#TM14.290517.LPI (2)

# TM13 250517 Life Cycle Costing

Nicholas A.J. Hanstings, Physical Asset Management, (2010) Spinger, London

#TM 12 ,170517,CAPITAL EXPENDITURE

#TM11.Sistem Perencanaan, Pengadaan, dan persediaan

MRP, MRP in term of when the components need to be relased to manufacturing or a vendor  to satisfy the finished product  master schedule and MRP is such a computerized inventory planning and control systems

Menurut saya , MRP adalah sautu metode yang biasa di gunakan untuk melakukan sebuah kegiatan dalam teknik perencanaan dan pengontrolan terhadap barang berupa part yang akan di olah oleh vendo atau pun untuk dijadikan bahan assembly dalam kegiatan manufaktur, yang disimpan sebagai inventory.

 

MRP II, Manufacturing planning a system in which the entire production environment is evaluated to allow master schedules to be adjusted and created based on feedback from current production / purchase condition

Menurut saya , MRP II adalah suatu system yang dirancang untuk memudahkan dalam memenuhi kebutuhan informasi dalam segi manufacturing  yang bertujuan untuk mengintegrasikan antara berbagai  fungsi satu  dengan fungsi utama dalam industi manfaktur seperti keuangan, pemasaran, produksi.

JIT, JIT a philosophy in which material and components required in the production prosses are available at exactly the time required

Menurut saya ,Just In Time adalah suatu kegiatan pengembangan system produksi yang diriancang untuk digunakan agar dapat bertujuan untuk meningkatkan  kualitas, dan dapat bertujuan agar menekan berbagai biaya , dan bertujuan untuk mencapai waktu penyerahan seefisien mungkin dengan menghapus semua jenis kegiatan yang memboroskan, sehingga dapat perusahaan dapat memenuhi kebutuhan pelanggan pada waktu yang tepat sesuai dengan jumlah yang dikehendaki oleh pelanggan tersebut.

KANBAN, Kanban a Japanese word meaning card and manual inventory management system development by Toyota

Menurut saya, KANBAN adalah sebuah konsep dimana 2 konsep yaitu antara Lean Manufacturig and Just In Time, dan merupakan system peraturan atau system informasi yang membantu mengendalikan dan menentukan produksi produk yang sangat diperlukan dalam jumlah dan waktu yang diperlukan dalam tiap proses manufakturing dan juga diantara perusahaan.

HUBUNGAN SISTEM MRP , MRP II , JIT , KANBAN TERHADAP EQUIPMENT

Hubungan system  MRP , MRP II, JIT, DAN KANBAN adalah merupakan istilah-istilah yang dipergunakan dalam dunia manufaktur. Masing-masing istilah tersebut memiliki sistem dan tujuan yang berbeda-beda, namun MRP, MRP II,  JIT  dan KANBAN  adalah merupakan bagian dari Manufacturing Planning and Control (MPC) atau perencanaan dan pengendalian manufaktur.

MRP hanya memperhitungkan perkiraan perencanaan material (Material Planning Projections) berdasarkan tahap explosion dari Bill Of Material.

Fungsi-fungsi yang sering muncul dalam MRP adalah:

1.Bills of Material

2.Inventory Management

3.Work Order Management

4.Shop Floor Scheduling

5.Production Activity Control

6.Material Shortage Management

MRP II (Manufacturing Resource Planning)

MRP II memperhitungkan semua sumberdaya manufaktur yang ada untuk proses simulasi pro-aktif

Fungsi-fungsi yang sering muncul dalam MRP II adalah:

1.Financial Modules

2.Business Plan

3.Resource Planning

4.Production Plan

5.Sales and Operations Plan

Pengaruh JIT pada Penilaian  Persediaan

Salah satu masalah pertama akuntansi yang dapat dihilangkan dengan penggunaan pemanufakturan JIT adalah kebutuhan untuk menentukan biaya produk dalam rangka penilaian persediaan. Jika terdapat persediaan, maka persediaan tersebut harus dinilai, dan penilaiannya mengikuti aturan-aturan tertentu untuk tujuan pelaporan keuangan. Dalam JIT diusahakan  persediaan nol (atau paling tidak pada tingkat yang tidak signifikan), sehingga penilaian persediaan menjadi tidak relevan untuk tujuan pelaporan keuangan.Dalam JIT, keberadaan penentuan harga pokok produk hanya untuk memuaskan tujuan manajerial. Manajer memerlukan informasi biaya produk yang akurat untuk membuat berbagai keputusan misalnya :

penetapan harga jual berdasar cost-plus

analisis trend biaya.

analisis profitabilitas lini produk.

perbandingan dengan biaya para pesaing

keputusan membeli atau membuat sendiri, dsb.

