PENGANTAR MANAJEMEN OPERASI

Hermawanto

+6281555999877

hersusbon_2013@yahoo.com

TEXTBOOKS MANAJEMEN OPERASI (EDISI TERBARU):

-CHASE & JACOBS-JACOBS, CHASE & AQUILANO

-HEIZER & RENDER-RUSELL & TAYLOR III-GAITHER & FRAIZER

-SCHROEDER-DILWORTH

-DAVIS & HEINEKE-DAN LAIN-LAIN, DISAMPING

JOURNALS TERKAIT

- Memahami pengertian manajemen operasi, strategi operasi, dan manajemen kualitas

- Memahami pentingnya peran strategi operasi dan memahami bahwa kualitas merupakan

elemen penting dari strategi operasi

-- Mengenal topik-topik penting dalam manajemen operasi

PERTEMUAN-PERTEMUAN BERIKUTNYA:

- MENGUMPULKAN TUGAS TENTANG GAMBAR DARI PROSES BISNIS DARI PERUSAHAAN TEMPAT BEKERJA MAHASISWA ATAU

PERUSAHAAN YANG MENJADI TUJUAN BEKERJA MAHASISWA

-MEMBENTUK KELOMPOK (2-3 KELOMPOK) UNTUK MEMBUAT TUGAS MAKALAH KELOMPOK TENTANG PRAKTEK-PRAKTEK

STRATEGI OPERASI DAN MANAJEMEN KUALITAS PADA PERUSAHAAN-PERUSAHAAN DI INDONESIA YANG ANDA PILIH,

YANG AKAN DIPRESENTASIKAN PADA MINGGU KE 6

Marketing Finance

Production

OPERATIONS AS ONE OF THE BASIC FUNCTIONS OF THE FIRM

Operations(sekarang)

Operations

Marketing Finance

Human Resource

OPERATIONS AS ONE OF THE (BASIC) FUNCTIONS OF THE FIRM

MARKETING establishes the demand for goods or services,

FINANCE provides the capital, HUMAN RESOURCE provides a talented and energetic workforce, OPERATIONS actually makes the goods or/and provides the service.

Functional Areas of Business

Capital Markets

Finance

Operations

Marketing

Customers

Su

pp

lies

Pu

rch

asin

gH

um

an R

esource

Lab

or Force

OPERATIONS AS THE TECHNICAL CORE

OPERATIONS MANAGEMENT

Management of the processes that are used to transform the resources employed by a firm into products and services

desired by customers

OPERATIONS AND SUPPLY MANAGEMENT

Management of the processes that are used to transform the resources employed by a firm into products and services

desired by customers and of how materials and services are moved to and from the transformation processes of the firm

OPERATIONS AND SUPPLY MANAGEMENT (OSM)Is defined as the design, operation, and

improvement of the systems that create and deliver the firm’s primary products and services.

Operations refers to the processes that are used to transform the resources employed by a firm into products and services desired by customers.

Supply refers to how materials and services are moved to and from the transformation processes of the firm.

(Jacobs, Chase, and Aquilano, 2010: 7 & 4).

MANAJEMEN OPERASI

-Pengelolaan proses transformasi dari input menjadi output dalam rangka

penciptaan nilai tambah bagi customers

MANAJEMEN OPERASI DAN SUPLAI

-Pengelolaan proses transformasi dari input menjadi output dan pengelolaan

pergerakan material dan layanan menuju dan dari proses transformasi dalam

rangka penciptaan nilai tambah bagi customers melalui cara yang efektif dan

efisien

Apakah esensi dari fungsi operasi?

Berlangsungnya proses transformasi

dan

terjadinya penciptaan nilai tambah

Syarat Penting

Syarat Cukup

EXAMPLES OF INPUTS, TRANSFORMATION, AND OUTPUTS(SYSTEM VIEW)

INPUTS

RAW MATERIALSHUMAN

EQUIPMENTFACILITIES

LANDOTHERS

TRANSFORMATIONPROCESS

OUTPUTS

GOODSSERVICES

THE RELATIONSHIP BETWEEN PROBLEM SOLVING AND DECISION MAKING

(ANDERSON, SWEENEY, & WLLIAMS, 2003: 5)

DEFINE THE PROBLEM

DETEMINE THE OBJECTIVE

IDENTIFY THE ALTERNATIVES

DETERMINE THE CRITERIA

EVALUATE THE ALTERNATIVES

- CHOOSE THE BEST DECISION(S)

IMPLEMENT THE DECISION(S)

EVALUATE THE RESULTS

PROBLEMSOLVING

DECISION MAKING

DECISION

INPUT-PROCESS-OUTPUT MODEL

INPUT

MASALAHTUJUANDATA-INFO LINGK KEPPENGAMBIL KEPALAT-MODEL KEPALTERNATIFKRITERIA

PROCESS

PROSES PENG KEP

OUTPUT

HASIL KEP IMPLEMEN TASI

•

INPUTS TRANSFORMATION PROCESS OUTPUTS

Student Managing the in-class discussions Student+++ Instructor to brief formal remarks

Case to discus the case itself Reading to debrief the case analysis Room process Equipment

CASE TEACHING

Apakah alasan perubahan nama dari manajemen

produksi ke manajemen operasi?

