Manajemen operasi dan produktivitas

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DR. SUYANTO, SE, MM, MAk

ALAMAT :Perumahan : Kota Kembang Depok Raya Sektor Melati Blok F1 No. 3 RT 05/05 Jatimulya, Sukmajaya, Kota Depok 16413

Telephone : 021-87913345, Fax. 021-87913347 Mobile Phone : 0811-952956, 0813-14222230Flexi : 021-7024 4569, 7027 7997E-mail : [email protected]

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MANAJEMEN OPERASI DAN STRATEGI DALAM MENGHADAPI PERSAINGAN

(Studi Kasus : ……………………………)

● BAB I : PENDAHULUAN

I.1. Latar Belakang MasalahI.2. PermasalahanI.3. Ruang LingkupBAB II : PEMBAHASANII.1. Landasan TeoriII.2. Analisa Masalah (SWOT Analysis)II.3. Pemecahan Masalah (Problem Solving)PENUTUPIII.1. KesimpulanIII.2. SaranDaftar PustakaLampiran

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Good Corporate Governance

● Governance: Mengatur/Mengelola -- accountable● Bad Governance – rendahnya akuntabilitas ● Good Governance – accountable● Definisi:

○ Komite Cadburry: keseimbangan antara kekuatan & kewenangan – akuntabilitas kpd share/stakeholders

○ OECD: akuntabilitas kpd shareholders via proses pengambilan keputusan yg bernilai tambah (transparan, responsible, accountable, dan fairness).

○ ADB: accountability, transparency, predictability, & participation

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Key aspect GCG

● Struktur yg mengatur hubungan yg harmonis tentang Dekom, Direksi, RUPS, & stakeholeders

● Sistem check & balance ttg perimbangan kewenangan atas pengendalian perusahaan utk mencegah pengelolaan yg salah & penyalahgunaan asset

● Proses yg transparan atas penentuan/pencapaian tujuan perusahaan & pengukuran kinerja.

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Tujuan GCG

● Melindungi hak & kepentingan share/stakeholders

● Meningkatkan nilai perusahaan

● Meningkatkan efisiensi & efektifitas

● Meningkatkan mutu hubungan berbagai elemen organisasi di perusahaan

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Manfaat GCG:

● Mengurangi agency cost● Mengurangi cost of capital● Meningkatkan nilai saham perusahaan● Menciptakan dukungan dari para stakeholders

Lingkup:● Extern – sistem hukum● Intern – Budaya perusahaan

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Prinsip GCG (OECD):

● Transparency● Accountability ● Responsibility● Independency● Fairness

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Operations ManagementChapter 1 – Operations and Productivity

© 2006 Prentice Hall, Inc.

PowerPoint presentation to accompany Heizer/Render Principles of Operations Management, 6eOperations Management, 8e

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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

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Outline - Continued

●The Heritage Of Operations Management

●Operations In The Service Sector○Differences Between Goods And

Services○Growth Of Services○Service Pay

●Exciting New Trends In Operations Management

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Outline - Continued

●The Productivity Challenge○Productivity Measurement○Productivity Variables○Productivity And The Service Sector

●Ethics And Social Responsibility

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Learning ObjectivesWhen you complete this chapter, you should be able to:

Identify or Define:

●Production and productivity●Operations management (OM)●What operations managers do●Services

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Learning ObjectivesWhen you complete this chapter, you should be able to:

Describe or Explain :●A brief history of operations

management●Career opportunities in operations

management●The future of the discipline●Measuring productivity

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The Hard Rock Cafe

●First opened in 1971○ Now – 110 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

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What Is Operations Management?

Production is the creation of goods and services

Operations management (OM) is the set of activities that

creates value in the form of goods and services by

transforming inputs into outputs

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Organizing to Produce Goods and Services

●Essential functions:○ Marketing – generates demand○ Production/operations – creates the

product○ Finance/accounting – tracks how well

the organization is doing, pays bills, collects the money

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Organizational Charts

OperationsTeller SchedulingCheck ClearingCollectionTransaction processingFacilities design/layoutVault operationsMaintenanceSecurity

FinanceInvestmentsSecurityReal estate

Accounting

Auditing

MarketingLoansCommercialIndustrialFinancialPersonalMortgage

Trust Department

Commercial Bank

Figure 1.1(A)

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OperationsGround support equipmentMaintenanceGround OperationsFacilitymaintenanceCateringFlight OperationsCrew schedulingFlyingCommunicationsDispatchingManagement science

Finance/ accountingAccountingPayablesReceivablesGeneral LedgerFinanceCash controlInternationalexchange