Mengurangi pemborosan

Pengurangan pemborosan terutama dalam bentuk barang yang terbuang, karena pada hakekatnya pemborosan adalah biaya.

*Tujuan tersebut dapat dicapai dengan cara :

Mengeliminasi atau mengurangi persediaan

Meningkatkan mutu

Mengendalikan aktivitas supaya biaya

Memperbaiki kinerja

Kanban

Menurut Yasuhiro Monden secara terperinci sistem kanban digunakan untuk melakukan fungsi sebagai berikut

1. Perintah

2. Pengendalian diri sendiri untuk mencegah over production

3. Pengendalian Visual

4. Perbaikan Proses dan Operasi Manual

5. Pengurangan Biaya Pengelolaan

Resource : David D. Bedworths & James E. Bailey ( 1987 ) : Integrated Production Control System Management Analysis, Design( 2/E) John Wiley & Sons ( pp. 161 – 192 ) . Singapore

#TM10.060517.Safety Stock

INVENTORY

Inventory atau persediaan merupakan sejumlah barang yang disediakan untuk memenuhi permintaan dari pelanggan , persediaan bisa berbentuk bahan raw material yang harus diproses lagi atau menjadi barang jadi yang sudah siap untuk dijual atau di satukan dengan part yang lain.

FUNGSI INVENTORY

1.    Menghindari ada material/part yg rusak.

2.    Menghindari keterlambatan pengiriman.

3.    Menghindari tidak ada barang (musiman).

4.    Menghindari kenaikan harga.

5.    Mendapatkan diskon (beli banyak).

6.    Menjamin kelangsungan produksi.

THE FIXED  ORDER INTERVAL SYSTEM

Pada sistem ini merupakan sistem pemesanan dengan interval pemesanan yang tetap tapi ukuran pemesanan bervariasi. Pada sistem ini safety stock (pengaman) digunakan untuk meredam fluktuasi selama interval pemesanan. Ciri dari sistem persediaan dengan persediaan  adalah sebagai berikut :

1.    Safety stock digunakan untuk meredam fluktuasi kebutuhan selama periode tertentu.

2.    Selang waktu pemesanan berturut-turut tetap.

3.    Ukuran pemesanan bervariasi tergantung jumlah persediaan yang ada di gudang pada saat dilakukan pemesanan kembali.

4.    Tidak ada waktu pemesanan kembali pada interval waktu yang sama.

Kelebihan dari tipe ini adalah tidak perlu pemeriksaan terus menerus, sehingga dapat mengurangi pekerjaan, dan sangat baik jika banyak jenis barang dengan gudang tapi sedikit pesanan.

Sedangkan kelemahannya adalah harus mempunyai safety stock yang dapat melindungi selama satu periode penuh, Ukuran pesanan tidak tetap dan harus selalu melakukan perhitungan setiap akhir periode.

THE FIXED ORDER SIZE INVENTORY SYSTEM

     System persediaan ukuran tetap sangat penting  , jumlah barang yang akan dipesan ulang aka beroperasi sesuai dengan permintaan sebelumnya karena pada proses pengeriman jumlah tersebut didata oleh computer .

