Vincent Gaspersz

Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist,
Asesor Kompeten Badan Nasional Sertifikasi Profesi (BNSP),
Professor in Total Quality and Operations Management

• Doktor Teknik Sistem dan Manajemen Industri, Institut Teknologi Bandung (ITB, 1991)
• ASCM (Association for Supply Chain Management)---www.apics.org, CPIM (Certified in Production and
Inventory Management), CPIM-F (Certified in Production and Inventory Management Fellow), CSCP
(Certified in Supply Chain Professional), CSCP-F (Certified in Supply Chain Professional Fellow)
• International Quality Federation (www.iqf.org) Six Sigma Master Black Belt (SSMBB)
• American Society for Quality (www.asq.org) CSSBB (Certified Six Sigma Black Belt), CQE (Certified
Quality Engineer), CQA (Certified Quality Auditor), CMQOE (Certified Manager of
Quality/Organizational Excellence), CQIA (Certified Quality Improvement Associate)
• International Association of Six Sigma Certification (IASSC) Certified Six Sigma Black Belt
• Registration Accreditation Board (www.exemplarglobal.org) CMSLS (Certified Management Systems
Lead Specialist
• Insinyur Profesional Utama (IPU) –Badan Kejuruan Teknik Industri (BKTI), Persatuan Insinyur Indonesia
(PII)
• Asean Engineer (AER No. 10084), Asean Federation of Engineering Organization (AFEO)
• Senior Member of the American Society for Quality (Since 1994, Member #: 00749775), International
Member of the American Production and Inventory Control Society/Association for Supply Chain
Management (Since 1995, Member #: 1023620), and Senior Member of the Institute of Industrial and
Systems Engineers (Member #: 880194630)

Skema Kompetensi Pengelolaan Produksi

2022
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Pengantar Berpikir Sistem

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist 11
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
 Memahami Skema Kompetensi
Pengelolaan Produksi

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
 Unit Kompetensi 1:
Membuat Perencanaan dan Penjadwalan Produksi

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 5 Jenis Data Informasi

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
 A. Material Master
• Master Material adalah data master pusat dari suatu organisasi
yang berisi informasi yang berkaitan dengan pengadaan,
produksi, kualitas, penjualan dan data keuangan untuk suatu
material.
• Master Material berisi informasi yang berkaitan dengan
perencanaan dan pelaksanaan (eksekusi) produksi.
• Master Material berisi informasi tentang semua material yang
dibeli, diproduksi, disimpan, dan dijual oleh perusahaan.
• Bahan dengan atribut dasar yang sama dikelompokkan secara
bersama dan ditetapkan ke dalam jenis bahan seperti: Barang Jadi
(Finished Goods), Barang Setengah Jadi (Work-In Process/WIP),
Bahan Mentah (Raw Materials).

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 B. Bill of Material (BOM)
Bill of Materials (BOM), sama juga dengan istilah Struktur Produk (Product Structure), Formula, dll.
• Bill of Material (BOM) adalah daftar komponen yang lengkap dan terstruktur secara formal
bersama dengan jumlah yang dibutuhkan untuk menghasilkan produk atau perakitan (assembly).
 BOM digunakan dalam perencanaan kebutuhan material dan penetapan biaya produk.
BOM Explosion berarti memecah rakitan (assembly) atau produk dari tingkat yang lebih tinggi ke
komponen di tingkat yang lebih rendah

Bagan Contoh: BOM Explosion

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 C. Pusat Kerja (Work Centers)
• Pusat Kerja (Work Center) dapat berupa tempat
atau mesin atau tenaga kerja di mana
kegiatan/operasi produksi dilakukan. Work
Center digunakan dalam operasi pe-rute-an
(Routing) dan pesanan produksi.
• Dalam perencanaan produksi, data di pusat kerja
digunakan untuk operasi berikut:
1. Perhitungan Kapasitas.
2. Penjadwalan Operasi/Pesanan.
3. Penghitungan Biaya Operasional.
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 D. Daftar Tugas (Task List)/Pe-rute-an (Routing)
• Daftar tugas berisi informasi umum seperti detail operasi,
komponen yang diperlukan untuk operasi/aktivitas, dll.
• Secara umum, daftar tugas (Task List) berisi urutan standar
pekerjaan, operasi, atau aktivitas.