Peran dari sektor jasa yang semakin besar dan mendominasi GDP

[menurut laporan the World Factbook 2000 (Davis & Heineke, 2005), negara maju > 50% dan negara sedang berkembang < 50%; US: +80%, UK: +73%, France: +70%, dan Japan:

+63%]

DARI MANAJEMEN PRODUKSI KE MANAJEMEN OPERASIKEMUDIAN KE MANAJEMEN OPERASI DAN SUPPLY

-PHYSICAL ( seperti dalam MANUFACTURING)-LOCATIONAL (seperti dalam TRANSPORTATION)-EXCHANGE (seperti dalam RETAILING)-STORAGE (seperti dalam WAREHOUSING)-PHYSIOLOGICAL (seperti dalam HEALTH CARE)-PSYCHOLOGICAL (seperti dalam ENTERTAINMENT)-INFORMATIONAL (seperti dalam TELECOMMUNICATION)

Nilai Tambah????

INPUT PROCESS OUTPUTS

Feedback Loop

Pada awalnya orang memandang input-process-output sebagai berikut:

INPUT PROCESS OUTPUT

PRIMARY ?? GOODS INPUTS

TRANSFORMATION PROCESS

OTHER RESOURCES SERVICES

??

? = terjadinya perubahan fisik untuk membedakan antara barang dan jasa? = besarnya nilai tambah yang diciptakan

RUMAH SAKIT PRIMARY INPUTS

PASIEN

RESOURCES

DOKTER, PERAWAT,PERLENGKAPAN &PERALATAN MEDIS

PRIMARY TRANSFORMATION FUNCTION(S)

TYPICAL DESIRED OUTPUT

INDIVIDU- INDIVIDU YANG SEHAT KEMBALI

PERAWATAN KESEHATAN (PHYSIOLOGICAL)

PABRIK MOBIL PRIMARY INPUTS

LEMBARAN BAJA,BAGIAN-BAGIAN MESIN

RESOURCES

PERLENGKAPAN, PERALATAN, PEKERJA

PRIMARY TRANSFORMATION FUNCTION(S)

TYPICAL DESIRED OUTPUT

MOBIL-MOBIL BERKUALITAS TINGGI

FABRIKASI, PERAKITAN (PHYSICAL)

PERGURUAN TINGGI PRIMARY INPUTS

-LULUSAN SLTA-LULUS TES MASUK PT - MENDAFTAR KEMBALI

RESOURCES

DOSEN-DOSEN, BUKU-BUKU, RUANG-RUANG KELAS & LAB

PRIMARY TRANSFORMATION FUNCTION(S)

TYPICAL DESIRED OUTPUT

INDIVIDU- INDIVIDUYANG CENDEKIA (SARJANA)

TRANSFER PENGETAHUAN (INFORMATIONAL)

MASKAPAI PENERBANGAN PRIMARY INPUTS

WISATAWAN (Calon Penumpang)

RESOURCES

PESAWAT, PRAMU-GARA(I), SISTEM TIKET, SKEDUL

PRIMARY TRANSFORMATION FUNCTION(S)

TYPICAL DESIRED OUTPUT

WISATAWAN YANG PUAS (Penumpang)

PERPINDAHAN TEMPAT DARI ASAL KE TUJUAN (LOCATIONAL)

SESI PERKULIAHAN MO PRIMARY INPUTS

MAHASISWA (SEBELUM MENGIKUTI SESI PERKULIAHAN)

OTHERRESOURCES

DOSEN-DOSEN, BUKU-BUKU, RUANG-RUANG KELAS, DLL.

PRIMARY TRANSFORMATION FUNCTION(S)

TYPICAL DESIRED OUTPUT

MAHASISWA (SETELAH MENGIKUTI PERKULIAHAN DIHARAPKAN MENCAPAI PEMAHAMAN SESUAI DENGAN TUJUAN SESI)

TRANSFER PENGETAHUAN (INFORMATIONAL)

MENGAPA BELAJAR MANAJEMEN OPERASI?

PENDIDIKAN BISNIS TERASA TIDAK LENGKAP TANPAPEMAHAMAN DARI PENDEKATAN MODERN PADA

PENGELOLAAN OPERASI

MANAJEMEN OPERASI MEMBERIKAN CARA YANGSISTEMATIK UNTUK MELIHAT PROSES-PROSES

KEORGANISASIAN

MANAJEMEN OPERASI MEMBAWA PADA PELUANG-PELUANG KARIR YANG MENARIK

KONSEP-KONSEP DAN ALAT-ALAT DARI MANAJEMEN OPERASI DIGUNAKAN SECARA LUAS DALAM MENGELOLA

FUNGSI-FUNGSI LAIN DARI SEBUAH BISNIS

Contoh Poin 4HUMAN RESOURCE SYSTEM MODEL

INPUT

HR Competencies

THROUGHPUT

HR Behaviors

OUTPUT

Productivity,Satisfaction,Turnover, etc.