SAFETY STOCK

   Safety tock diadakan untuk memenuhi variasi permintaan yang takterduga , karena kebutuhan timbul dari permintaan kedepan , dan produksi barang yang disimpan . Safety tock perlu dilakukan untuk mecegah terjadinya kehabisan barang/ stock pada saat customer meminta pengiriman oleh karena itu kita perlu mengetahui tingkat kebutuhan pelanggan , permintaan pelanggan , distribusi variasi produksi , distribusi variasi lead time

Biegel,J.E.(1987,90)Production Control : A quantitative approach  ed-New Delhi : Prentice-Hall of India

#TM 9. 260417 (K9)

Untuk memuntaskan tugas LPI dengan ini saya lampirkan tugas tersebut :

LIFE CYCLE

Kutipan       :   McFarland dalam The National Property Management Association’s Journal of Property and Asset Management (2010), berpendapat bahwa profesional manajemen (dalam hal ini manajemen aset) harus dapat mengelola semua aspek dari siklus hidup aset untuk memastikan perusahaan mereka mencapai hasil maksimal atas modal yang diinvestasikan, menerapkan efisien dan efektif proses yang memberikan kontrol yang wajar yang mendukung tenaga kerja sementara menghilangkan proses non nilai tambah, sumber daya dan biaya.

Sumber            :  http://sahidsutomo.blogspot.co.id/2013/10/manajemen-aset.html

menurut saya  : menurut pendapat saya silus asset sangat diperlukan karena dengan terdpat siklus asset kita dapat melakukan suautu kajian dengan menjadikan suautu asset sebagai bahan perencaan selanjutnya dalam perusahaan dan kami dapat melakukan siklus terhadap suatu asset yang kami miliki dengan adanya siklus kita dapat melakukan kegiatan dari awal perencaan sampai penghapusan suatu asset secara terencana dan teratur.

 CAPEX

kutipan          :   Horngren et al (2006, P467) menyatakan “Pengeluaran Modal (Capital  Expenditure) adalah pengeluaran yang meningkatkan kapasitas atau efisiensi aktiva atau yang memperpanjang masa manfaat.

sumber             : https://ekopunyablog.wordpress.com/2012/04/23/apa-itu-capital-expenditure-capex-dan-operating-expenditure-opex/

Menurut saya  :  capex itu adalah suatu kegiatan yang dapat bertujuan untuk menjadikan suautu nilai profit terhadap suatu masa manfaat terhadap asset dan juga jangka waktu keuangan dan efisiensi aktifa terhadap perusahaan.

OPEX

Kutipan           :    Operating expenditure adalah alokasi yang direncanakan dalam budget untuk melakukan operasih perusahaan secara normal. Dengan kata lain operating expenditure (biaya operasi) digunakan untuk menjaga kelangsungan aset dan menjamin aktivitas perusahaan yang direncanakan berlangsung dengan baik. Karena sifatnya biaya sehari-hari maka biaya operasi tidak meliput pajak pendapatan, depresiasi, dan biaya financing (bunga pinjaman).

Sumber             :     https://ekopunyablog.wordpress.com/2012/04/23/apa-itu-capital-expenditure-capex-dan-operating-expenditure-opex/

Menurut saya  :    menurut saya opex sangat penting dikarenakan dengan adanya opex perusahaan dapat memperedikasin berapa biaya yang dapaty dialokasikan untuk menjalankan suautu kegiatan perusahaaan secara terencana dan juga sesuai dengan tujuan dari perusahaan. Dan dnegan adanya opex perusahaan dapat menekan biay anggaran untuk kedepannya.

                                                                        INVENTORY

Kutipan        :    konsep persediaan menurut Rangkuti (2004:1) mengatakan bahwa persediaan merupakan suatu aktiva yang meliputi barang-barang milik perusahaan dengan maksud untuk dijual dalam suatu periode usaha tertentu, atau persediaan barang-barang yang masih dalam pengerjaan atau proses produksi, ataupun persediaan bahan baku yang menunggu penggunaannya dalam suatu proses produksi.

Sumber             :     http://www.materibelajar.id/2016/04/teori-persediaan-pengertian-tujuan.html

Menurut saya  :        persediaan sangat dibutuhkan sebagai kegiatan mencegah terjadinya suatu masalah di akhir nanti yang dapat membuat masalah dalam kegiatan operasi suatu produksi atau berjalanya suautu operasional ,sehingga persediaan sangat dibutuhkan dan juga persedian harus di lakukakan perhitungan secara cepat dan tepat dalam nilai kebutuhan.

