MANAJEMEN PERALATAN Jimmy S. Juwana E-mail: [email protected] ALASAN UTAMA PENGGUNAAN ALAT BERAT •Meningkatkan produktivitas kerja •Mengurangi biaya konstruksi secara keseluruhan •Melaksanakan pekerjaan yang tidak mungkin dilakukan secara manual •Mengurangi pekerjaan manual yang menguras tenaga yang akan mengurangi produktivitas jika pekerja kelelahan ALASAN UTAMA PENGGUNAAN ALAT BERAT (sambungan) • Menjaga produktivas di mana tenaga trampil/ahli terbatas • Menjaga kemantapan mutu kerja sesuai dengan persyaratan. PERENCANAAN - IDENTIFIKASI Data yang diperlukan pada saat pemilihan peralatan • Lingkup pekerjaan • Lokasi proyek • Kondisi tapak • Kondisi infrastruktur • Ketersediaan utilitas • Rentang waktu pekerjaan • Karakteristik peralatan PEMILIHAN PERALATAN • Alternatif peralatan • Jenis peralatan • Fitur peralatan Peralatan harus aman digunakan • Risiko kecil bagi operator • Risiko kecil kemungkinan kesalahan operator • Risiko kecil rusaknya peralatan kerja • Dilengkapi perangkat otomatis pada saat kelebihan beban BERBAGAI PERALATAN PEMINDAHAN TANAH & GALIAN PERALATAN PEMINDAHAN TANAH DAN GALIAN (dengan berbagai jenis blade) DAUR PENGADAAN PERALATAN • Mengindentifikasi dan mengenali peralatan pada tahap perencanaan dan perhitungan biaya • Menentukan persyaratan sesuai dengan kebutuhan pekerjaan • Menghitung jumlah peralatan yang dibutuhkan, dan melakukan persiapan pengadaannya • Menentukan dan proses evaluasi internal • Membandingkan penawaran peralatan yang masuk • Menerima dan menganalisis penawaran DAUR PENGADAAN PERALATAN (sambungan) • Penjual atau sub kontraktor menyiapkan/ menyerahkan gambar kerja, contoh atau spesifikasi teknis. • Mengkaji ulang dan menyetujui gambar kerja, contoh atau spesifikasi teknis oleh kontraktor dan konsultan yang ditunjuk pemilik • Menyiapkan/merakit peralatan oleh penjual/ sub • Menyiapkan dokumen pengiriman peralatan DAUR PENGADAAN PERALATAN (sambungan) • Pengiriman • Penyerahan dan inspeksi • Menyimpan dan menempatkan di lokasi proyek • Pabrikasi di lokasi proyek • Pemasangan dan pengujian • Persetujuan, penolakan, jaminan atau tindak lanjut lainnya. THE ROLE OF PURCHASING MANAJEMEN PERBEKALAN The most modern concept of rolling inventory checking is also supported so as to have always near perfect figures of the stock. It offers various reports having business intelligence for the decision support ABC Analysis, FSN Analysis, VED Analysis, etc. out of which any can be used which fits to the nature of the business. INVENTORY CLASSIFICATION ABC Analysis One of the widely used techniques for control of inventories is the ABC (always better control) analysis. The objective of ABC control is to vary the expenses associated with maintaining appropriate control according to the potential savings associated with a proper level of such control. INVENTORY CLASSIFICATION ABC Analysis (continued) For example, an item having an inventory cost of Rp. 100,000,- such as sheet steel, has a much greater potential for saving expenses related to maintaining inventories than an item with a cost of Rp. 100,-. The ABC approach is a means of categorizing inventory items into three classes ‘A’ , ‘B’ and ‘C’, according to the potential amount to be controlled. CLASSIFICATION INTO A, B, AND C CLASSES BASED ON THE LORENZ CURVE INVENTORY CLASSIFICATION The following procedure is suggested for developing an ABC analysis: 1. List each item carried in inventory by number or some other designation. 2. Determine the annual volume of usage and rupiah value of each item. 3. Multiply each item’s annual volume of usage by its rupiah value. 