FIRM STRATEGY

TANTANGAN-TANTANGAN YANG DIHADAPI OLEH PARA MANAJER

- GLOBALISASIPENGEMBANGAN KAPABILITAS BERSAING SECARA SUKSES

PADA TINGKAT GLOBAL

- TEKNOLOGIAPLIKASI TEKNOLOGI SECARA EFEKTIF YANG MEMBERIKAN

NILAI TAMBAH SECARA NYATA

- PERUBAHAN-PERUBAHAN-PERUBAHAN-PERUBAHANSEMUA PIHAK HARUS MAU BELAJAR UNTUK BERUBAH

SECARA CEPAT DAN LEBIH NYAMAN

-REVOLUSI KUALITASTUNTUTAN AKAN KUALITAS YANG TERJADI DIMANA-MANA TELAH MENANDAI TERJADINYA REVOLUSI KUALITAS PADA

SEGALA SEKTOR

PROD = f (K, L, M)

Dari elemen-elemen produktivitas

yang terdiri dari modal, tenaga kerja,

dan manajemen; elemen mana yang

memberikan kontribusi terbesarpada produktivitas?

Menurut Stein & Foss (1995):

Tenaga kerja (10%)Modal (38%)Manajemen (52%)

-OPERATIONS AND SUPPLY STRATEGY-QUALITY MANAGEMENT

-NEW PRODUCT DEVELOPMENT-PROCESS DESIGN AND ANALYSIS

-FORECASTING-INVENTORY MANAGEMENT

-PROJECT MANAGEMENT-SIMULATION MODELING

-CAPACITY PLANNING-QUALITY IMPROVEMENT METHODS

-LEAN ENTERPRISE-TECHNOLOGY AND INTEGRATED SUPPLY MANAGEMENT

-GLOBAL SUPPLY CHAIN AND SERVICE INTEGRATION

Contoh: Designing Jobs and Works PRIMARY INPUTS

?????????

RESOURCES

???????????

PRIMARY TRANSFORMATION FUNCTION(S)

???????

TYPICAL DESIRED OUTPUT

??????????

Chapter 2

Pelajari:- Competitive dimensions- Straddling- Order winner and order qualifier- Fitting operational activities to strategy- Framework for operations and supply

strategy

Chapter 9

Pelajari:Total Quality ManagementQuality Specification and Quality CostsSix-Sigma QualityExternal Benchmarking for Quality

Improvement

Chapter 9A

Pelajari:Process CapabilityProcess Control ProceduresAcceptance Sampling

STRATEGIC OPERATIONS MANAGEMENT

How the operations of individual company (i.e. manufacturing, services, logistics, purchasing) contribute to success or failure

- Introduce operations strategy as a guide to positioning the organization

- Quality is foundation of so much of business and forms a key strategic components

- Product and service innovation discussions provide a review of the challenges of developing and keeping products and services fresh

CORPORATE STRATEGY

BUSINESS STRATEGIES

FUNCTIONAL STRATEGIES

OPERATING STRATEGIES

LEVELS OF STRATEGY

THE STRATEGY-MAKING PYRAMID

Responsibility of Corporatecorporate-level Strategymanagers

Two-Way Influence

Responsibility of

business-level Business Strategiesgeneral managers

Two-Way InfluenceResponsibility of heads ofmajor functional

activities within Functional Strategiesa business unitor division

Two-Way InfluenceResponsibility ofplant managers,

geographic unit Operating Strategiesmanagers, and

lower-level supervisors

CORPORATE STRATEGY- THE OVERALL MANAGERIAL GAME PLAN

FOR A DIVERSIFIED COMPANY- CONCERNS HOW A DIVERSIFIED

COMPANY INTENDS TO ESTABLISH BUSINESS POSITIONS IN DIFFERENT INDUSTRIES

- THE ACTIONS AND APPROACHES EMPLOYED TO IMPROVE THE PERFORMANCE OF THE GROUP OF BUSINESS THE COMPANY HAS DIVERSIFIED INTO

BUSINESS STRATEGY

Business Strategy concerns the actions and the approaches crafted by the management to produce successful performance in one specific line of business.

The central business strategy issue is how to build a stronger long-term competitive position

BUSINESS STRATEGY

Defines the markets, products, and targetcustomers and sets both short- and long-term objectives for the company

(Verma & Boyer, 2010)

BUSINESS STRATEGY

STRATEGI GENERIK PORTER:

- DIFFERENTIATION- LOW-COST LEADERSHIP- FOCUS

- OVERALL LOW-COST LEADERSHIP STRATEGY- BROAD DIFFERENTIATION STRATEGY- FOCUSED LOW-COST STRATEGY- FOCUSED DIFFERENTIATION STRATEGY- BEST-COST PROVIDER STRATEGY

Salah satu contohnya:

FUNCTIONAL STRATEGIES

Specify the core goals of areas such as operations, marketing, finance, IT, R&D, and so on

(Verma & Boyer, 2010)

STRATEGI OPERASI(SECARA UMUM)

DIFFERENTIATION

COST LEADERSHIP

RESPONSE

Kembali ke

(Heizer & Render)

CONTOH STRATEGI OPERASI SPESIFIK YANG BISA DIGUNAKAN

FLEXIBILITY: DESIGN, VOLUME

LOW COST

DELIVERY: SPEED, DEPENDABILITY

QUALITY:CONFORMANCE, PERFORMANCE

AFTER-SALES SERVICE

BROAD PRODUCT LINE

Mengapa berbeda?

