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ICET4SD IOP Publishing
IOP Conf. Series: Materials Science and Engineering 722 (2020) 012052 doi:10.1088/1757-899X/722/1/012052

Research on a Project Schedule of Factory Renovation for

Manufacturing Plants in Bandung

W Tripiawan1, S Miranda2
1
School of Industrial Engineering, Telkom University, Bandung, Indonesia
2
Department of Industrial Engineering, Universitas Islam Indonesia, Yogyakarta,
Indonesia

E-mail: [email protected], [email protected]

Abstract. Renovating a plant facility is an example of a project. It is a complex process that the
project needs to complete all the task while ensuring the operations without disruption. In project
management, scheduling and cost optimization are two main operation problems. These correlate
with each other and have proven mathematical solutions for the basics. In this study, the case
study faced was to prepare a schedule plan in the process of renovating factory facilities. The
facilities to be renovated are based on 2 main facilities, namely Production office facilities and
Fabrication plant facilities. The implementation of the renovation of the 2 facilities has
constraints in the time available. With the CCPM approach, this study proposes a schedule for
implementing renovation projects with limited availability of time. The results obtained; this
factory facility renovation project is scheduled to be completed less than 40 calendar days.

1. Introduction
A project is a temporary effort to create a unique product, service, or result. Project management is the
implementation of knowledge, skills, tools, and techniques to project activities to satisfy the project
requirements [1]. Uncertainty is one reason to differentiate project management as a separate field of
knowledge. The project duration and its success are affected by the way the uncertainty is managed in
the project (and risk management in particular). According to some studies conducted for the traditional
project management methods, only 44% of the projects are completed in time. Of the total projects, 70%
of them decrease the amount of planned work, while the rest end without being realized[2].
Every work on the project will deal with the risks that must be faced. The risk that can occur when
working on a project is the delay. According to [3], the delay in project execution in general can be
caused by several factors including labor, materials (equipment), equipment, site characteristics (site
characteristics), managerial (managerial), financial (financial), factors others include the intensity of
rainfall, economic conditions, and workplace accidents. Delays or discrepancies in the timing of a
project can have a negative impact on the project being carried out. The most likely thing to happen is
the increase in the cost of working on a project / over budget and will cause demands from project
owners who want a timely settlement. If there is a change in time or delay in the execution of a project,
then the budget is also changed, therefore the accuracy of the time in the project is very important.
Project scheduling is the utilization of skills, techniques, and intuition obtained through the
combination of knowledge and experience to present a framework for schedule model creation as well
as to evolve effective schedule models [4]. The precedence diagram method (PDM), Critical Path
Method (CPM), and Critical Chain are the most common scheduling methods, supported by all the major

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ICET4SD IOP Publishing
IOP Conf. Series: Materials Science and Engineering 722 (2020) 012052 doi:10.1088/1757-899X/722/1/012052

scheduling tools [1]. Particularly, Critical Chain Project Management (CCPM) focuses on the limitation
of project resource and requires some flexibility in order to keep the project in its time borders [2]. This
is a project planning and management method that places the major emphasis on the resources required
to undertake project tasks [5]. It can be applied both in a single project and multi-project structures
where resources are being used in several projects concurrently [6].
In the current field of project management, a scheduling method is used to handle unpredictability
as well as negative effects on project accomplishment and other projects without the need to add
resources. This method is known as the Critical Chain Project Management method. Critical Chain is a
method for designing and managing projects that focus on the resource requirements to conduct the
project, for which the Critical Chain has been positioned differently from the Critical Path and PERT
methods, which emphasizes work orders and scheduling.
Buffers are added to the duration used in project scheduling to cover the critical chain for the success
of the project, in the critical chain project management method. There are many factors that influence
the size of a project buffer, there are risk factors as follows: disruptions in material and tool supplies,
irregular financing, design errors, bad weather, equipment damage, inefficient contractors, legitimate
administrative disruptions, etc. According to [7], buffer management is the key to managing activities
in the critical chain of project schedules. To complete the project earlier than the planned schedule with
resource constraints, the buffer in the Critical Chain is used to solve the problem. The buffers used in
the critical chain are as follows: 1. Project buffers are to prevent the project’s final completion time from
the schedule uncertainty in critical chain activities; 2. In order to protect and maintain the performance
of critical chain network activities from change due to the schedule uncertainty in activities from non-
critical networks so as not to interfere with activities in critical networks in a dependency relationship,
feeding buffers are required; and 3. Resource buffers are to anticipate and guarantee the security of the
availability of the resources so that there is no additional time for the critical chain.

