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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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