Lihat dua perspektif:

- Top-down and bottom-up perspectives

- Market and resource perspectives

berikut ini………..

Bedakan dengan Operating StrategyOperating strategy concerns how to manage

front-line organizational units within a business (plant, sales districts, distribution centers) and how to perform strategically significant operating tasks (materials purchasing, inventory control, maintenance, shipings, advertising campaigns)(Thompson & Strickland, 2003)

COMPETING ON WHAT? (GARVIN, 1992)

- COMPETING ON QUALITY

- COMPETING ON PRODUCTIVITY

- COMPETING ON NEW PRODUCTS AND PROCESSES

KEUNGGULAN BERSAING

DIFFERENTIATION ……. BETTER

COST LEADERSHIP …… CHEAPER

RESPONSE …… FASTER

Lalu, apa yang dimaksud dengan

strategi operasi?

Salah satu jawabannya adalah

Strategi operasi merupakan pemilihan prioritas yang digunakan sebagai kekuatan-kekuatan

untuk bersaing (competitive weapons).Competitive weapons dapat diambilkan dari

competitive dimensions/priorities yang terdiri dari:

-Cost: Low cost operations-Quality: Consistent quality; superior quality

-Time/Delivery: On-time delivery; delivery speed; product development speed

-Flexibility: Range of products/customization; variety; volume flexibility

BASIC OPERATIONS PRIORITIES

COST EFFECTIVENESS

PRODUCT QUALITY AND RELIABILITY

DELIVERY SPEED AND RELIABILITY

ABILITY TO COPE WITH CHANGES IN DEMAND

FLEXIBILITY AND NEW PRODUCT INTRODUCTION SPEED

OTHER PRODUCT-SPECIFIC CRITERIA

PERFORMANCE OBJECTIVE

- QUALITY

- SPEED

- DEPENDABILITY

- FLEXIBILITY

- COST

QUALITY Being RIGHTSPEED Being FASTERDEPENDABILITY Being ON TIMEFLEXIBILITY Being ABLE TO CHANGECOST Being PRODUCTIVE

MARKET COMPETITIVENESS

PERFORMANCE OBJECTIVES

STRATEGIC RECONCILIATION

OPERATIONS OPERATIONS PERFORMANCE MARKET RESOURCES STRATEGY OBJECTIVES REQUIREMENTS

Priority of Performance Objectives

Market Requirements

Customers’ Needs

Competitors’ Actions

Important to customers

Performance against competitors

Performance Objectives

STRATEGI OPERASI

Operations Resources

STRATEGIC RECONCILIATION

Priority of Performance Objectives

Market Requirements

Customers’ Needs

Competitors’ Actions

Important to customers

Performance against competitors

Performance Objectives

STRATEGI OPERASI

Operations Resources

LATIHAN

Baca baik-baik dan buatlah sebuahexecutive summary STRATEGI

YANG SASTENABEL (SUSTAINABEL)

(lihat halaman 58-59.

TIGA BESAR DALAM COMPETITIVE CRITERIA(1992, 1994, 1996, 1998)

CONFORMANCE QUALITY

PRODUCT RELIABILITY

ON-TIME DELIVERY

Apa saja kecenderungan utama yang

sangat berpengaruh terhadap peranan

dari strategi operasi?

Meningkatnya persaingan global dan kemajuan teknologi informasi

Diperlukan Revolusi Kualitas

MAMPUKAH KITA MANGELOLA OPERATIONS RESOURCES KITA UNTUK MENJAWAB TUNTUTAN

PERUBAHAN TERSEBUT?

DIPERLUKAN SEMANGAT BERSAING MENUJU

KEUNGGULAN BERSAING SECARA BERKELANJUTAN

KEUNGGULAN BERSAING SECARA BERKELANJUTAN (S C A)

UNTUK DAPAT UNGGUL BERSAING SECARA BERKELANJUTAN, SUMBER DAYA PERUSAHAAN DISYARATKAN:

-BERNILAI TINGGI

-JARANG

-SUSAH UNTUK DITIRU OLEH PESAINGNYA

-TIDAK DAPAT DIGANTIKAN SECARA SEMPURNA OLEH PESAINGNYA

Globalisasi

Kepemimpinan

Strategik

Hamparan Revolusi Strategi Kesuksesan

Persaingan Kualitas Operasi Organisasi

Baru

Manajemen Manajemen

Kompetensi Perilaku

Perkembangan

Teknologi

SCA

INSIGHTS FROM THE WORLD BUSINESS ACADEMY

COMPETITION: STRIVING TOGETHER

COOPERATION: WORKING TOGETHER

CO-CREATION: CREATING TOGETHER

CO-OPETITION(A REVOLUTIONARY MINDSET THAT

COMBINES COMPETITION AND COOPERATION)