Figure 1. CCPM vs Conventional Schedule

According to [8], one approach that is often used in determining the buffer size is simple to determine
the project buffer and feeder buffer, namely cut and paste method (C & PM). This cut and paste (C&PM)
method is an adhesive rule used to determine project buffers and feeding buffers in C&PM basically
cuts 50%, 40%, 30%, 20%, or 10% of the duration for all activities, and attaches project buffers by half

2
ICET4SD IOP Publishing
IOP Conf. Series: Materials Science and Engineering 722 (2020) 012052 doi:10.1088/1757-899X/722/1/012052

the critical chain at the end chain, as well as attaching a buffer with half the duration of activity to
activities on a path that is not a critical (non-critical chain) chain that leads to a critical chain.
It is often assumed that renovation projects are simply a special type of new construction in the
construction industry. They are often arranged in the same way, although mostly with a more traditional
division of labor and contract forms, and lack of standardization. However, there are a number of
dissimilarities between the process of new building and renovation projects[9]. Renovation is connected
with improvement and rehabilitation for restoring [10].
This research is conducted in a company engaged in manufacturing for electronic equipment in
Bandung. Production development requires the company to increase its production capacity. Thus, the
company plans to renovate an old plant with a larger capacity, which is owned by the parent company.
In order to renovate the plant facility, this study aims to proposes a developed project scheduling
utilizing CCPM. The planned schedule using a common technique is compared with the result showed
in CCPM. These outputs can assist the company to determine the project schedule for the renovation
planning process in order to avoid project delay.

2. Methodology
CCPM is defined as a sequence of critical tasks whose duration influences the overall duration of the
project. It concentrates on the project completion date as the only important date.
4 5

A B
7

Start E End
2 3

C D

Figure 2. Critical Path Example

As illustration, Fig. 2 shows the critical path of a project, then by using C&PM approach, each
activity is simulated to be deducted with 50%, 40%, 30%, 20%, or 10% of the duration.
The example of the calculation from each activity (A – E) after we implement C&PM. Activity A,
with the default duration is 4 (unit of time), and then we use C&PM 40%, 30%, 20%, or 10% so the
remaining duration is:
A(C50) = 4 x 50% = 2
Remaining duration is 4 – 2 = 2
A(C40) = 4 x 40% = 1,6
Remaining duration is 4 – 1,6 = 2,4 ≈ 2
A(C30) = 4 x 30% = 1,2
Remaining duration is 4 – 1,2 = 2,8 ≈ 3
A(C20) = 4 x 20% = 0,8
Remaining duration is 4 – 0,8 = 3,2 ≈ 3
A(C10) = 4 x 10% = 0,4
Remaining duration is 4 – 0,4 = 3,6 ≈ 4

3
ICET4SD IOP Publishing
IOP Conf. Series: Materials Science and Engineering 722 (2020) 012052 doi:10.1088/1757-899X/722/1/012052

All the calculation use roundup or round down, to get better time unit calculation. The result from
each activity are shown in Table I.

Table 1. C&PM Illustration

Activity The remaining duration of activity
using C&PM
C50 C40 C30 C20 C10
A 2 2 3 3 4
B 3 3 4 4 5
C 1 1 1 2 2
D 2 2 2 2 3
E 4 4 5 6 7

3. Result and Discussion

3.1. Coordinate the sequence of projects

Based on the CCPM concept [2], project resources are divided into two categories as follows: critical
and non-critical task resources. In this study, the important tasks related to resources are arranged, since
they directly affected the overall duration and success of the project. Then, it is required to ensure the
availability of resources needed for the next task when several tasks on the critical path are completed.

Table 2. Work Breakdown Structure

Task Code TASK DAYS

A [Production Office]
A1 [Mobilization] 1
A2 [Destruction] 1

A3 [Clean up] 1

A4 [Floor-job] 8

A5 [Wall-job] 4

A6 [Frame and door] 4

A7 [Stair railing] 4

A8 [Ceilings and stairs] 4

A9 [Painting] 8

A10 [Company logo-job] 4

A11 [Furniture-job] 4

B [Fabrication Plant]
B1 [Destruction] 1

B2 [Clean up] 1

B3 [Wall-job] 9

4
ICET4SD IOP Publishing
IOP Conf. Series: Materials Science and Engineering 722 (2020) 012052 doi:10.1088/1757-899X/722/1/012052

Task Code TASK DAYS

B4 [Frame and door] 5

B5 [Ceilings and stairs] 9

B6 [Painting job] 9

B7 [Company logo-job] 4

B8 [Waterproofing] 9

Based on WBS data in Table II, it can be seen that the task series on site 1 (Production Office) and site
2 (Fabrication Plant) have almost the same set of tasks. From the list of tasks, we arranged which tasks
are important and are directly related to the availability of resources. After taking some interview with
the project team, we separated the task based on the importance level of the project. Table III presents
the list of the task with a high importance level.

