Tugas Mandiri Manajemen Industri Vicky fakhrurrazi

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Review Jurnal

Transcript of Tugas Mandiri Manajemen Industri Vicky fakhrurrazi

  • 1. By Yang Cheng, Sami Farooq and John Johansen Center for Industrial Production, Aalborg University, Aalborg, DenmarkVicky F. Fakhrurrazi122100154MM Produksi Univ. Trisakti Angk. 36

2. Meneliti efek dari perubahan yang terjadipada level manufaktur pada suatu pabrikterhadap pabrik yang lain dalam satu jaringanmanufaktur dan juga melakukan investigasimengenai peranan dari pabrik dalam evolusijaringan manufaktur. 3. Jaringan manufaktur adalah kumpulan daripabrik-pabrik yang berlokasi pada tempatyang berbeda-beda (Ferdows, 1989; Rudbergand Olhager, 2003). 4. Literature on the manufacturing plant level Each plant was treated as a separate single facility and networkingissues were ignored (Schmenner, 1982). Literature on the manufacturing network level Dalam proses pembuatan keputusan yang berhubungan denganjaringan manufaktur ada 2 keputusan yang harus dibedakan, yaitu:Konfigurasi dan Koordinasi (Porter, 1986; Fawcett et al., 1993). Konfigurasi berhubungan dengan lokasi pabrik dan alokasi sumberdayayang saling berhubungan dalam rantai supply (Meijboom andVos, 1997). Koordinasi berhubungan dengan pengaturan jaringan dan pertanyaanmengenai bagaimana caranya menhubungkan atau mengintegrasikanfasilitas yang ada agar dapat mencapai tujuan stratejik dari perusahaan(Gailbraith, 1990; Flaherty, 1996; Ferdows, 2006). 5. Bagaimana evolusi dari suatu pabrikmempengaruhi pabrik yang lain dalam suatujaringan manufaktur? Bagaimana evolusi dari suatu pabrikmenyebabkan perubahan yang lain dalamsuatu jaringan manufaktur secara lebih luas? 6. Metode Penelitian: Case Study. 3 perusahaan di Denmarks (Kantor dan pabrik) Empirical data dikumpulkan dari August 2008and July 2009 dengan menggunakan 3 langkahpendekatan: Longitudinal secondary sources such as annualreports, press releases, presentation material forcustomers and stakeholders, and media materials. Semi-structured interviews. Document reviews and data from interviewees. 7. Key characteristics of the case companies 8. Berdasarkan ketiga kasus, setiap pabrik sama-sama melakukan perpindahan dan relokasiproduk dan proses ke pabrik lain. Dynamics of Products/Proces In Case C, The Danish plant is responsible for developing newproducts. However, during the course of their life cycle, theirproductions are normally transferred to the Hungarian andChinese plants for low cost and market proximity. Process is similar as well. Dynamics of plant capability Started their operations from simple products and basicprocesses. Head quarters R&D for remote/outward plants. 9. Dynamics of location condition Situation and factors that makes the plants moved orproduced specific products. Dynamics of decisions about networks Real changes in either plant or networks are enabledwhen top managers recognize opportunities andattempt to make relevant decisions, which are unlikelyto be initiated by local managers. 10. From a plant perspective, plant evolutions are ofteninterdependent. As the portfolios of products andprocesses flows among plants, strategic roles ofrelated plants (i.e. transferors and receivers) are beingchanged simultaneously and gradually. From a manufacturing network perspective, inter-related evolutions of plants can also lead to theportfolio of plants (with different strategic roles)being changed from time to time, which furtherrepresents the transformation of the configuration ofa manufacturing network.