1. Biaya-biaya yang terkait bersifat linier (biaya variabel)
2. Satuan untuk kapasitas produksi = satuan untuk
permintaan/kebutuhan
3. Total kapasitas produksi selama horison perencanaan =
Total permintaan hasil peramalan
• Kalau tidak sama, diseimbangkan dengan menambahkan
dummy untuk kapasitas/permintaan dengan unit cost = 0
/ M, sesuai dengan kondisi yang berlaku di perusahaan.

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 Referensi
1. Daniel Sipper, Robert L. Bulfin, Jr., 1997,
Production Planning, Control and
Integration, McGraw-Hill.
2. Kostas N. Dervitsiotis, 1987, Operations
Management, McGraw-Hill.

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