Airline

Figure 1.1(B)

MarketingTraffic administrationReservationsSchedulesTariffs (pricing)SalesAdvertising

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MarketingSales promotionAdvertisingSalesMarket research


OperationsFacilitiesConstruction; maintenance

Production and inventory controlScheduling; materials control

Quality assurance and controlSupply-chain managementManufacturingTooling; fabrication; assembly

DesignProduct development and designDetailed product specifications

Industrial engineeringEfficient use of machines, space, and personnel

Process analysisDevelopment and installation ofproduction tools and equipment

Finance/ accountingDisbursements/ creditsReceivablesPayablesGeneral ledgerFunds ManagementMoney marketInternational exchangeCapital requirementsStock issueBond issue and recall

Manufacturing

Figure 1.1(C)

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Why Study OM?

●OM is one of three major functions (marketing, finance, and operations) of any organization

●We want (and need) to know how goods and services are produced

●We want to understand what operations managers do

●OM is such a costly part of an organization

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Options for Increasing Contribution

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 OMOption Option Option

Increase Reduce ReduceSales Finance ProductionCurrent Revenue 50% Costs 50% Costs 20%

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What Operations Managers Do

●Planning●Organizing●Staffing●Leading●Controlling

Basic Management Functions

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Ten Critical DecisionsTen Decision Areas Chapter(s)

● Service and product design 5● Quality management 6

6 Supplement● Process and capacity 7

design 7 Supplement● Location 8● Layout design 9● Human resources, 10

job design 10 Supplement● Supply-chain 11

management 11 Supplement● Inventory management 12, 14, 16● Scheduling 13, 15● Maintenance 17

Table 1.2

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The Critical Decisions●Service and product design

○What good or service should we offer?○How should we design these products

and services? ●Quality management

○How do we define quality?○Who is responsible for quality?

Table 1.2 (cont.)

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The Critical Decisions●Process and capacity design

○What process and what capacity will these products require?

○What equipment and technology is necessary for these processes?

●Location○Where should we put the facility?○On what criteria should we base the

location decision?

Table 1.2 (cont.)

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The Critical Decisions●Layout design

○How should we arrange the facility and material flow?

○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.)

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The Critical Decisions●Supply-chain management

○Should we make or buy this component?○Who are our suppliers and who can

integrate into our e-commerce program?●Inventory, material requirements

planning, and JIT○How much inventory of each item should

we have?○When do we re-order?

Table 1.2 (cont.)

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The Critical Decisions●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.)

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Where are the OM Jobs?

Figure 1.2

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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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Significant Events in OM

Figure 1.3

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The Heritage of OM● Division of labor (Adam Smith 1776;

Charles Babbage 1852)● Standardized parts (Whitney 1800)● Scientific Management (Taylor 1881)● Coordinated assembly line (Ford/

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

1922)● Quality control (Shewhart 1924; Deming

1950)

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The Heritage of OM● 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 exact specifications○Musket parts could be used in any

musket

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Frederick W. Taylor

●Born 1856; died 1915●Known as ‘father of scientific

management’●In 1881, as chief engineer for

Midvale Steel, studied how tasks were done○Began first motion and time studies

●Created efficiency principles

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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 More Responsibility 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”

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●Born 1863; died 1947●In 1903, created Ford Motor

Company●In 1913, first used moving assembly

line to make Model T○Unfinished product moved by conveyor

past work station●Paid workers very well for 1911

($5/day!)

Henry Ford

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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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Contributions From

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

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New Challenges in OM

● Global focus● Just-in-time● Supply chain

partnering● Rapid product

development, alliances

● Mass customization

● Empowered employees, teams

ToFrom● Local or national focus● Batch shipments● Low bid purchasing● Lengthy product

development● Standard products● Job specialization

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Characteristics of Goods●Tangible product●Consistent product

definition●Production usually

separate from consumption

●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

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Industry and Services as Percentage of GDP

Services ManufacturingAustralia

Canada

China

Czech Rep

France

Germany

Hong Kong

Japan

Mexico

Russian Fed

South Africa

Spain

UK

US

90 −

80 −

70 −

60 −

50 −

40 −

30 −

20 −

10 −

0 −

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Goods Versus Services

Table 1.3

Can be resoldCan be inventoriedSome aspects of quality measurableSelling is distinct from productionProduct is transportableSite of facility important for costOften easy to automateRevenue generated primarily from tangible product

Attributes of Goods(Tangible Product)

Attributes of Services(Intangible Product)

