05/10/2014 - Johannessimatupang's Weblog penciptaan barang dan jasa Operations management (O M) ......

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© 2008 Prentice Hall, Inc. 1 – 1

penjelasan SeminarAkademis dan Presentasipenjelasan SeminarAkademis dan Presentasi

1. Form tersedia di blog2. Laporan seminar diunggah di web

pada satu daftar3. Presentasi mandiri, hanya seorang,

dimulai di Semester II, III, dan IV4. Presentasi bisa bersumber dari

Topik Bidang Manajemen danKonsentrasi


Outline Global Company Profile: Hard Rock

Cafe What Is Operations Management? Organizing to Produce Goods and

Services Why Study OM? What Operations Managers Do

How This Book Is Organized


OperationsManagementOperationsManagementChapter 1 –Operations andProductivity

PowerPoint presentation to accompanyHeizer/RenderPrinciples of Operations Management, 7eOperations Management, 9e

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Outline - Continued The Heritage of Operations

Management Operations in the Service Sector

Beda antra barang dan jasa Pertumbuhan jasa Pembayaran untuk jasa

Tren yang menarik pada manajemenoperasi


Outline - Continued

The Productivity Challenge Productivity Measurement Productivity Variables Productivity and the Service Sector

Ethics and Social Responsibility


Learning ObjectivesWhen you complete this chapteryou should be able to:

1. Define operations management2. Explain the distinction between

goods and services3. Explain the difference between

production and productivity

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Learning ObjectivesWhen you complete this chapteryou should be able to:

4. Compute single-factorproductivity

5. Compute multifactor productivity6. Identify the critical variables in

enhancing productivity


The Hard Rock Cafe

First opened in 1971 Now – 121 restaurants in over 40 countries

Rock music memorabilia Creates value in the form of good food

and entertainment 3,500+ custom meals per day in Orlando How does an item get on the menu? Role of the Operations Manager


What Is OperationsManagement?

Production penciptaan barangdan jasa

Operations management (OM)rangkatian tindakan yang

menciptakan nilai dalam bentukbarang dan jasa dengan

mentransformasi input menjadioutput.

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Organizing to ProduceGoods and Services

Essential functions: Marketing – menciptakan

permintaan Production/operations –

menciptakan barang dan jasa Finance/accounting – seberapa

baik perusahaan melakukanpembayaran dan mengumpul uang.


Bagan organisasi

OperationsTellerSchedulingCheck ClearingCollectionTransactionprocessingFacilitiesdesign/layoutVault operationsMaintenanceSecurity

FinanceInvestmentsSecurityReal estate

Accounting

Auditing

MarketingLoans

CommercialIndustrialFinancialPersonalMortgage

Trust Department

Bank Komersil

Figure 1.1(A)


Bagan Organisasi

OperationsGround support

equipmentMaintenanceGround Operations

Facilitymaintenance

CateringFlight OperationsCrew schedulingFlyingCommunicationsDispatching

Management science

Finance/accountingAccounting

PayablesReceivablesGeneral Ledger

FinanceCash controlInternational

exchange

Penerbangan

Figure 1.1(B)

MarketingTrafficadministration

ReservationsSchedulesTariffs (pricing)

SalesAdvertising

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MarketingSales

promotionAdvertisingSalesMarketresearch

Organizational Charts

OperationsFacilities

Construction; maintenanceProduction and inventory control

Scheduling; materials controlQuality assurance and controlSupply chain managementManufacturing

Tooling; fabrication; assemblyDesign

Product development and designDetailed product specifications

Industrial engineeringEfficient use of machines, space,

and personnelProcess analysis

Development and installation ofproduction tools and equipment

Finance/accountingDisbursements/

creditsReceivablesPayablesGeneral ledger

Funds ManagementMoney marketInternational

exchangeCapital requirements

Stock issueBond issue

and recall

Manufacturing

Figure 1.1(C)


Kenapa Mempelajari OM? Fungsi utama organisasi selain

(marketing, finance, and operations)

Bagaimana menghasilakan barangdan jasa sebagaimana diinginkanatau dibutuhkan pelanggan.