CUSTOMERS

COMPETITORS COMPANY COMPLEMENTORS

SUPPLIERS

SERVICE TRIANGLE (Albrecht & Zemke, 2004)

THE SERVICESTRATEGY

THE CUSTOMER

THE SYSTEMS THE PEOPLE

STRATEGI LAYANAN YANG EFEKTIF

MERUPAKAN SEBUAH PERNYATAAN PENTING DARI KEINGINAN

MEMBEDAKAN SECARA JELAS ORGANISASI TERSEBUTDARI ORGANISASI LAINNYA

MEMPUNYAI NILAI DARI SUDUT PANDANG PELANGGANNYA

DAPAT DILAKSANAKAN OLEH ORGANISASI YANG BERSANG-KUTAN

THE PERFORMANCE PRIORITIES COMPETED BY SERVICE FIRM

UNDERSTAND THE OPERATING FOCUS OF THE FIRM

TREATMENT OF THE CUSTOMER IN TERMS OF FRIENDLINESS AND HELPFULNESS

SPEED AND CONVENIENCE OF SERVICE DELIVERY

PRICE OF THE SERVICE

VARIETY OF SERVICE

QUALITY OF THE TANGIBLE GOODS THAT ARE CENTRALTO OR ACCOMPANY THE SERVICE

UNIQUE SKILLS THAT CONSTITUTE THE SERVICE OFFERING

APA PERBEDAAN ANTARA STRATEGI OPERASI

DENGAN MANAJEMEN OPERASI?

MANAJEMEN OPERASI

Pengelolaan proses transformasi dari input menjadi output dalam rangka penciptaan nilai tambah bagi customers

STRATEGI OPERASI

Penetapan arah/tujuan, prioritas-prioritas, dan pembuatan keputusan tentang operasi dari barang/jasa sebuah

perusahaan untuk mendukung strategi perusahaan secara keseluruhan, melalui perekonsiliasian kebutuhan pasar

dengan sumberdaya-sumberdaya operasi

STRATEGI OPERASI MEMPUNYAI:

- SKALA WAKTU YANG LEBIH PANJANG- TINGKAT ANALISIS YANG LEBIH TINGGI- PENGAMBILAN KEPUTUSAN YANG MENGGUNAKAN DATA YANG LEBIH AGREGAT- TINGKAT ABSTRAKSI YANG LEBIH TINGGI

Quality is good Strategy is better ?????

Synergy is the best 

(Hermawanto, 2004)       

Dengan menggunakan prinsip-prinsip ini, itu, dan inu dimana 

inu = membawa yang baik-baik dari ini + itu 

Pergeseran = perubahan dari ini ke inu 

Quality is goodStrategy (includes quality) is better

Synergy (together with strategy that includes quality) is the best 

(Hermawanto, 2004)   

 

 -Apakah anda sadar akan pentingnya kualitas?-Apakah kualitas merupakan bagian dari strategi?

-Apakah strategi itu penting?-Apakah anda sudah berstrategi?

-Dalam berstrategi, apakah anda memandang perlu untuk bersinergi?

-Apakah sinergi telah terjadi? 

Apa maksud dari pernyataan berikut ini?

“Menurut pandangan kualitas moderen, kualitas merupakan

pengendali dari mesin produktivitas”

Kualitas harus dimulai sejak dari kualitas perancangannya bukan

sekedar berbicara tentang kualitas produknya

EVOLUSI DAN REVOLUSI KUALITAS

TRANSCENDENT

PRODUCT-BASED

MANUFACTURING-BASED

USER-BASED

VALUE-BASED

STRATEGY-BASED

Levels of TQM AdoptionLevel 1 – Uncommitted Level 2 – DriftersLevel 3 – Tool-pushersLevel 4 – ImproversLevel 5 – Award winnersLevel 6 – World class

Levels of TQM AdoptionLevel 1 – Uncommitted

(those that have not yet started a formal process of quality improvement)

Levels of TQM AdoptionLevel 2 – Drifters

(those that will have been engaged in a process quality improvement for up to three years and have

followed the available advice and ‘received wisdom’ on TQM)

Levels of TQM AdoptionLevel 3 – Tool-pushers

(those that have more operating experience of quality improvement than a drifter, usually

between three and five years)

Levels of TQM Adoption

Level 4 – Improvers

(those that may have been engaged in a process of quality improvement for between five and eight

years and during this time made important advances)

Levels of TQM Adoption

Level 5 – Award winners

(those that have reached the stage of being able to compete for the top awards)

Levels of TQM Adoption

Level 6 – World class

(this level is characterized by the total integration of quality improvement and business strategy to

delight the customer)

THE FLOWS OF ACTIVITIES THAT ARE NECESSARY TO ACHIEVE TOTAL QUALITY MANAGEMENT (TQM)

OGANIZATIONAL PRACTICES(Leadership, mission statement, effective operating

procedures, staff support, training)

QUALITY PRINCIPLES(Customer focus, continuous improvement,

employee empowerment, benchmarking, just-in-time, tools of TQM)

EMPLOYEE FULFILLMENT(Empowerment, organizational commitment)

CUSTOMER SATISFACTION(Winning orders, repeat customers)

ORDER QUALIFIERS AND ORDER WINNER

ORDER QUALIFIERS: THE CHARACTERISTICS OF A PRODUCT

OR SERVICE THAT QUALIFY IT TO BE CONSIDERED FOR PURCHASE BY A CUSTOMER

ORDER WINNER: THE CHARACTERISTIC OF A PRODUCT OR SERVICE THAT

WINS ORDERS IN THE MARKETPLACE

EFFECTIVENESS OR EFFICIENCY?

