Modul 1 OM UMJ

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Operation

Management

Modul 1 – Introduction

AGUS NURUDIN DR.MSE

Bachelor Program
Faculty of Economic & Business
Lecturing Program
Book Reference :
• Operation Management by Jay Heizer etc Texas Lutheran University, Pearson
• Operation Management by William Stevenson Rochester Institute of Technology, Mc Graw Hill

• Modul 1. Introduction to Operation • Modul 10. Job Design and Work


Management Measurement
• Modul 2. Global Environment & Operation • Modul 11. Managing Supply Chain
Strategy
• Modul 12. Managing Inventory
• Modul 3. Project Management
• Modul 13. Aggregate Scheduling
• Modul 4. Forecasting
• Modul 14. Material Requirement Planning
• Modul 5. Product and Operation Design (MRP)
• Modul 6. Quality Management • Modul 15. scheduling for Short Term
• Modul 7. Process Design • Modul 16. JIT and Lean Operation
• Modul 8. Location Decision • Modul 17. Maintenance & Reliability Decision
• Modul 9. Lay Out Decision • Modul 18. Case Study
• UTS • UAS
Learning Objectives
Ketika selesai kuliah modul mini diharapkan
mahasiswa sudah bisa :
1. Mendefinisikan tentang operations management
2. Menjelaskan perbedaan antara barang/goods dan jasa/services
3. Menejelaskan perbedaan antara production dan productivity
4. Memperhitungkan tentang single-factor productivity
5. Memperhitungkan multifactor productivity
6. Identifikasi critical variables dalam meningkatkan/enhancing productivity
What Is Operations
Management?
P R O D U C T I O N I S T H E C R E AT I O N O F G O O D S
AND SERVICES

Operations management (OM) adalah sebuah


kesatuan aktifitas yang menciptakan nilai dalam bentuk
barang atau jasa dengan mentransformasikan inputs
menjadi outputs
Organizing to Produce Goods and Services

þ Essential functions:
þ Marketing – generates demand/menciptakan
permintaan
þ Production/operations – creates the product /
membikin suatu produk
þ Finance/accounting – tracks how well the
organization is doing, pays bills, collects the money/
melakukan tracking sebagus apa organisasi
berjalan, membayar tagihan dan mendapatkan uang
Organizational Charts
Airline

Operations Finance/ Marketing


accounting
• Ground support • Traffic
equipment • Accounting administration
• Maintenance Payables Reservations
Receivables Schedules
• Ground Operations General Ledger Tariffs (pricing)
• Facility maintenance
• Finance • Sales
• Catering
• Flight Operations
Cash control • Advertising
International
• Crew scheduling exchange
• Flying
• Communications
Dispatching
• Management science
Figure 1.1(B)
Organizational Charts
Manufacturing

Operations Finance/ accounting Marketing


• Facilities • Disbursements/ • Sales
Construction; maintenance credits promotion
• Production and inventory control Receivables • Advertising
Payables
Scheduling; materials control
General ledger • Sales
• Quality assurance and control • Funds Management • Market research
• Supply chain management Money market
• Manufacturing International exchange
Tooling; fabrication; assembly • Capital requirements
• Design Stock issue
Product development and design Bond issue and recall
Detailed product specifications
• Industrial engineering
Efficient use of machines, space,
and personnel
• Process analysis
Development and installation of
production tools and equipment Figure 1.1(C)
What Operations Managers Do

Basic Management Functions

þ PLANNING

þ ORGANIZING

þ S TA F F I N G

þ LEADING

þ CONTROLLING
Ten Critical Decisions
Ten Decision Areas Chapter(s)

þ Design of goods and services 5


þ Managing quality 6, Supplement 6
þ Process and capacity 7, Supplement 7
design
þ Location strategy 8
þ Layout strategy 9
þ Human resources and 10, Supplement 10
job design
þ Supply chain 11, Supplement 11
management
þ Inventory management 12, 14, 16
þ Scheduling 13, 15
þ Maintenance 17

Table 1.2
The Critical Decisions
þ Design of goods and services
þ Barang atau jasa apa yang akan kita tawarkan?
þ Bagaimana kita akan mendesign produk dan jasa
yang akan kita tawarkan ini?
þ Managing quality
þ Bagaimana kita mendefinisikan quality?
þ Siapa yang bertanggungjawab untuk quality?
þ Process and capacity design
þ Proces apa dan kapasitas berapa yang dibutuhkan untuk
memproduksi produk yang akan ditawarkan?
þ Equipment dan technology apa yang dibutuhkan untuk
prosesnya?