Bagan Contoh Tugas Produksi (Task List) Pada Industri

Benang

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Sumber: Agatha Rinta Suhardi dan Ajrina Purnamaputri (Jurnal Muara Ilmu Ekonomi dan Bisnis, Vol. 1, No. 1, April 2017)

Bagan Contoh: Jalur Produksi (Routing/Pe-Rute-an) Industri Benang

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 E. Pusat Biaya (Cost Centers)
• Pusat Biaya (Cost Center) dapat dibuat untuk setiap fungsi atau departemen
organisasi agar mencatat biaya yang dikeluarkan yang berkontribusi pada
profitabilitas perusahaan secara tidak langsung. Berikut beberapa kategori
pusat biaya yang umumnya digunakan, antara lain:
• Produksi
• Penjualan
• Administrasi
• Pusat Biaya Layanan (Service Cost Center)
• Kita dapat menetapkan pusat kerja (work center) hanya untuk satu pusat biaya
(cost center). Atau kita dapat juga menetapkan beberapa pusat kerja (work
centers) ke satu pusat biaya (cost center).
• Pusat Biaya (Cost Center) biasa ditetapkan oleh Departemen Akuntansi Biaya
(Cost Accounting).

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Langkah-Langkah Perencanaan Produksi (Baca Modul Hlm 10-12)

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Rencana Produksi = (Permintaan Total - Inventori Awal) + Inventori Akhir
Sebagai contoh, diketahui bahwa permintaan total pada bulan Januari 20x2 adalah: 8500 unit. Inventori
awal yang merupakan inventori pada bulan Desember 20x1 adalah: 800 unit. Perusahaan masih
menetapkan target untuk menyimpan inventori sebesar 700 unit.
Rencana Produksi = (8000 – 800) + 700 = 7700 + 700 = 8400 unit.
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 • Apabila kita ingin mempraktekkan konsep JIT-Just-in-Time (Lean
Manufacturing) dalam penetapan rencana produksi, maka nilai rencana
produksi bulanan harus ditransformasikan ke dalam rencana produksi harian
menggunakan formula:

• Sebagai misal pada bulan Januari 20x2 terdapat 24 hari kerja, dan telah
diketahui Rencana Produksi Bulanan adalah 8400 unit, maka untuk rencana
produksi harian akan menjadi: 8400 / 24 = 350 unit per hari. Selanjutnya
apabila dalam satu hari kerja itu katakanlah terdapat 7 jam kerja efektif,
maka rencana produksi per jam adalah: 350 / 7 = 50 unit per jam.
Berdasarkan informasi ini kita dapat menghitung siklus waktu dari produk
(product cycle time) menggunakan formula:
• Dengan demikian siklus waktu akan menjadi: 7 jam (= 420 menit) / 350 unit =
1,2 menit (per unit produk).

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Penjadwalan Produksi Induk (Master Production Schedule = MPS)
Penjadwalan produksi induk (MPS) pada dasarnya berkaitan dengan aktivitas melakukan
empat fungsi utama berikut:
• Menyediakan atau memberikan input utama kepada sistem perencanaan kebutuhan
material dan kapasitas (material and capacity requirements planning = M&CRP).
• Menjadwalkan pesanan-pesanan produksi dan pembelian (production and purchase
orders) untuk item-item MPS.
• Memberikan landasan untuk penentuan kebutuhan sumber daya dan kapasitas.
• Memberikan basis untuk pembuatan janji tentang penyerahan produk (delivery
promises) kepada pelanggan.
Tugas dan tanggung jawab profesional dari penyusun jadwal produksi induk (master
production scheduler) adalah:
• Membuat perubahan-perubahan pada catatan MPS,
• Mendisagregasikan Rencana Produksi untuk menciptakan MPS,
• Menjamin bahwa keputusan-keputusan produksi yang ada dalam MPS itu telah sesuai
dengan rencana produksi, dan
• Yang terpenting adalah mengkomunikasikan hal-hal utama dalam MPS itu kepada
bagian-bagian lain yang terkait dalam perusahaan.