DISPOSAL

Kutipan         :     Pemusnahan aset adalah serangkaian kegiatan yang dilakukan apabila aset tidak dapat diperbaiki untuk digunakan kembali. (Sugiama, 2013),Menurut Gima Sugiama (Sugiama, 2013: 264) Aset yang telah tidak memungkinkan lagi direjuvenasi karena pertimbangan ekonomi atau fungsinya, maka aset dapat dihapuskan atau disposal

Sumber        :  Sugiama, Gima. 2013. Manajemen Aset Pariwisata. Bandung; Guardaya Intimarta

Menurut saya : pemusnahaan asset sangat dibutuhkan untuk membuat atau merencanakan kegiatan selanjutnya ,karena asset yang dimusnahkan harus dilakukan untuk menjaga agar arus kas dalam perusahaan tidak membengkak dikarena nilai pemeliharaan dari asset yang sudah tidak dapat digunakan kembali, dan juga bertujuan untuk menjaga arus cash tetap aman dalam perusahaa.

#TM8 #190417 LPI (1)

#020417.TM 7. Asset Management chapter 1,2,14,15,18

Chapter 2

The Asset Management Function

Chapter Aim: To describe the aim, structure and activities of asset management.

To indicate the competencies needed by people who work in asset management.

Chapter Outcomes: After reading this chapter you will know:

• Why asset management is needed and what it’s main activities are

• How the asset management function should be structured

• The need for personnel working in particular technical asset areas

• The need for financial, legal and engineering support

• The basic knowledge required by asset managers

• The personnel roles required in asset management and the competencies required

for those roles

• What is meant by asset management policy

• What is meant by asset management strategy

Chapter Topics:

• The asset management function

• Structure

• Asset management groups

• Knowledge required for effective asset management

• Asset management activities

• Asset management policy

• Policy statement

• Asset strategy factors and model

• Personnel roles

• Personnel competencies

• Personnel development

2.1 The Asset Management Function

Asset management activities permeate to many levels of an organization, and are not confined to a central group. For this reason we shall use the term Asset Management Function as a flexible descriptor for the activities involved, and apply the term Asset Manager to those involved significantly, but not necessarily exclusively, in asset management activities. The purpose of the Asset Management Function is to provide resources and expertise to support the acquisition, in-service support and disposal of the physical assets required by the organization.

2.2 Structure

Asset management activities and responsibilities impact on a wide range of roles within an organization are not confined to a specific department. However, in a large organization, effective asset management will benefit from the existence of recognized asset management personnel with expertise in specific areas. These may be formed into distinct groups, the title of which will depend on company historyand structure.  An example in defence is the Defence Materiel Organization, which has divisions managing land, sea and air assets. Within each division are asset management groups referred to as System Program Offices (SPOs).

2.2.1 Asset Management Groups Example Asset management groups are based around the various major equipment areas operated by the company.

Figure 2.2 shows an example of the asset management groups for an electricity transmission company. The company installs and operates transmission lines and substations. There are asset management groups for ‘substations’ and ‘field’ with sub-groups for switchgear, transformers, transmission lines and so on. Each group is headed by an asset group manager, supported by technical, logistics, financial and commercial staff with competence in the particular field.

2.3 Asset Knowledge The management of assets is dependent on knowledge about the organization’s assets, in terms of both current equipment, business role of the assets and future prospects. Asset managers need to have a practical working knowledge of the major assets at a management level so as to be able to make sound business decisions. They need to be aware of the assets which constitute elements in any given capability, that is, the array of subsidiary items which are necessary to support particular prime equipment.

the lead time for acquisition of replacements, so that we can plan our replacement strategy sufficiently far in advance. This knowledge, combined with an assessment of the future requirements of the business, and of developments in the types of vehicles available from manufacturers, will enable us to make sound and timely decisions within the constraints of business risk. A summary of points of knowledge which an asset manager may need to have is shown in Table 2.1.

2.3.1 Asset Management Activities

The asset management function has a role to play in relation to a substantial numberof activities, as shown in Table 2.2 Asset management activities.

2.4 Asset Management Policy

A policy statement is a statement of the overall aims or principles adopted by an organization. A classic policy statement from history was made by a senator in ancient Rome: “Carthage must be destroyed”. PAS-55, the Asset Management specification, calls for an organization to have an asset management policy. Some suggested general points to be covered in the asset management policy statement are shown in Fig. 