þ Location strategy
þ Dimana kita akan menempatkan fasilitas produksi?
þ Atas dasar kriteria apa kita akan memutuskan penentuan
lokasi? Table 1.2 (cont.)
The Critical Decisions
þ Layout strategy
þ Bagaimana kita akan Menyusun fasilitas?
þ Seberapa besar seharusnya fasilitas bisa memenuhi perencaan?

þ Human resources and job design


þ Bagaimana kita menyediakan sebuah lingkungan kerja yang bisa diterima?
þ Seberapa besar kita dapat berharap karyawan kita untuk menghasilkan?

þ Supply chain management


þ Akankah kita membuat atau membeli komponen?
þ Siapa yang menjadi supplier kita dan siapa yang dapat mengintegrasikan
menjadi e-commerce program?

þ Inventory, material requirements planning, and JIT


þ Seberapa besar inventory setiap item akan kita siapkan?
þ Kapan kita melakukan re-order? Table 1.2 (cont.)
The Critical Decisions
þ Intermediate and short–term scheduling
þ Apakah kita lebih baik mempertahankan tim/orang kita
pada saat slowdowns?
þ Pekerjaan seperti apa yang kedepannya akan kita
biutiuhkan?

þ Maintenance
þ Siapa yang bertanggung jawab tentang maintenance?
þ Kapan kita melakukan maintenance?

Table 1.2 (cont.)


Where are the OM Jobs?
þ Technology/methods
þ Facilities/space utilization
þ Strategic issues
þ Response time
þ People/team development
þ Customer service
þ Quality
þ Cost reduction
þ Inventory reduction
þ Productivity improvement
Contributions From
þ Human factors

þ Industrial engineering

þ Management science

þ Biological science

þ Physical sciences

þ Information technology
New Challenges in OM
From To
þ Local or national focus þ Global focus
þ Batch shipments þ Just-in-time
þ Low bid purchasing þ Supply chain partnering
þ Rapid product
þ Lengthy product development development, alliances
þ Mass customization
þ Standard products
þ Empowered employees,
teams
þ Job specialization
Characteristics of Goods
þ Tangible product
þ Consistent product
definition
þ Production usually
separate from
consumption
þ Can be inventoried
þ Low customer interaction
Characteristics of Service
þ Intangible product
þ Produced and consumed
at same time
þ Often unique
þ High customer interaction
þ Inconsistent product
definition
þ Often knowledge-based
þ Frequently dispersed
Industry and Services as
Percentage of GDP
90 −
Services Manufacturing
80 −
70 −
60 −
50 −
Negara semakin maju
maka proporsi
40 −
kontribusi industry jasa
30 − akan semakin besar
20 −
10 −
0−
Japan

US
Australia

Hong Kong
China

South Africa
Canada

Mexico

Spain
Germany
Czech Rep

France

Russian Fed

UK
Goods Versus Services
Attributes of Goods Attributes of Services
(Tangible Product) (Intangible Product)

• Can be resold/dapat dijual lagi • Reselling unusual/reselling tidak biasa


• Can be inventoried/dapat disimpan • Difficult to inventory/susah untuk disimpan
• Some aspects of quality • Quality difficult to measure/susah diukur
measurable/kualitas terukur • Selling is part of service/selling bagian dari
• Selling is distinct from production / penjualan jasa
terpisah dari produksi • Provider, not product, is often
• Product is transportable/produk bisa transportable/jarang bisa dipindahkan
dipindahkan • Site of facility important for customer
• Site of facility important for cost/lokasi sangat contact/lokasi penting untuk pelanggan
penting terhadap biaya • Often difficult to automate / susah untuk
• Often easy to automate/mudah diotomasikan diotomasi
• Revenue generated primarily from tangible • Revenue generated primarily from the
product/pendapatan dari produk yang intangible service/pendapatan dating dari
kelihatan yang tidak kelihatan
New Trends in OM
þ Global focus
þ Just-in-time performance
þ Supply chain partnering
þ Rapid product development
þ Mass customization
þ Empowered employees
þ Environmentally sensitive production
þ Ethics
Productivity Challenge
Productivity is the ratio of outputs (goods
and services) divided by the inputs
(resources such as labor and capital)
Productivity = output/input
The objective is to improve productivity!