Mengetahui apa yang dikerjakan olehmanajer operasi.

Bagian yang mahal dalam organisasi.


Opsi Menambah Kontribusi

Sales $100,000 $150,000 $100,000 $100,000Cost of Goods – 80,000 – 120,000 – 80,000 – 64,000Gross Margin 20,000 30,000 20,000 36,000Finance Costs – 6,000 – 6,000 – 3,000 – 6,000Subtotal 14,000 24,000 17,000 30,000Taxes at 25% – 3,500 – 6,000 – 4,250 – 7,500Contribution $ 10,500 $ 18,000 $ 12,750 $ 22,500

Finance/Marketing Accounting OM

Option Option Option

Increase Reduce ReduceSales Finance Production

Current Revenue 50% Costs 50% Costs 20%

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Apa yang dikerjakanManajer Operasi

Planning Organizing Staffing Leading Controlling

Basic Management Functions


10 Keputusan KritisTen Decision Areas Chapter(s)

Design of goods and services 5 Managing quality 6, Supplement 6 Process and capacity 7, Supplement 7

design Location strategy 8 Layout strategy 9 Human resources and 10, Supplement 10

job design Supply chain 11, Supplement 11

management Inventory management 12, 14, 16 Scheduling 13, 15 Maintenance 17

Table 1.2


Keputusan Kritis Design of goods and services

What good or service should weoffer?

How should we design these productsand services?

Managing quality Bagaimana Mendefinisikan kualitas? Siapa yang bertanggungjawab

terhadap kualitas?

Table 1.2 (cont.)

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Keputusan Kritis Process and capacity design

Proses dan kapasisitas apa yangdibutukan oleh barang dan jasa yangakan dihasilkan?

Peralatan dan teknologi apa yangdibutuhkan pada proses itu?

Location strategy Where should we put the facility? Apa kriteria keputusan penentuan

lokasi? Table 1.2 (cont.)


Keputusan Strategis Layout strategy

How should we arrange the facility? How large must the facility be to meet

our plan?

Human resources and job design How do we provide a reasonable work

environment? How much can we expect our

employees to produce?

Table 1.2 (cont.)


Keputusan Strategis Supply chain management

Apakah kita membuat atau membelinya? Siapa pemasok dan bagaimana

mengintegrasikannya ke program e-commerce?

Inventory, material requirementsplanning, and JIT Berapa banyak persediaan yang dapat

dimilki? Kapan melakukan pesanan ulang?Table 1.2 (cont.)

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Keputusan Strategis Intermediate and short–term

scheduling Are we better off keeping people on

the payroll during slowdowns? Which jobs do we perform next?

Maintenance Who is responsible for maintenance? When do we do maintenance?

Table 1.2 (cont.)


Dimana MO bekerja?

Figure 1.2


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

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Even yang signifikan pada MO

Figure 1.3


Warisan MO

Division of labor (Adam Smith 1776;Charles Babbage 1852)

Standardized parts (Whitney 1800) Scientific Management (Taylor 1881) Coordinated assembly line (Ford/

Sorenson 1913) Gantt charts (Gantt 1916) Motion study (Frank and Lillian Gilbreth

1922) Quality control (Shewhart 1924; Deming

1950)


Warisan MO

Computer (Atanasoff 1938) CPM/PERT (DuPont 1957) Material requirements planning (Orlicky 1960) Computer aided design (CAD 1970) Flexible manufacturing system (FMS 1975) Baldrige Quality Awards (1980) Computer integrated manufacturing (1990) Globalization (1992) Internet (1995)