MANA YANG LEBIH PENTING:

EFEKTIVITAS ATAU EFISIENSI?

KASUS TEMPAT PENCUCIAN MOBIL

A

B

MENUJU ORGANISASI KELAS DUNIA

????????

????????????????

GOOD STRATEGIC LEADERSHIP

COMPETENCE MANAGEMENT

BEHAVIORMANAGEMENT

MENUJU ORGANISASI KELAS DUNIA

RAPID INNOVATION

FLEXIBILITY

WASTE REDUCTION

QUALITY

CULTURE OF THE ENTERPRISE

GOOD STRATEGIC LEADERSHIP

COMPETENCE MANAGEMENT

BEHAVIORMANAGEMENT

PIRAMIDA STRATEGICOST

FLEXIBILITY

SPEED

DEPENDABILITY

QUALITY

CULTURE

THE SANDCONE MODEL OF IMPROVEMENT(MODIFIED)

QUALITY

QUALITY + DEPENDABILITY

QUALITY + DEPENDABILITY + SPEED

QUALITY + DEPENDABILITY + SPEED + FLEXIBILITY

QUALITY + DEPENDABILITY + SPEED + FLEXIBILITY + COST

COST

FLEXIBILITY

SPEED

DEPENDABILITY

QUALITY

CULTURE

THE SERVICE-PROFIT CHAIN

EMPLOYEE SATISFACTIONAND LOYALTY

PROFIT AND GROWTH SERVICE QUALITY AND VALUE

CUSTOMER RETENIONAND LOYALTY

 

HAMPARAN PERSAINGAN BARU   

-        - Peningkatan kondisi Strategic Discontinuities dan Disequilibrium

 -         Pengaburan batas-batas industri

 -         Hypercompetition

 -         Penekanan ekstrim pada kualitas dan nilai pelanggan

 -         Penekanan focus pada inovasi dan pembelajaran kontinyus

 -         Perubahan dinamika karir dan ekspektasi karyawan

Hamparan persaingan baru menyebabkan definisi kualitas mengalami revolusi:

Kualitas merupakan komponen penting dari strategi dalam

rangka memenangkan persaingan melalui pemenuhan dan pengunggulan kebutuhan

eksplisit dan kebutuhan implisit dari konsumen eksternal dan

konsumen internal melalui usaha-usaha yang sinergistik

LIMA TIPE KEBUTUHAN(Kotler, 2000)

STATED NEEDS(Konsumen ingin mobil yang tidak mahal)

REAL NEEDS(Konsumen menginginkan mobil yang biaya

operasionalnya rendah)UNSTATED NEEDS

(Konsumen mengharapkan layanan yang baik dari dealer)

DELIGHT NEEDS(Konsumen akan menyukai dealer yang

menyertakan cenderamata yang sangat menarik)

SECRET NEEDS(Konsumen ingin dipandang sebagai konsumen

yang cerdas)

QUALITY CLASSIFICATIONS

ONE-DIMENSIONAL QUALITY(What the customers tell you they want which

you give them)

EXPECTED QUALITY(What the customers do not tell you they

want but assume they will get)

ATTRACTIVE QUALITY(What the customers did not expect or

imagine but which please them)

SALES GAINS- Improved response- Higher prices- Improved reputation

IMPROVED INCREASED QUALITY PROFITS

REDUCED COST- Increased productivity- Lower rework and scrap cost- Lower warranty costs

WAYS QUALITY CAN IMPROVE PROFITABILITY

(Heizer & Render, 2005)

-AN ENGINEERING PERSPECTIVE-AN OPERATIONS PERSPECTIVE

-A STRATEGIC MANAGEMENT PERSPECTIVE-A MARKETING PERSPECTIVE

-A FINANCIAL PERSPECTIVE-THE HUMAN RESOURCE PERPECTIVE

-THE VALUE-ADDED PERSPECTIVE-CULTURAL PERSPECTIVES

AN ENGINEERING PERSPECTIVE

Interested in applying mathematical problem-solving skills and models to the problems of business and industry

Two of the major emphases in engineering are the areas of product design and process design

Concurrent engineering has resulted in the simultaneous performance of product design and process design

Another engineering-related contribution to quality management is the field of statistical process control (SPC)

AN OPERATIONS PERSPECTIVE

Like engineers, operations managers are concerned about product and process design

However, rather than focusing on only the technical aspects of these activities, operations concentrates on the management of these activities

Operations management uses the system view that underlies modern quality management thinking

The system view also focuses management on the system as the cause of quality problems