2.5 Asset Management Strategy

A strategy is a broad level plan set by senior management as a guide to how and organization intends to achieve its aims. Figure 2.4 illustrates an overall life cycle model and related asset strategy factors. Under this heading, we set out the procedures, or refer to existing documents which specify procedures to be followed in managing assets. The asset strategy2.5.1 Capital Items

Asset replacement plans are to be created and to be reviewed annually

2.5.2 In-Service Support

A systematic approach to the support of in-service assets is to be established and operated in accordance with the following requirements. Actions: Acquire, Retain, Replace, Dispose Acquisition: Life Cycle Cost, Commonality, Maintenance strategy: e.g. Outsource or not, Through Life Logistic Support, Training Operations: Physical plan, Performance, Profit, Return On Investment Maintenance tactical detail: Quality, Reliability, Maintainability, Availability.

2.5 Asset Management Strategy 21

Asset maintenance plans, which may include outsourcing, are to be established and to be documented in the organization’s maintenance management computer system. Plans will be created and maintained, to deliver the required level of service of assets. Asset maintenance plans are to minimize life cycle costs consistent with achieving the outcomes specified. Risk analysis of asset operations is to be undertaken in accordance with specified procedures. Risk management and mitigation strategies are to be implemented as indicated by the analysis. The specified information management system is to be used for recording plans, procedures and work management.

2.5.3 Business Strategy and Asset Strategy

The asset strategy must be responsive to and interact with the business strategy. Issues deriving from the business situation which will impact on asset management strategy include the following.

• Changes in demand for product or service.

• Changes in revenue and costs.

• Technological developments.

• New business developments

• Acquisitions

• Divestment, sale or phasing out;

• Redeployment;

• Changed operating practices;

• Equipment replacement/Leasing;

• Outsourcing or In-sourcing of services.

Other factors are the extent to which we plan for long term growth or to just do enough to meet short term requirements; degree of commitment to in-house repair and logistic support as opposed to use of outsourced support facilities; the use of redundancy to achieve system reliability, rather than seeking high reliability of individual items; the degree of co-ordination between related parts of a supply chain,e. g. electricity generation, transmission, and distribution; maintenance and replacement strategy in regard to run-to-failure, age-based, condition-based, spend-limit based replacement decisions.

2.6 Personnel Roles in Asset Management

The asset management function requires persons with business, technical, operations or service experience, who can work effectively with finance, contract and engineering specialists. The following are key personnel roles in asset management. The assignment of persons to these roles will depend on the size and structure of the organization, and the existence of a role does not necessarily imply that that role constitutes a full time job.

Chapter 14

Logistic Support

The aim of this chapter is to describe the factors involved in supporting physical assets from the point of introduction into service, over their life time through to disposal. These factors also influence the initial choice of equipment.

In the chapter you will learn that many problems in physical asset management can be reduced by considering the supportability of equipment at the acquisition stage. You will learn about the many factors that need to betaken into account in planning equipment support, and will be provided with check lists to assist this type of planning.

Chapter topics :

§  Introduction

§  Value engineering

§  Reliability centered procurement

§  Equipment commonality

§  Asset appraisal and acceptance

§  Test and evaluation

§  Preferred suppliers

§  Logistic support analysis

§  Level of repair analysis

§  Integrated logistic support

§  Through life support

§  Supplier viewpoint

14.1 Introduction

 

            Physical assets require the support of people, service and resources of many types, including operators, maintainers, repair facilities, consumables, spare parts, documentation and training. To ensure that these support are provided and budgeted for, several types of analysis are needed. The following techniques are applicable :

§  Value engineering – involves a critical review of features of the proposed capability to eliminate unnecessary elements and simplify things where possible

§  Equipment commonality – aims to ensure that unnecessary equipment diversity and support systems complexity are avoided

§  Logistic support analysis – the detailed analysis of support requirements

§  Level of repair analysis – is concerned with deciding where particular types of repair will be carried out, for example, what will be done by local technicians, what by central workshops and so on.

§  Integrated logistic support – is a system for ensuring that, once we have decided on our logistic support concept, all aspect necessary to implement it are identified and implemented.

§  Through life support – is a concept which emphasizes the need for logistic support to extend over the whole life of the equipment. This consideration is important where contracts for support are to be let.