Important Note!
Production is a measure of output only and not a
measure of efficiency
(produksi diukur dari output dan tidak diukur dari
efisiensi)
The Economic System
Inputs Processes Outputs

Labor, The U.S. economic system Goods


capital, transforms inputs to outputs and
management at about an annual 2.5% services
increase in productivity per
year. The productivity
increase is the result of a
mix of capital (38% of
2.5%), labor (10% of 2.5%),
and management (52% of
2.5%).

Feedback loop

Figure 1.7
Improving Productivity at Starbucks
Satu team terdiri dari 10
analysts secara terus
menerus mengamati cara
untuk menghemat waktu.
Some improvements:

Penghentian kebutuhan untuk hemat 8 detik per


tanda tangan penggunaan transaction
credit card dengan pembelian
dibawah $25
Merubah ukuran dari senduk Hemat 14 detik per
pengambuklan ice drink
New espresso machines Hemat 12 detik per
shot
Improving Productivity at Starbucks
A team of 10 analysts
continually look for ways to
shave time. Some
improvements:

Stop requiring signaturesPerbaikanSaved 8 seconds


Operations dapat membantu Starbucks
on credit card purchases menaikkan
perpendapatan tahunan per outlet by
transaction
$200,000 to $940,000 dalam waktu 6 years.
under $25
Productivity menjadi lebih baik 27%, atau sekitar
4.5% per year.
Change the size of the ice Saved 14 seconds
scoop per drink
New espresso machines Saved 12 seconds
per shot
Productivity
Units produced
Productivity =
Input used

þ Mengukur perbaikan proses


þ Mewakili output disbanding ke input
þ Hanya dengan kenaikan productivity
standard kehidupan akan membaik
Productivity Calculations
Labor Productivity
Units produced
Productivity =
Labor-hours used

1,000
= = 4 units/labor-hour
250

One resource input ð single-factor productivity


Multi-Factor Productivity
Output
Productivity =
Labor + Material + Energy
+ Capital + Miscellaneous
þ Also known as total factor productivity
þ Output and inputs are often expressed in
dollars

Multiple resource inputs ð multi-factor productivity


Measurement Problems
þ Quality mungkin berubah Ketika
kuantitas input dan output relative
konstant
þ External elements bisa menyebabkan
kenaikan atau menurunkan productivity
þ Precise units terukur mungkin akan
melemah
Productivity Variables
þ Labor - contributes about
10% of the annual increase

þ Capital - contributes about


38% of the annual increase

þ Management - contributes
about 52% of the annual
increase
Key Variables for Improved
Labor Productivity
þ Basic education yang sesuai dengan
kebutuhan tenaga yang dibutuhkan
þ Diet of the labor force
þ Social overhead yang membuat tenaga
kerja tersedia
þ Maintaining dan enhancing skills dalam
situasi menghadapi kecepatan
perubahan technology and knowledge
Service Productivity
þ Typically labor intensive
þ Frequently focused on unique individual
attributes or desires
þ Often an intellectual task performed by
professionals
þ Often difficult to mechanize
þ Often difficult to evaluate for quality
Productivity at Taco Bell
Improvements:
þ Revised the menu
þ Designed meals for easy preparation
þ Shifted some preparation to suppliers
þ Efficient layout and automation
þ Training and employee empowerment
Productivity at Taco Bell
Improvements:
þ Revised the menu Results:
þ Designed meals for easy preparation
þ Shifted some preparation to suppliers þ Preparation time cut to 8 seconds
þ Efficient layout and automation þ Management span of control increased from
5 to 30
þ Training and employee empowerment
þ In-store labor cut by 15 hours/day
þ Stores handle twice the volume with half the
labor
þ Fast-food low-cost leader
Ethics and Social Responsibility

Challenges facing
operations managers:

þ Developing and producing safe,


quality products
þ Maintaining a clean environment
þ Providing a safe workplace
þ Honoring community commitments
Welcome for Question ?

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