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 • Demand Time Fence (DTF) adalah periode mendatang dari MPS di mana di dalam
periode ini perubahan-perubahan terhadap MPS tidak diijinkan atau tidak diterima
karena akan menimbulkan kerugian biaya yang besar akibat ketidaksesuaian atau
kekacauan jadwal.
• Planning Time Fence (PTF) adalah periode mendatang dari MPS di mana di dalam
periode ini perubahan-perubahan terhadap MPS dievaluasi guna mencegah
ketidaksesuaian atau kekacauan jadwal yang akan menimbulkan kerugian dalam biaya.

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Bagan Contoh: MPS Time Fences

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Bagan Contoh MPS Dengan Lot Size 20 Unit

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Unit Kompetensi 2:
Menganalisis Kapasitas Produksi

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Unit Kompetensi 3:
Membuat Prosedur Proses Produksi

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Unit Kompetensi 4:
Membuat Instruksi Kerja Proses Produksi

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Unit Kompetensi 5:
Menyusun Alur Proses Produksi

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
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 VG

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
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Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Unit Kompetensi 6:
Merancang Layout Produksi

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Unit Kompetensi 7:
Merancang Tata Letak Proses Produksi

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Unit Kompetensi 8:
Mengendalikan Aktivitas Produksi

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
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Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
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Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
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Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
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 VG

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Unit Kompetensi 9:
Melakukan Aktivitas Untuk Menopang Kegiatan Produksi
Dan Peningkatan Kemampuan SDM

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Baca Pelaporan Produksi dalam Modul Skema Kompetensi
Pengelolaan Produksi; Halaman 199 – 211.

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Unit Kompetensi 10:
Melakukan Analisis Masalah Yang Terjadi
Pada Aktivitas Produksi

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Manageemnt Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Baca Modul Skema Kompetensi Pengelolaan Produksi Halaman 230-238

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
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Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
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Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Latihan Perhitungan Soal-soal

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Sebuah sel kerja (Work Cell) memiliki 275 jam yang
tersedia, tingkat utilisasi 80% dan tingkat efisiensi 90%.
Berapa Rated Capacity untuk Sel Kerja (Work Cell) ini?

"Rated capacity" dihitung dengan mengalikan

(menggandakan) jam yang tersedia (275) dengan tingkat
utilisasi (80%) dengan peringkat efisiensi sel kerja (90%).

275 x 80% x 90% = 198

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 Pabrikan lokal memproduksi kursi bar (barstools) yang terdiri dari bagian atas
kursi (seat tops), 4 kaki, dan 4 trim kursi (seat trims). Permintaan dijadwalkan
pada 1.000 unit selesai per minggu. Kapasitas untuk seat tops adalah 1.200 per
minggu, kapasitas untuk kaki 3.200 per minggu, dan kapasitas untuk seat trim
adalah 4.000 per mingggu. Berapa kapasitas pabrikan untuk memproduksi kursi
bar (barstools)?

Kapasitas untuk kaki adalah 3.200 per minggu. Karena setiap kursi bar
membutuhkan 4 kaki, hanya cukup kaki untuk 800 unit yang dapat diproduksi.
Operasi bottleneck menentukan
throughput.

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 • Sebuah sel kerja memiliki 5 mesin yang beroperasi 7
hari seminggu dengan 10 jam per hari. Hitung waktu
yang tersedia (Available time).

Waktu yang tersedia adalah jumlah jam yang dapat

digunakan oleh pusat kerja (work center). Jadi, 5 x 7 x 10
= 350 jam.
• Sebuah sel kerja (work cell) memiliki 5 mesin yang beroperasi 5
hari seminggu dengan 8 jam per hari. Selama seminggu, mereka
berproduksi selama 170 jam. Berapa tingkat utilisasi atau tingkat
pemanfaatannya (utilization rate)?
Utilisasi = jam kerja yang sebenarnya (aktual) dibagi dengan jam yang tersedia. 170
jam yang digunakan untuk memproduksi dibagi dengan 200 jam yang tersedia =
(170 / 200) = 85% (Tingkat Utilisasi).