§  Supplier viewpoint – under this heading we consider the issue of logistic support from the point of view of a manufacturer or supplier, for whom both commitments and business opportunities exist.

The aims of these techniques are to :

§  Form a basis for planning and budgeting of equipment acquisition, operation, through-life-support and disposal

§  Optimize costs over the life cycle of equipment, and not just focus on minimizing acquisition cost

§  Get value for money

§  Avoid nasty surprises down the track.

            In the case of common user equipment, purchased and used in an urban or industrial environment with many surrounding support service, the techniques outlined in this chapter are relatively easy to apply. This does not mean that the principles involved can be iqnored or that it is impossible to go wrong. However, the available support of equipment distributors, manufactures and specialized maintenance organizations can greatly reduce the extent to which asset owners need to deal with the details of logistic support. By contrast, if we are to operate away from a supportive environment, great care must be taken to ensure that the essential logistic support elements are in place.

Figure 14.1, the iceberg diagram, based on original by ben Blanchard, illustrates graphically the dangers of failure to recognize the activities and costs involved in logistic and through life support of physical assets.

 Chapter 18

Know Your Asset

Chapter Aim: the aim of this chapter is to draw attention to the need for asset managers to be familiar with their assets in a techincal, business and operational context. The asset manager will also have an integrated view of the assets as whole and will understand the relantionships, interdependance and degree of claticality among the deployed assets.

Chapter Outcomes: After reading this chapter you will be aware of the importance of understanding the range of assets which are used in the business, their roles, the techonologies involved and the relative criticality of particular assets. You will be aware of the value of expert which have in depth asset knowledge and of the significance of bottlenecks which can occur particulary in flow process business.

Chapters topics:

Ø  Awarness of Key Assets

Ø  Block diagrams

Ø  Criticaloity

Ø  Expert teams

Ø  Bottlenecks

Ø  Backlogs

18.1 Awarness of Key Assets

Successful asset management is dependet on managers having a clear understanding of asset required to physically sustain the business and to keep it profitable. There is value in having a register of key asset of the organization which includes information on their leading specification and age. It is also valuable in providing essential capabilities.

Asset management information system contain a cast amount of detailed information . in order to see the wood for the tress , the register of key assets, which is essentially a report generated form the full asset register, lists the main items at a senior management decision level. The register of key assets in a cital document will incorporate information such as :

Ø  Asset/Capability title

Ø  Brief configuration detail

Ø  Location

Ø  Age

Ø  Estimated remaining life

Ø  Cost

Ø  Replacement cost

Ø  Recent history e.g last overhaul or upgrade date

Ø  know issues

Ø  know plants

There is also value in having maps, plans, satelite image, photographs and surveilance images at various levels of detail, making it as simple as possible to understand the location and nature of ssets and their current condition.

The actual mining machinery and supporting service. Most industrial complexes involve a wide range of types of assets.

A statement of quality of assets under management, pf the budget involved and of the worl crried out annually is valuable as an indicator to staff to senior management and to the public of the scale of the asset management task.

 

At a large electricity transmission company the CEO aranged for video screens in the head office to display, on a real time basis, the electricuty throughput of each of the compant's major transmission lines.

#290317.TM6.ELSD & Chair

tugas ini dibuat untuk memenuhi nilai tugas mandiri Logistik Peralatan Industri yaitu, perhitungan penggantian dalam pengembalian dalam kegitatan produksi bangku lipat kuliah berikut contoh perhitunganya :

    

• 
  

#220317TM5.Asset Management & HS Code Material Kursi dan Manfaatnya

Chapter 2

The Asset Management Function

Chapter Aim: To describe the aim, structure and activities of asset management.

To indicate the competencies needed by people who work in asset management.