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Eli Whitney

Born 1765; died 1825 In 1798, received government

contract to make 10,000 muskets Showed that machine tools could

make standardized parts to exactspecificationsMusket parts could be used in any

musket


Frederick W. Taylor

Born 1856; died 1915 Known as ‘father of scientific

management’ In 1881, as chief engineer for

Midvale Steel, studied how taskswere doneBegan first motion and time studies

Created efficiency principles


Taylor’s Principles

Matching employees to right job Providing the proper training Providing proper work methods and

tools Establishing legitimate incentives for

work to be accomplished

Management Should Take MoreResponsibility for:

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Frank & Lillian Gilbreth Frank (1868-1924); Lillian (1878-

1972) Husband-and-wife engineering team Further developed work

measurement methods Applied efficiency methods to their

home and 12 children! Book & Movie: “Cheaper by the

Dozen,” book: “Bells on Their Toes”


Born 1863; died 1947 In 1903, created Ford Motor

Company In 1913, first used moving assembly

line to make Model TUnfinished product moved by

conveyor past work station

Paid workers very well for 1911($5/day!)

Henry Ford


W. Edwards Deming

Born 1900; died 1993 Engineer and physicist Credited with teaching Japan

quality control methods in post-WW2

Used statistics to analyze process His methods involve workers in

decisions

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Bentuk Kontribusi

Human factors Industrial engineering Management science Biological science Physical sciences Information technology


Tantangan Baru MO

Global focus Just-in-time Supply chain

partnering Rapid product

development,alliances

Masscustomization

Empoweredemployees, teams

ToFrom Local or national focus Batch shipments Low bid purchasing

Lengthy productdevelopment

Standard products

Job specialization


Characteristics of Goods Tangible product Consistent product

definition Production usually

separate fromconsumption

Can be inventoried Low customer

interaction

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Characteristics of Service Intangible product Produced and

consumed at same time Often unique High customer

interaction Inconsistent product

definition Often knowledge-based Frequently dispersed


Industry and Services asPercentage of GDP

Services Manufacturing

Aus

tral

ia

Can

ada

Chi

na

Cze

ch R

ep

Fran

ce

Ger

man

y

Hon

g K

ong

Japa

n

Mex

ico

Rus

sian

Fed

Sout

h A

fric

a

Spai

n

UK US

90 −80 −70 −60 −50 −40 −30 −20 −10 −

0 −


Goods Versus Services

Table 1.3

Can be resoldCan be inventoriedSome aspects of qualitymeasurableSelling is distinct fromproductionProduct is transportable

Site of facility important for cost

Often easy to automateRevenue generated primarilyfrom tangible product

Attributes of Goods(Tangible Product)

Attributes of Services(Intangible Product)

Reselling unusualDifficult to inventoryQuality difficult to measure

Selling is part of service

Provider, not product, isoften transportableSite of facility important forcustomer contactOften difficult to automateRevenue generated primarilyfrom the intangible service

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Goods and ServicesAutomobile

ComputerInstalled carpeting

Fast-food mealRestaurant meal/auto repair

Hospital careAdvertising agency/

investment managementConsulting service/

teachingCounseling

Percent of Product that is a Good Percent of Product that is a Service

100% 75 50 25 0 25 50 75 100%| | | | | | | | |

Figure 1.4


120 –

100 –

80 –

60 –

40 –

20 –

0 – | | | | | | |1950 1970 1990 2010 (est)

1960 1980 2000

Empl

oym

ent (

mill

ions

)

Manufacturing and ServiceEmployment

Figure 1.5 (A)

Manufacturing

Service


Manufacturing Employmentand Production

Figure 1.5 (B)

40 –30 –20 –10 –

0 – | | | | | | |1950 1970 1990 2010 (est)

1960 1980 2000

– 150

– 125

– 100

– 75

– 50

– 25

– 0

Empl

oym

ent (

mill

ions

)

Inde

x: 1

997

= 10

0

Manufacturingemployment

(left scale)

Industrialproduction

(right scale)