A STRATEGIC MANAGEMENT PERSPECTIVE

Firms establish a planned course of action to attain their objectives in which this planned course of action must be cohesive and coherent in terms of goals, policies, plans, and sequencing to achieve quality improvement

We soon realized that quality management, to become pervasive in a firm, needed to included in all the firm’s business processes, including strategic planning; thus quality-related goals, tactics, and strategies are becoming more a part of the strategic planning process instead of a separate entity

As quality has become integral to competitiveness, strategic planning for quality has become more important

A MARKETING PERSPECTIVE

The marketer focuses on the perceived quality of products and services

As opposed to the engineering-based conformance definition of quality, perceived quality means that quality is as the customer views it

Therefore, marketing efforts are often focused on managing quality perceptions

A FINANCIAL PERSPECTIVE

The financial perspective on quality relies more on quantified, measurable, results-oriented thinking as quality professionals have had to seek approval for funding quality improvement efforts

If the objective of a firm is to return value to its shareholders, the financial views toward quality must be well understood and used

THE HUMAN RESOURCE PERPECTIVE

Understanding the human resource (HR) perspective on quality is essential because it is impossible to implement quality without the commitment and action of employees

Quality management flourishes where the workers’ and the company’s needs are closely aligned

When needs are aligned, actions that are good for company are also good for the employee

THE VALUE-ADDED PERSPECTIVE

A value-added perspective on quality involves a subjective assessment of the efficacy of every step of the process for the customer

A value-added activity will have economic value to customer

CULTURAL PERSPECTIVES

Although it is somewhat obvious that differences in tastes and preferences exist between different cultures, it is not so obvious that approaches to quality improvement may differ according to culture

TOOLS FOR GENERATING IDEAS-CHECK SHEET

-SCATTER DIAGRAM-CAUSE AND EFFECT DIAGRAM

TOOLS TO ORGANIZE THE DATA-PARETO CHARTS-FLOW CHARTS

TOOLS FOR IDENTIFYING PROBLEMS-HISTOGRAM

-STATISTICAL PROCESS CONTROL

KEPEMIMPINAN STRATEGIK

KOMBINASI ANTARA KEPEMIMPINAN VISIONER

DAN KEPEMIMPINAN MANAJERIAL

KEPEMIMPINAN MANAJERIAL

REAKTIF-ADAPTIF

CENDERUNG TIDAK MEMBUAT KEPUTUSAN BERBASIS NILAI

TANGGUNGJAWAB BERSIFAT PENGOPERASIAN

PENGENDALIAN FINANSIAL DAN OPERASIONAL

PEMIKIRAN LINIER

MENDASARKAN PADA EXPLCIT KNOWLEDGE

KEYAKINAN PADA DETERMINASI LINGKUNGAN

KEPEMIMPINAN VISIONER

PROAKTIF

KEPUTUSAN BERBASIS NILAI

TANGGUNGJAWAB STRATEGIK

PENGENDALIAN STRATEGIK

PEMIKIRAN NON-LINEAR

MENDASARKAN PADA TACIT KNOWLEDGE

KEYAKINAN PADA PILIHAN STRATEGIK

MANAGER AND LEADER

MANAGING LEADING

Plan VisionOrganize AlignDirect EmpowerCoordinate CoachControl Care

GETTING RESULTS IMPROVING SYSTEMS

STRATEGIC VISIONA strategic vision reflects management’s

aspirations for the organization and its business, providing a panoramic view of “where we are going” and giving specifics about its future business plans

It spells out long-term business purpose and molds organizational identity

THE THREE ELEMENTS OF A STRATEGIC VISION

Coming up with a mission statement that defines what business the company is presently in and conveys the essence of “who we are, what we do, and where we are now”

Using the mission statement as a basis for deciding on a long-term course, making choices about “where we are going”, and charting a strategic path for the company to pursue

Communicating the strategic vision in clear, exciting terms that arouse organizationwide commitment

THE MISSION STATEMENT: A STARTING POINT FOR FORMING A STRATEGIC VISION

Incorporating What, Who, and How into the Mission Statement:

1. Customer needs, or what is being satisfied2. Customer group, or who is being satisfied

3. The company’s activities, technologies, and competencies, or how the enterprise goes about creating and delivering value to customers and

satisfying their needs

ARE MANAGERS FROM MARS AND ACADEMICIANS FROM VENUS? TOWARD AN UNDERSTANDING OF THE RELATIONSHIP BETWEEN ACADEMIC QUALITY

AND PRACTICAL RELEVANCE

BALDRIDGE, FLOYD, & MARKOCZY (SMJ, 2004)

Ten most popular tools for 1996

Asian Top Ten 1996 (1995)

1. Mission and vision statement (2)2. Benchmarking (1)3. Competitors profiling (9)4. Pay for performance (8)5. Strategic alliances (5)6. Reengineering (6)7. Total quality management (3)8. Customer satisfaction measurement

(7)9. Customer retention10.Core competencies (4)

Familiarity with and use of various quantitative methods by management science practitioners,

US, 1992

Method

Linear programmingSimulationNetwork analysisQueuing theoryDecision treesInteger programmingDynamic programmingMarkov processesNonlinear programmingReplacement Analysis

Familiarity Rank

123456789

10

Usage(%)83.880.358.154.738.532.532.531.630,730.5

-PLANNING-ORGANIZING-LEADING-CONTROLLING STRATEGIC CONT.