Table 3. Important Task

Task
Important Task
Code
A [Production Office]
A4 [Floor-job]
A9 [Painting]
B [Fabrication Plant]
B3 [Wall-job]
B5 [Ceilings and stairs]
B6 [Painting job]
B8 [Waterproofing]

3.2. Time planning of the project implementation

The next step of the critical chain method is to plan a safety time for the project in order to ensure that
the planned time has not been wasted. It is also to assure the project runs as short as possible and the
project's performance is in good condition as well. Adopting C&P M, all tasks on the Critical Path
execution time estimate is usually decreased by 25% to 50%, and this shortened time is assigned at the
end of the project into a common safety buffer while the small tasks feeding buffers are at the end of
each branch circuit at the points merging this chain part into the main Critical Chain. In this research,
we took a 25% deduction from the important task.

Table 4. Detailed Important Task

Task Duration C&PM
Importance Task (days) C25
Code
A [Production Office]
A4 [Floor-job] 8 6

A9 [Painting] 8 6

B [Fabrication Plant]
B3 [Wall-job] 9 7

5
ICET4SD IOP Publishing
IOP Conf. Series: Materials Science and Engineering 722 (2020) 012052 doi:10.1088/1757-899X/722/1/012052

Task Duration C&PM

Importance Task (days) C25
Code
B5 [Ceilings and stairs] 9 7

B6 [Painting job] 9 7

B8 [Waterproofing] 9 7

3.3. Define Critical Chain Activity

Drawing the network diagram of critical path presented in Figure 3 below, there were 7 tasks within the
path highlighted in red: destruction (B1), clean up (B2), wall-job (B3), ceilings and stairs (B5), painting
job (B6), and waterproofing (B8). Referring to the data in Table III, the critical chain of this project is
the activities of A4 (floor-job), A9 (painting), B3 (wall-job), B5 (ceilings and stairs), B6 (painting job),
B8 (waterproofing) with a duration of 52 days. This Critical chain must be considered so that they will
not experience any problems, because they can affect the completion duration of the entire project. The
critical chain is shown in the following Figure 4.

Frame & Company

Door Logo (1)

Destruction
Clean Up (1) Floor-Job Wall-Job Painting
(1)

Ceiling &
Stair Railing Furniture Job
Stairs

Finish
Start Mobiization

Frame &
Door
Painting

Desctruction
Clean Up (2) Wall-Job
(2) Waterproofin
g
Ceiling &
Stairs

Company
Logo (2)

Figure 3. Critical Path

Frame & Company

Door Logo (1)

Destruction
Clean Up (1) Floor-Job Wall-Job Painting
(1)

Ceiling &
Stair Railing Furniture Job
Stairs

Finish
Start Mobiization

Frame &
Door
Painting

Desctruction
Clean Up (2) Wall-Job
(2) Waterproofin
g
Ceiling &
Stairs

Company
Logo (2)

Figure 4. Critical Chain

6
ICET4SD IOP Publishing
IOP Conf. Series: Materials Science and Engineering 722 (2020) 012052 doi:10.1088/1757-899X/722/1/012052

Based on the data Fig. 3 and Fig. 4, the activities of B3, B5, B6, and B7 are the critical chain of this
project with a duration of 28 days.
3.4. Using buffers in the project
Priority activities have the highest level of sensitivity to project delays, so it is necessary to protect these
activities. Moreover, priority activities are activities including both in the critical path and critical chain.
To protect these activities, it can be conducted by entering the project buffer at the end of the critical
chain.

Project buffer = Ʃ duration (B3+B5+B6+B8) days x 25%

= 28 days x 25%
= 7 days

3.5. Application of CCPM Calculation with Microsoft Project

The Microsoft Project software was employed for CCPM calculation. Both the traditional and CCPM
produced a different result. The traditional schedule completed in 39 days of project time (Fig. 5), while
the CCPM schedule showed 4 days faster including 7 days of project buffer (Fig. 6).

Traditional
A1 A11 Schedule = 39
START days
FINISH
B1 B8

Figure 5. Traditional Schedule

CCPM Schedule
A1 A11 = 29 days + 7
days buffer
START
Buffer FINISH
B1 B8

Figure 6. CCPM Schedule

Thus, the CCPM calculation has a better completion time that the building renovation project can be
accomplished in 35 working days, by preparing 7 days for the project buffer time.

4. Conclusion
Critical chain project management is one of a method to calculate and create schedule for project. By
using critical chain management methods, it is found the critical chain namely B3, B5, B6, and B7.
These activities are on factory building renovation projects, especially in the process of renovating
factory facilities. At the end of the critical chain project, a project buffer of 7 days is added. This Project
Buffer functions to control activities that are in the critical chain. A delay in activities in the critical
chain can lead to a delay for all projects. Utilizing CCPM, the total project duration is 35 days. This

7
ICET4SD IOP Publishing
IOP Conf. Series: Materials Science and Engineering 722 (2020) 012052 doi:10.1088/1757-899X/722/1/012052

duration is 4 days ahead of the traditional scheduling calculation. For further research, it is necessary to
calculate the cost of the change in the implementation schedule of this project, whether changing the
schedule can increase the level of cost efficiency or increase the cost of the project, which indicates that
the schedule change is not effective against the project cost.

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