MANAJEMEN OPERASIONAL

MANAJEMEN OPERASIONAL

ELISABETH SUPRIHARYANTI, SE.,M.SI

PROGRAM PASCA SARJANA MAGISTER MANAJEMEN UNIKA WIDYA MANDALA SURABAYA

Jl.Dinoyo 42-44 Surabaya

www.wima.ac.id

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

UNIKA WIDYA MANDALA SURABAYA

Jl.Dinoyo 42-44 Surabaya-www.wima.ac.id

Manajemen Operasional

Kegiatan yang berhubungan dengan penciptaan barang dan jasa melalui adanya pengubahan input menjadi output

Kegiatanproses manajemen meliputi perencanaan, pengorganisasian, pengarahan dan pengendalian




Input

man, machine, money,

m aterial

Output Barang/

Jasa

Transformasi




2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 1-4

Functions - Bank

Operations Finance/

Accounting Marketing

Check

Clearing

Teller

Scheduling

Transactions Processing

Security

Commercial Bank

1984-1994

T/Maker Co.





Functions - Manufacturer

Operations Finance/

Accounting

Marketing

Production

Control

Manufacturing Quality

Control

Purchasing

Manufacturing




Keputusan MO

1. Desain Produk/Jasa

2. Desain Proses dan kapasitas

3. Lokasi

4. Desain tata Letak

5. Manajemen Mutu

6. Sumber daya manusia dan sistem kerja

7. SCM

8. Persediaan, MRP, JIT

9. Penjadwalan jangka pendek dan menengah

10. pemeliharaan

1-7

WHAT OPERATIONS MANAGERS DO

Plan - Organize - Staff - Lead - Control




Product Life Cycle

Negative cash flow

Introduction Growth Maturity Decline

Sale

s,

cost,

and c

ash f

low

Cost of development and production

Cash flow

Net revenue (profit)

Sales revenue

Loss

Figure 5.2




Scope of

product

development

team

Product Development Stages

Scope for design and engineering

teams

Evaluation

Introduction

Test Market

Functional Specifications

Design Review

Product Specifications

Customer Requirements

Feasibility

Concept

Figure 5.3

Relationship matrix

How to satisfy customer wants

Interrelationships

Com

petitive

assessm

ent

Technical evaluation

Target values

What the customer

wants

Customer importance

ratings

Weighted rating




Triple Bottom Line

Consider the systems necessary to support the three Ps: people, planet, and profit

Figure S5.1




Process, Volume, and Variety

Process Focus projects, job shops

(machine, print, hospitals, restaurants)

Arnold Palmer Hospital

Repetitive (autos, motorcycles, home

appliances) Harley-Davidson

Product Focus (commercial baked goods,

steel, glass, beer) Frito-Lay

High Variety one or few units per run, (allows customization)

Changes in Modules modest runs, standardized modules

Changes in Attributes (such as grade, quality, size, thickness, etc.) long runs only

Mass Customization (difficult to achieve, but huge

rewards) Dell Computer

Poor Strategy (Both fixed and variable costs

are high)

Low Volume

Repetitive Process

High Volume

Volume Figure 7.1




Types of Layout

1. Office layout

2. Retail layout

3. Warehouse layout

4. Fixed-position layout

5. Process-oriented layout

6. Work-cell layout

7. Product-oriented layout




The Strategic Importance of Location

The objective of location strategy is to maximize the benefit of location to the

firm

Options include

1. Expanding existing facilities

2. Maintain existing and add sites

3. Closing existing and relocating




Location and Costs

Location decisions based on low cost require careful consideration

Once in place, location-related costs are fixed in place and difficult to reduce

Determining optimal facility location is a good investment




Location Decisions

Country Decision Key Success Factors

1. Political risks, government rules, attitudes, incentives

2. Cultural and economic issues

3. Location of markets

4. Labor talent, attitudes, productivity, costs

5. Availability of supplies, communications, energy

6. Exchange rates and currency risks Figure 8.1




Location Decisions

Region/ Community

Decision

Key Success Factors

1. Corporate desires

2. Attractiveness of region

3. Labor availability and costs

4. Costs and availability of utilities

5. Environmental regulations

6. Government incentives and fiscal policies

7. Proximity to raw materials and customers

8. Land/construction costs Figure 8.1

MN

WI

MI

IL IN OH




Location Decisions

Site Decision Key Success Factors

1. Site size and cost

2. Air, rail, highway, and waterway systems

3. Zoning restrictions

4. Proximity of services/ supplies needed

5. Environmental impact issues

Figure 8.1




Transparency

Masters to

accompany

Heizer/Render Principles of

Operations

Management, 5e, and

Operations

Management, 7e


The Supply Chain

Supplier

Supplier

Supplier

Inventory

Inventory

Distributor

Inventory Inventory

Manufacturer

Customer

Customer

Customer

Market research data

Scheduling information

Engineering and design data

Order flow and cash flow

Ideas and design to

satisfy end

customer

Material flow

Credit flow




Transparency

Masters to

accompany


Operations

Management, 5e, and

Operations

Management, 7e


Inventory Classifications




Transparency

Masters to

accompany


Operations

Management, 5e, and

Operations

Management, 7e

2004 by Prentice Hall, Inc. Upper Saddle River, N.J. 07458 13-21

Planning Tasks and Responsibilities




Transparency

Masters to

accompany


Operations

Management, 5e, and

Operations

Management, 7e


Planning Horizons

Today 3 Months 1 year 5 years

Planning Horizon

Short-range plans

Job assignments

Ordering

Job scheduling

Dispatching

Intermediate-range plans

Sales planning

Production planning and

budgeting

Setting employment, inventory,

subcontracting levels

Analyzing operating plans

Long-range plans

R&D

New product plans

Capital expenses

Facility location, expansion

Responsible

: Operations

managers,

supervisors,

foremen

Responsibl

e:

Operations

managers

Responsible:

Top

executives




Transparency

Masters to

accompany


Operations

Management, 5e, and

Operations

Management, 7e


Relationships of the Aggregate Plan

Aggregate

Plan for

Production

Demand

Forecasts,

orders

Master

Production

Schedule, and MRP systems

Detailed Work

Schedules

External

Capacity

Subcontractors

Inventory On

Hand

Raw Materials

Available

Work Force

Marketplace

and Demand

Research and

Technology Product

Decisions

Process

Planning & Capacity

Decisions




Pengukuran Kinerja MO

Output

Produktivitas =

input

Output

Produktivitas =

multi faktor (man+material+money,dll)

MANAJEMEN OPERASIONAL

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