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 • Sebuah sel kerja (work cell) memiliki 5 mesin yang beroperasi 5 hari seminggu
dengan 8 jam per hari. Sel (work cell) digunakan 180 jam tetapi menghasilkan
144 jam kerja standar. Berapa efisiensi pusat kerja ini?

Efisiensi = jam kerja standar yang dihasilkan dibagi dengan jam kerja sebenarnya
(aktual) x 100%. Oleh karena itu, 144 jam kerja standar yang dihasilkan dibagi 180
jam kerja sebenarnya (aktual) x 100% sama dengan efisiensi 80% (144 / 180 x
100%).

• Sebuah pusat kerja (work center) memiliki pesanan untuk memproses 450 unit
Part A. Dibutuhkan 30 menit untuk setup dan 5 menit untuk menjalankan
masing-masing bagian (each pieces). Berapa total waktu yang dibutuhkan untuk
menyelesaikan pesanan?

Waktu yang dibutuhkan sama dengan waktu setup dan waktu operasi (run time).
Untuk contoh ini, waktu yang dibutuhkan sama dengan 30 menit setup ditambah
(450 buah x 5 menit/buah) waktu operasi = 30 + 2250 = 2280 menit atau 38 jam
(2280 / 60) .

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 • Hitung jam standar yang tersedia dalam 10 jam dengan
faktor waktu yang hilang (lost time factor) 12% dan
95% efisiensi mesin (dibulatkan ke perseratus terdekat).
Jam standar akan dihitung sebagai: 10 jam x (1 – 0,12) x
0,95 = 10 jam x 0,88 x 0,95 = 8,36.
• Mesin = 2, Operasi per shift = 3, Shift per hari = 1, Hari kerja per
minggu = 5, Jam kerja per shift = 12, Utilisasi mesin = 90%,
Efisiensi operator = 80%. Jika beban mingguan pusat kerja (cost
center’s weekly load) adalah 90 jam, bagaimana kondisi yang
mendeskipsikan pusat kerja (work center)?
Karena pusat kerja ini memiliki kapasitas 86 jam yang tersedia (2
mesin x 1 shift x 5 hari x 12 jam x utilisasi 0,90 x efisiensi operator
0,80 = 86), pusat kerja ini kelebihan beban (Overloaded) pada
beban mingguan 90 jam.
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 • Gunakan informasi di bawah ini untuk menghitung kapasitas
mingguan yang tersedia dibulatkan ke terdekat, jika jam standar:
Mesin = 3, Operasi per shift = 2, Shift per hari = 1, Hari kerja per
minggu = 7, Jam kerja per shift = 8, Utilisasi mesin = 80%,
Efisiensi operator = 90%.
Kapasitas mingguan: 3 mesin x 7 hari x 8 jam per hari x .80 utilisasi
mesin x .90 efisiensi operator = 121 jam standar.
• Mesin = 2, Operasi per shift = 3, Shift per hari = 1, Hari kerja per
minggu = 5, Jam bekerja per shift = 12, Utilisasi mesin = 90%,
Efisiensi operator = 80%. Berdasarkan data di atas, bagaimana
kondisi pusat kerja jika beban mingguan adalah 64 jam?
Karena pusat kerja ini memiliki kapasitas 86 jam yang tersedia (2
mesin x 1 shift x 5 hari x 12 jam x utilisasi 0,90 x efisiensi operator
0,80 = 86), maka pusat kerja ini kekurangan beban
(Underloaded) pada beban mingguan 64 jam.
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 • Gunakan informasi di bawah ini untuk menghitung kapasitas
tersedia mingguan pusat kerja yang dibulatkan ke jam standar
terdekat. Mesin = 2, Operasi per shift = 3, Shift per hari = 1, Hari
kerja per minggu = 5, Jam kerja per shift = 12, Utilisasi mesin =
90%, Efisiensi operator = 80%.
Perhitungan kapasitas yang tersedia sebagai berikut: 2 mesin x 1 shift
x 5 hari x 12 jam x utilisasi 0,90 x efisiensi operator 0,80 = 86,4,
atau 86 (dibulatkan).
• Gunakan informasi di bawah ini untuk menghitung kapasitas yang
tersedia dengan jam kerja yang diperluas (ditambah) menjadi 14 jam
shift. Pembulatan ke jam standar terdekat: Mesin = 2, Operasi per shift
= 3, Shift per hari = 1, Hari kerja per minggu = 4, Utilisasi mesin =
90%, Efisiensi operator = 80%.
Hitung kapasitas yang tersedia sebagai berikut: 2 mesin x 1 shift x 14 jam
x 4 hari x utilisasi mesin 0,90 x efisiensi operator 0,80 = 80,64, atau 81
jam (dibulatkan).
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 • Hitung kapasitas yang tersedia ke jam standar terdekat jika minggu
kerja diperluas (ditambah) menjadi 5 hari dengan shift 10 jam.
Mesin = 4, Operasi per shift = 2, Shift per hari = 1, Utilisasi mesin
= 90%, Efisiensi operator = 80%.
Perhitungan kapasitas yang tersedia sebagai berikut: 4 mesin x 1 shift
x 5 hari x 10 jam x utilisasi mesin 0,90 x efisiensi operator 0,80 =
144 jam.
• Sebuah perusahaan ingin memproduksi perangkat keras pada tingkat
seimbang (level rate) dan mengirim 10 unit ke persediaan. Jika
mereka melakukan prakiraan 6 bulan dan mengungkapkan bahwa
total 110 unit yang diminta, berapa yang seharusnya menjadi tingkat
produksi bulanan mereka?
Total kebutuhan = prakiraan 110 unit ditambah inventory 10 unit =
120 unit. Produksi bulanan selama 6 bulan adalah = 120 unit / 6 bulan
= 20 unit per bulan.
Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 • Sebuah komponen memiliki biaya tetap $900
dan biaya variabel $3,00 per unit. Berapa biaya
rata-rata per unit jika 3.000 unit diproduksi?
Untuk menghitung biaya per unit, bagi biaya tetap
($900) dengan unit yang diproduksi (3.000) yaitu
$0,30. Tambahkan biaya tetap ke biaya variabel
untuk mendapatkan biaya per unit ($3,00 + $0,30).
ATC = AFC + AVC (Average Total Cost = Average
Fixed Cost + Average Variable Cost).