Chapter Outcomes: After reading this chapter you will know:

• Why asset management is needed and what it’s main activities are
• How the asset management function should be structured
• The need for personnel working in particular technical asset areas
• The need for financial, legal and engineering support
• The basic knowledge required by asset managers
• The personnel roles required in asset management and the competencies required

for those roles

• What is meant by asset management policy
• What is meant by asset management strategy

Chapter Topics:

• The asset management function
• Structure
• Asset management groups
• Knowledge required for effective asset management
• Asset management activities
• Asset management policy
• Policy statement
• Asset strategy factors and model
• Personnel roles
• Personnel competencies
• Personnel development

2.1 The Asset Management Function

Asset management activities permeate to many levels of an organization, and are not confined to a central group. For this reason we shall use the term Asset Management Function as a flexible descriptor for the activities involved, and apply the term Asset Manager to those involved significantly, but not necessarily exclusively, in asset management activities. The purpose of the Asset Management Function is to provide resources and expertise to support the acquisition, in-service support and disposal of the physical assets required by the organization.

2.2 Structure

Asset management activities and responsibilities impact on a wide range of roles within an organization are not confined to a specific department. However, in a large organization, effective asset management will benefit from the existence of recognized asset management personnel with expertise in specific areas. These may be formed into distinct groups, the title of which will depend on company historyand structure.  An example in defence is the Defence Materiel Organization, which has divisions managing land, sea and air assets. Within each division are asset management groups referred to as System Program Offices (SPOs). 

2.2.1 Asset Management Groups Example Asset management groups are based around the various major equipment areas operated by the company. Figure 2.2 shows an example of the asset management groups for an electricity transmission company. The company installs and operates transmission lines and substations. There are asset management groups for ‘substations’ and ‘field’ with sub-groups for switchgear, transformers, transmission lines and so on. Each group is headed by an asset group manager, supported by technical, logistics, financial and commercial staff with competence in the particular field.

2.3 Asset Knowledge The management of assets is dependent on knowledge about the organization’s assets, in terms of both current equipment, business role of the assets and future prospects. Asset managers need to have a practical working knowledge of the major assets at a management level so as to be able to make sound business decisions. They need to be aware of the assets which constitute elements in any given capability, that is, the array of subsidiary items which are necessary to support particular prime equipment. 

the lead time for acquisition of replacements, so that we can plan our replacement strategy sufficiently far in advance. This knowledge, combined with an assessment of the future requirements of the business, and of developments in the types of vehicles available from manufacturers, will enable us to make sound and timely decisions within the constraints of business risk. A summary of points of knowledge which an asset manager may need to have is shown in Table 2.1.

2.3.1 Asset Management Activities

The asset management function has a role to play in relation to a substantial numberof activities, as shown in Table 2.2 Asset management activities.

2.4 Asset Management Policy

A policy statement is a statement of the overall aims or principles adopted by an organization. A classic policy statement from history was made by a senator in ancient Rome: “Carthage must be destroyed”. PAS-55, the Asset Management specification, calls for an organization to have an asset management policy. Some suggested general points to be covered in the asset management policy statement are shown in Fig.  

2.5 Asset Management Strategy

A strategy is a broad level plan set by senior management as a guide to how and organization intends to achieve its aims. Figure 2.4 illustrates an overall life cycle model and related asset strategy factors. Under this heading, we set out the procedures, or refer to existing documents which specify procedures to be followed in managing assets. The asset strategy2.5.1 Capital Items

Asset replacement plans are to be created and to be reviewed annually.

2.5.2 In-Service Support

A systematic approach to the support of in-service assets is to be established and operated in accordance with the following requirements. Actions: Acquire, Retain, Replace, Dispose Acquisition: Life Cycle Cost, Commonality, Maintenance strategy: e.g. Outsource or not, Through Life Logistic Support, Training Operations: Physical plan, Performance, Profit, Return On Investment Maintenance tactical detail: Quality, Reliability, Maintainability, Availability.

2.5 Asset Management Strategy 21

Asset maintenance plans, which may include outsourcing, are to be established and to be documented in the organization’s maintenance management computer system. Plans will be created and maintained, to deliver the required level of service of assets. Asset maintenance plans are to minimize life cycle costs consistent with achieving the outcomes specified. Risk analysis of asset operations is to be undertaken in accordance with specified procedures. Risk management and mitigation strategies are to be implemented as indicated by the analysis. The specified information management system is to be used for recording plans, procedures and work management. 

2.5.3 Business Strategy and Asset Strategy

The asset strategy must be responsive to and interact with the business strategy. Issues deriving from the business situation which will impact on asset management strategy include the following.