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Development of theService Economy

Figure 1.5 (C)

United StatesCanadaFrance

ItalyBritainJapan

W. Germany

1970 2008 (est)

| | | | |

40 50 60 70 80Percent


Organizations in Each Sector

Service Sector Example% of all

JobsEducation,Legal, Medical,and other

Notre Dame University,San Diego Zoo, ArnoldPalmer Hospital

25.5

Trade (retail,wholesale)

Walgreen’s, Wal-Mart,Nordstrom’s

15.1

Utilities,Transportation

Pacific Gas & Electric,American Airlines, SantaFe R.R., RoadwayExpress

5.2

Table 1.4


Organizations in Each SectorService Sector Example

% of allJobs

Professionaland BusinessServices

Snelling and Snelling, WasteManagement, Pitney-Bowes

10.1

Finance,Information,Real Estate

Citicorp, American Express,Prudential, Aetna, TrammelCrow, EDS, IBM

9.6

Food, Lodging,Entertainment

Olive Garden, Hard Rock Cafe,Motel 6, Hilton Hotels, WaltDisney, Paramount Pictures

8.5

PublicAdministration

U.S., State of Alabama, CookCounty

4.6

Table 1.4

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Organizations in Each SectorManufacturingSector Example

% of allJobs

Manufacturing General Electric, Ford,U.S. Steel, Intel

11.5

Construction Bechtel, McDermott 7.9

Agriculture King Ranch 1.6

Mining Homestake Mining 0.4

Sector Percent of all jobs

Service 78.6%

Manufacturing 21.4%Table 1.4


Tren Baru Pada MO

Local ornationalfocus

Reliable worldwidecommunication andtransportation networks

Global focus,movingproductionoffshore

Batch (large)shipments

Short product life cyclesand cost of capital putpressure on reducinginventory

Just-in-timeperformance

Low-bidpurchasing

Supply chain competitionrequires that suppliers beengaged in a focus on theend customer

Supply chainpartners,collaboration,alliances,outsourcing

Figure 1.6

Past Causes Future


New Trends in OM

Lengthyproductdevelopment

Shorter life cycles,Internet, rapid internationalcommunication, computer-aided design, andinternational collaboration

Rapid productdevelopment,alliances,collaborativedesigns

Standardizedproducts

Affluence and worldwidemarkets; increasinglyflexible productionprocesses

Masscustomizationwith addedemphasis onquality

Jobspecialization

Changing socioculturemilieu; increasingly aknowledge and informationsociety

Empoweredemployees,teams, and leanproduction

Figure 1.6

Past Causes Future

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New Trends in OM

Low-costfocus

Environmental issues, ISO14000, increasing disposalcosts

Environmentallysensitiveproduction, greenmanufacturing,recycledmaterials,remanufacturing

Ethics notat forefront

Businesses operate moreopenly; public and globalreview of ethics; oppositionto child labor, bribery,pollution

High ethicalstandards andsocialresponsibilityexpected

Figure 1.6

Past Causes Future


New Trends in OM Global focus Just-in-time performance Supply chain partnering Rapid product development Mass customization Empowered employees Environmentally sensitive production Ethics


Productivity Challenge

Productivity is the ratio of outputs (goodsand services) divided by the inputs

(resources such as labor and capital)

The objective is to improve productivity!

Important Note!Production is a measure of output

only and not a measure of efficiency

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Feedback loop

Outputs

Goodsand

services

Processes

The U.S. economic systemtransforms inputs to outputs

at about an annual 2.5%increase in productivity per

year. The productivityincrease is the result of a

mix of capital (38% of 2.5%),labor (10% of 2.5%), and

management (52% of 2.5%).