FINANCIAL CONT.

BALANCED SCORECARD

MODEL ANDIL BERKEPUTUSAN

TINGKAT KEMATANGAN

BAWAHAN

TINGKAT PENTINGNYA KEPUTUSANRENDAH TINGGI

TINGGI

KONSULTASIKAN KEPUTUSANPADA BAWAHAN

BUAT KEPUTUSANSECARA BERSAMA

PUTUSKAN SENDIRI

PUTUSKAN SENDIRI,NAMUN JANGAN LUPAUNTUK MENGINFORMASIKANKEPADA BAWAHAN

MANAGERS STRUCTURAL DECISIONS

COMPETITIVE PERFORMANCE

PRIORITIES INFRASTRUCTURAL DECISIONS

OPERATORSOPERATORS

MANAGERS STRUCTURAL DECISIONS

COMPETITIVE PERFORMANCE

PRIORITIES INFRASTRUCTURAL DECISIONS

OPERATORS

Issues in Encouraging Innovation-based Sustainability

Organizational learning is important because the process of innovation involves increasing one’s understanding of both markets and capabilities even when they are themselves changing over time

Appropriation means making sure that value of innovation is captured within the firm

The idea of path dependencies stresses the important of past decisions on a company’s ability to make decisions about its future

SERVICE QUALITY CENTER/SQC(Singapore)

Our Mission

We partner organizations to create SERVICE QUALITY AND INNOVATION (SQI)

solutions for corporate excellence (SQC, 2007)

SERVICE QUALITY CENTER/SQC(Singapore)

Three Pillars of Service Excellence

- Excellent Product- Excellent Process- Excellent People

Singapore Airlines/SIAService Philosophy

- Excellent Product- Excellent Delivery System- Excellent Mindset (People)

Knowing Customer Requirement (SQC, 2007)

Reliability (ability to perform as promised)Assurance (knowledge and ability to convey

confidence)Tangibles (physical appearance and image)Empathy (individualized attention)Responsiveness (willingness and promptness to

help)

SIA Customer Requirements

SafetyOn-time ArrivalThe ‘SIA’ Experience

Uncompromising Standards

Recruitment & SelectionService DeliveryService Recovery

Transforming Customer Service (TCS)

TCS Service Charter

Taking Ownership(I will be responsible for every aspect of our customers’ experience)

Seeking Service Opportunities(I will see every opportunity to exceed our customers’ expectations)

Exercising Empowerment(I will take the initiative to find creative solutions to our customers’

concern)

Becoming Service Champions(I will be a service champion and through teamwork strive to make SIA

the undisputed industry leader)

Some of SQCI ClientsBCA - Laboratorium Klinik

‘Prodia’Permata Bank - Mobile 8LippoBank - IndosatBank Mandiri - Blue Bird GroupBank UOB Indonesia - PT SampoernaABN-AMRO - Telkom IndonesiaASTRA International - Kalbe FarmaBII - SaraLeeGaruda Indonesia - ChevronTelkomsel - Etc.Jiwasraya

1. Struktur organisasi fungsional didasarkan atas pembagian kerja dan hubungan kerja yang jelas, sehingga memudahkan kerjasama antar bagian-bagian organisasi

2. Semakin tinggi kualitas suatu barang, ongkos membuat barang tersebut biasanya juga akan semakin tinggi

3. Kita harus melakukan perbaikan terus menerus. Yang penting, hari ini lebih baik dari kemarin dan besok pagi lebih baik dari hari ini.

4. Perbaikan yang radikal/kreatif ternyata kurang sistematis dibanding-kan berbaikan gradual. Langkah-langkah perbaikan yang sistematis akan mengganggu proses kreativitas dan inovasi.

5. Ada 2 jenis pelanggan, pelanggan yang ada di luar perusahaan (external customer) dan pelanggan yang ada di dalam perusahaan (internal customer). Agar pelanggan di luar perusahaan merasa puas, kita harus memuaskan pelanggan yang ada di dalam perusahaan.

6. Ukuran kinerja perusahaan sebaiknya merupakan gabungan ukuran-ukuran yang tercantum di dalam sasaran perusahaan.

7. Kita harus meningkatkan kemampuan karyawan kita agar menjadi yang terbaik dalam bidangnya masing-masing. Orang-orang yang terbaik tersebut akan memberikan hasil yang terbaik untuk perusahaan.

8. Perusahaan dituntut untuk “Think big, start small, and move fast”,agar memenangkan bisnis yang sangat keras.

9. Target perbaikan yang semakin “tinggi dan menantang” akan menye-babkan kemungkinan tercapainya target menjadi semakin rendah.

10.Di abad 21, perusahaan harus bersaing dan sekaligus bekerja samadengan pesaingnya. Oleh karena itu, perusahaan “kelas dunia” akanmemberikan kesempatan pada perusahaan “bukan kelas dunia” untuktetap hidup.

HERMAWANTO

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