4. Compute each item’s percentage of the total inventory in terms of annual usage in rupiah. INVENTORY CLASSIFICATION The following procedure is suggested for developing an ABC analysis: (continued) 5. Select the top 10% of all items which have the highest rupiah percentages and classify them as ‘A’ items. 6. Select the next 20% of all items with the next highest rupiah percentages and designate them as ‘B’ items. 7. The next 70% of all items with the lowest rupiah percentages are ‘C’ items. INVENTORY CLASSIFICATION HML Classifications The High, medium and Low (HML) classification follows the same procedure as is adopted in ABC classification. Only difference is that in HML, the classification unit value is the criterion and not the annual consumption value. The items of inventory should be listed in the descending order of unit value and it is up to the management to fix limits for three categories. INVENTORY CLASSIFICATION HML Classifications (continued) For examples, the management may decide that all units with unit value of Rp. 2000,- and above will be ‘H’ items, Rp. 1000 to 2000 ‘M’ items and less than Rp. 1000 ‘L’ items. The HML analysis is useful for keeping control over consumption at departmental levels, for deciding the frequency of physical verification, and for controlling purchases. INVENTORY CLASSIFICATION VED Classification While in ABC, classification inventories are classified on the basis of their consumption value and in HML analysis the unit value is the basis, criticality of inventories is the basis for vital, essential and desirable categorization. INVENTORY CLASSIFICATION VED Classification (continued) The VED analysis is done to determine the criticality of an item and its effect on production and other services. It is specially used for classification of spare parts. If a part is vital it is given ‘V’ classification, if it is essential, then it is given ‘E’ classification and if it is not so essential, the part is given ‘D’ classification. For ‘V’ items, a large stock of inventory is generally maintained, while for ‘D’ items, minimum stock is enough. INVENTORY CLASSIFICATION SDE Classification The SDE analysis is based upon the availability of items and is very useful in the context of scarcity of supply. In this analysis, ‘S’ refers to ‘scarce’ items, generally imported, and those which are in short supply. ‘D’ refers to difficult items which are available indigenously but are difficult items to procure. Items which have to come from distant places or for which reliable suppliers are difficult to come by fall into ‘D’ category. ‘E’ refers to items which are easy to acquire and which are available in the local markets. INVENTORY CLASSIFICATION SDE Classification (continued) The SDE classification, based on problems faced in procurement, is vital to the lead time analysis and in deciding on purchasing strategies. INVENTORY CLASSIFICATION FSN Analysis FSN stands for fast moving, slow moving and nonmoving. Here, classification is based on the pattern of issues from stores and is useful in controlling obsolescence. To carry out an FSN analysis, the date of receipt or the last date of issue, whichever is later, is taken to determine the number of months, which have lapsed since the last transaction. The items are usually grouped in periods of 12 months. INVENTORY CLASSIFICATION FSN Analysis (continued) FSN analysis is helpful in identifying active items which need to be reviewed regularly and surplus items which have to be examined further. Non-moving items may be examined further and their disposal can be considered. SCHEDULE & COST CONTROL SCHEDULE & COST CONTROL SCHEDULE & COST CONTROL SCHEDULE & COST CONTROL EQUIPMENT RATING EVALUATION CRITERIA OF SELECTING: • Capacity & Durability of Equipment • Equipment needed • After sales service • Availability of spare parts • Easy to maintain • Flexibility of Equipment • Easy to move • Future usage • Equipment Demand & Resale Value • Delivery Time VENDOR RATING CRITERIA • Pricing Factors (competitive pricing, price stability, price accuracy, advance notice of price changes, sensitive costs, and billing) • Quality Factors (compliance with PO, Conformity to spec., reliability, reliability of repairs, durability, support, warranty, and state-of-the-art product/service) • Delivery Factors (time, quantity, lead time, packaging, documentation, and emergency delivery) • Service Factors (good vendor representatives have sincere desire to service, inside sales, technical support, emergency support, and problem resolution) VENDOR RATING EVALUATION EXAMPLE OF METHOD OF EVALUATION Using 7 C’s Approach: NO ITEM Weight 1 Competency Max. 5 2 Capacity Max. 5 3 Commitment Max. 5 4 Control Max. 5 5 Cash Resources Max. 5 6 Cost Max. 5 7 Consistency Max. 5 Total Point Max. 35 Vendor A Vendor B Vendor C BUYING, RENTING OR LEASING OF EQUIPMENT Depend upon: • Company policy • Scope of work for each equipment • Availability of cash liquidity • Forecasting of cash flow • Availability of Equipment BUYING OF EQUIPMENT • • • • • • Price of Equipment Tariff & Tax Other Government Retribution Freight & Insurance Costs Testing & Commissioning Costs Modification or Repairing Costs (if any) CONSIDERATION OF BUYING EQUIPMENT • Purchase expense • Salvage Value • Tax Saving from Depreciation • Major repairs and Overhauls • Property Taxes • Insurance • Storage and Miscellaneous LEASING OF EQUIPMENT • Full time rental with buying possibility after a certain period • Monthly or 6-monthly installment (usually 2/ or ¾ of equipment’s life time): 3 - Investment cost - Interest cost • Ownership at the end of rent period (payout value) RENTING OF EQUIPMENT • • • • • Mob & De-mob costs Pre Assembling cost Operator (optional) Dismantle costs Fuel costs CONSIDERATION OF LEASING & RENTING EQUIPMENT • Infllow initially of the equipment value of the machine • Outflow of the periodic lease payments • Tax shielding provided by the lease payments • Loss of salvage value when the equipment is returned to the lessor ELEMENT OF OPERATING COST • Fuel • Lubricants, Filters, and Grease • Repairs • Tires • Replacement of High Wear Items ADVANTAGES & DISADVANTEGES BUYING LEASING RENTING GUARANTEES CONTROL EQUIPMENT AVAILABILITY & MECHANICAL CONDITION FLEXIBLE FINANCIAL AGREEMENT: -Buy the equipment at fair market value -Renew the lease - Return the equipment to the leasing company PICK SUITABLE EQUIPMENT, ESPECIALLY FOR SHORT DURATION OR IF THE COMPANY DOES NOT FORESEE A CONTINUING NEED TAX SAVING FROM DEPRECIATION WORKING CAPITAL IS NOT TIED UP IN EQUIPMENT (if company borrows funds to purchase an equipment) LOSS THE TAX DEPRECIATION, BUT GAINS A TAX DEDUCTION (because rental payments are treated as an expense) OWNING & OPERATION COSTS ADVANCE LEASE PAYMENT REPAIR COST DEPENDS ON AND SECURITY DEPOSIT AGREEMENT FURTHER READING • Chudley, R. (1999); Advanced Construction Technology 3rd Edition, Longman, Essex. • Cross, N. (1994); Engineering Design Methods 2nd Edition, John Wiley & Sons, Chichester. • Evianto, W.I. (2004); Teori – Aplikasi Manajemen Konstruksi, Penerbit Andi, Yogyakarta • D.S. Barrie & B.C. Poulson (1992); Professional Construction Management 3rd Edition, McGraw-Hill International Editions, Ne York. • Frick, H. (1990); Peralatan Pembangunan – Konstruksi, Penggunaan dan Pemeliharaan, Penerbit Kanisius, Yogyakarta. • Hoppe, M. (2006); Inventory Optimization with SAP; Galileo Press, Hamburg. • R.L. Peurifoy, C.J. Schexnayder & A. Shapira (2006); Construction Planning, Equipment & Methods 7th Edition, McGraw-Hill, New York. THANK YOU