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 • Hitung kuantitas produksi bulanan, jika persediaan awal 400,
persediaan akhir 200, dan perkiraan penjualan tiga bulan 500, 400,
800.
Kuantitas produksi selama 3 bulan = Total Kebutuhan - Inventory
Awal + Inventory Akhir = (500 + 400 + 800) – 400 + 200 = 1700 –
200 = 1500 (Produksi Triwulan).
Kuantitas produksi per bulan = 1500 unit / 3 bulan = 500 unit per
bulan.
• Operasi pemesinan menggunakan lima mesin yang bekerja 14 jam
sehari, lima hari seminggu. Berapa waktu yang tersedia mingguan?
Waktu yang tersedia dihitung dengan mengalikan jumlah mesin (5)
dengan jumlah jam tersedia tersedia setiap hari (14) dengan jumlah
hari setiap minggu (5). Hasil perhitungan menjadi =
14 x 5 x 5 = 350 jam per minggu.

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist
 • Sebuah sel kerja (work cell) memiliki 275 jam per minggu
waktu yang tersedia dengan tingkat utilisasi 80%. Berapa jam
sebenarnya (aktual) yang dihabiskan untuk memproduksi suku
cadang?
Tingkat utilisasi mengukur persentase waktu mesin yang benar-
benar memproduksi suku cadang itu. Jam kerja sebenarnya
(Aktual) dapat dihitung dengan mengalikan persentase utilisasi
(80%) dengan jumlah jam yang tersedia (275), sehigga menjadi:
80% x 275 = 220 jam.

Vincent Gaspersz, Lean Six Sigma Master Black Belt & Certified Management Systems Lead Specialist