• Changes in demand for product or service.
• Changes in revenue and costs.
• Technological developments.
• New business developments
• Acquisitions
• Divestment, sale or phasing out;
• Redeployment;
• Changed operating practices;
• Equipment replacement/Leasing;
• Outsourcing or In-sourcing of services.

Other factors are the extent to which we plan for long term growth or to just do enough to meet short term requirements; degree of commitment to in-house repair and logistic support as opposed to use of outsourced support facilities; the use of redundancy to achieve system reliability, rather than seeking high reliability of individual items; the degree of co-ordination between related parts of a supply chain,e. g. electricity generation, transmission, and distribution; maintenance and replacement strategy in regard to run-to-failure, age-based, condition-based, spend-limit based replacement decisions.

2.6 Personnel Roles in Asset Management

The asset management function requires persons with business, technical, operations or service experience, who can work effectively with finance, contract and engineering specialists. The following are key personnel roles in asset management. The assignment of persons to these roles will depend on the size and structure of the organization, and the existence of a role does not necessarily imply that that role constitutes a full time job. 

kode HS dan kode BTKI peralatan yang di gunakan dalam produksi bangku

#150317.TM4.Seleksi peralatan pemindahan bahan produksi kursi

untuk memenhi tugas mata kuliah peralatan logitik industri ,maka dengan ini saya akan melanjutkan kegiatan produksi terhadap kursi lipat kuliah ,yang dimana berkaitan dengan blog sebelumnya yaitu bahan-bahan pembuatan kursi lipat, maka dengan ini penjelasan secara singkat dan jelas :

*keterangan  bagan 1.0

1.  Pada kegiatan pertama perusahaan melakukan kontrak dengan supplier untuk menerima material dari beberapa supplier baik material mentah atau setengah jadi.
2.  Penerimaan bahan-bahan dari supplier dilakukan pengecekan spesifikasi yang telah di tentukan oleh perusahaan untuk material yang telah di pasok oleh supplier.
3. Pada kegiatan ke 3 dilakukan penyimpanan barang-barang material dengan jumlah dan unit yang telah di minta oleh perusahaan , dan disusun untuk memudahkan kegiatan produksi ke tahap selanjutnya.
4. Pada tahap produksi ,pabrik melakukan produksi terhadap produknya sendiri yaitu dengan membeli raw material berupa busa dengan ketebalan 4 cm dengan lebar 1 m x panjang 3 m maka dengan itu satu bulk busa bisa membuat sekitar 10 unit bantal yaitu 5 unit sandaran dan 5 unit dudukan ,kemudian dengan bahan latek dengan lebar 1,5 m x 4 m ,maka dengan itu kulit latek bisa menghasilkan sekitar 10 unit pelapis yaitu 5 unit untuk dudukan dan 5 unit untuk sadaran.
5. Pada tahap selanjutnya semua komponen diambil dari storage dan hasil produksi untuk melanjutkan ke tahap assembely yaitu pentauan rangka ,sandaran,meja,dudukan,dan juga tatakan dari satu unit kursi tersebut.
6. Pada tahap berikutnya semua hasil assembly kita lakukan pengecekan apakah unit sesuai dengan spesifikasi pabrik yang telah di tentukan dan juga dilakukan penegemasan untuk meningkatkan kulaitas dan juga harga jual unit tersebut.
7.  Kemudian dilanjutkan kepada tahap warehousing yaitu dimana semua unit yang sudah di packaging dilakukan penyimpanan sesuai  dengan  cara dan ketentuan pabrik dalam rangka menjaga unit tetap terjaga kualitasnya hingga ke konsumen.
8. Kemudian system distribusi melakukan tugasnya yaitu dengan melakukan system distribusi agar semua barang tersebut dapat terdistribusikan hingga ke konsumen.
9. Phisycal distirbusi dimana semua barang harus disesuaikan dengan dengan permintaan konsumen agar tercapainya service level terhadap konsumen terhadap produk .
10.  Kemudian sales dan marketing melakukan penawaran kepada pasar dan melakukan promosi produk ke pada distributor atau retailer untuk memastikan produk terjad akan stock dan kualitasnya.
11. Kemudian konsumen dapat merasakan manfaat suatu barang yang telah di produksi yaitu dengan dapat membeli dari retailer terdekat.

by : Fariz abdillah