The Economic SystemInputs

Labor,capital,

management

Figure 1.7


Improving Productivity atStarbucks

A team of 10 analystscontinually look for waysto shave time. Someimprovements:Stop requiring signatureson credit card purchasesunder $25

Saved 8 secondsper transaction

Change the size of the icescoop

Saved 14 secondsper drink

New espresso machines Saved 12 secondsper shot


Improving Productivity atStarbucks

A team of 10 analystscontinually look for waysto shave time. Someimprovements:Stop requiring signatureson credit card purchasesunder $25

Saved 8 secondsper transaction

Change the size of the icescoop

Saved 14 secondsper drink

New espresso machines Saved 12 secondsper shot

Operations improvements havehelped Starbucks increase yearlyrevenue per outlet by $200,000 to$940,000 in six years.Productivity has improved by 27%,or about 4.5% per year.

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Measure of process improvement Represents output relative to input Only through productivity increases

can our standard of living improve

Productivity

Productivity =Units produced

Input used


Productivity Calculations

Productivity =Units produced

Labor-hours used

= = 4 units/labor-hour1,000250

Labor Productivity

One resource input single-factor productivity


Multi-Factor ProductivityOutput

Labor + Material + Energy+ Capital + Miscellaneous

Productivity =

Also known as total factor productivity Output and inputs are often expressed

in dollars

Multiple resource inputs multi-factor productivity

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Collins Title Productivity

Staff of 4 works 8 hrs/day 8 titles/dayPayroll cost = $640/day Overhead = $400/day

Old System:

=Old laborproductivity

8 titles/day32 labor-hrs




Old System:

8 titles/day32 labor-hrs=Old labor

productivity = .25 titles/labor-hr




Old System:

14 titles/day Overhead = $800/dayNew System:


productivity

=New laborproductivity

= .25 titles/labor-hr

14 titles/day32 labor-hrs

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Old System:




14 titles/day32 labor-hrs=New labor





Old System:


=Old multifactorproductivity

8 titles/day$640 + 400




Old System:


8 titles/day$640 + 400=Old multifactor

productivity = .0077 titles/dollar

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Old System:


8 titles/day$640 + 400=Old multifactor

productivity

=New multifactorproductivity

= .0077 titles/dollar

14 titles/day$640 + 800




Old System:


8 titles/day$640 + 400

14 titles/day$640 + 800

=Old multifactorproductivity

=New multifactorproductivity




Persoalan Pengukuran

Quality may change while thequantity of inputs and outputsremains constant

External elements may cause anincrease or decrease in productivity

Precise units of measure may belacking

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Variabel Produktivitas Labor - contributes

about 10% of theannual increase

Capital - contributesabout 38% of theannual increase

Management -contributes about 52%of the annual increase


Key Variables for ImprovedLabor Productivity

Basic education appropriate for thelabor force

Diet of the labor force Social overhead that makes labor

available Maintaining and enhancing skills in the

midst of rapidly changing technologyand knowledge


Labor SkillsAbout half of the 17-year-olds in the US cannotcorrectly answer questions of this type

Figure 1.8

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Investment and Productivity

10

8

6

4

2

0

Perc

ent i

ncre

ase

in p

rodu

ctiv

ity

Percentage investment10 15 20 25 30 35


Service Productivity

Typically labor intensive Frequently focused on unique

individual attributes or desires Often an intellectual task performed by

professionals Often difficult to mechanize Often difficult to evaluate for quality


Productivity at Taco BellImprovements:

Revised the menu Designed meals for easy preparation Shifted some preparation to suppliers Efficient layout and automation Training and employee empowerment

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Productivity at Taco BellImprovements:

Revised the menu Designed meals for easy preparation Shifted some preparation to suppliers Efficient layout and automation Training and employee empowerment

Results: Preparation time cut to 8 seconds Management span of control

increased from 5 to 30 In-store labor cut by 15 hours/day Stores handle twice the volume with

half the labor Fast-food low-cost leader


Ethics and Social Responsibility

Challenges facingoperations managers:

Developing and producing safe,quality products

Maintaining a clean environment Providing a safe workplace Honoring community commitments

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