Reselling unusualDifficult to inventoryQuality difficult to measureSelling is part of service Provider, not product, isoften transportableSite of facility important forcustomer contactOften difficult to automateRevenue generated primarily from 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

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Organizations in Each Sector

7.1Pacific Gas & Electric, American Airlines, Santa Fe R.R., Roadway Express

Utilities, Transportation

20.6Walgreen’s, Wal-Mart, Nordstrom’s

Trade (retail, wholesale)

25.5Notre Dame University, San Diego Zoo, Arnold Palmer Hospital

Professional Services, Education, Legal, Medical

% of all JobsExampleService Sector

Table 1.4

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4.5U.S., State of Alabama, Cook County

Public Administration

5.4McDonald’s, Hard Rock Café, Motel 6, Hilton Hotels, Walt Disney, Paramount Pictures

Food, Lodging, Entertainment

6.7Citicorp, American Express, Prudential, Aetna, Trammel Crow

Finance, Insurance, Real Estate

6.9Snelling and Snelling, Waste Management, Pitney-Bowes

Business and Repair Services

% of all JobsExampleService Sector

Table 1.4

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23.3%Manufacturing

76.7%Service

Percent of all jobsSector

0.4Homestake MiningMining

2.5King RanchAgriculture

7.1Bechtel, McDermottConstruction

13.3General Electric, Ford, U.S. Steel, Intel

General

% of all JobsExample

Manufacturing Sector

Table 1.4

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Services

Manufacturing

Development of the Service Economy

Figure 1.5 (A)

Agriculture

100

90

80

70

60

50

40

30

20

10

01800 1850 1900 1950 2000

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Figure 1.5 (B)

30 –

25 –

20 –

15 –

10 –

5 –

0 –1950 1970 1990 2010

– 150

– 125

– 100

– 75

– 50

– 25

– 0

Employment (millions) Index: 1997 = 100

Manufacturingemployment

Industrial production

Estimate

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Figure 1.5 (C)

United States

Canada

France

Italy

Britain

Japan

W. Germany1970 2005

| | | | |

40 50 60 70 80Percent

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New Trends in OM

Supply-chain partners, Enterprise Resource Planning, e-commerce

Quality emphasis requires that suppliers be engaged in product improvement

Low-bid purchasing

Just-in-time shipments

Short product life cycles and cost of capital put pressure on reducing inventory

Batch (large) shipments

Global focusLow-cost, reliable worldwide communication and transportation networks

Local or national focus

Figure 1.6

Past Causes Future

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New Trends in OM

Empowered employees, teams, and lean production

Changing socioculture milieu; increasingly a knowledge and information society

Job specialization

Mass customization with added emphasis on quality

Affluence and worldwide markets; increasingly flexible production processes

Standardized products

Rapid product development, alliances, collaborative designs

Shorter life cycles, Internet, rapid international communication, computer-aided design, and international collaboration

Lengthy product development

Figure 1.6

Past Causes Future

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New Trends in OM

Environmentally sensitive production, green manufacturing, recycled materials, remanufacturing

Environmental issues, ISO 14000, increasing disposal costs

Low-cost focus

Figure 1.6

Past Causes Future

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Productivity Challenge

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

(resources such as labor and capital)

The objective is to improve this measure of efficiency

Important Note!Production is a measure of output

only and not a measure of efficiency

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Feedback loop

Outputs

Goods and

services

Processes

The U.S. economic system transforms inputs to outputs

at about an annual 2.5% increase in productivity per

year. The productivity increase 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

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Increasing Productivity – The LA Motor Pool

Before:● Cost $120 million annually● 21,000 vehicles● 30% of the 900 trash trucks were in repair● 11% of police cars were in repairActions:● Created team assignments● Assigned parking places for trucks● Tires checked and trucks emptied each night● Standard customer pickups established● Computerized fleet management● Mechanics moved to night shift

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Increasing Productivity – The LA Motor Pool

● Cost $120 million annually● 21,000 vehicles● 30% of the 900 garbage trucks were in repair● 11% of police cars were in repair

Before:

Actions:● Creating team assignments● Assigned parking places for trucks● Tire checked and trucks emptied each night● Standard customer pickups established● Computerized fleet management● Mechanics moved to night shift

Results:● Total fleet reduced by 500 vehicles● Parts inventory dropped 20% reducing

cost by $5.4 million annually● Standardized pickups reduced costs by

$12 million annually● Out of service garbage trucks dropped

to 18%

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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

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Productivity Calculations

Productivity =Units produced

Labor-hours used

= = 4 units/labor-hour1,000

250

Labor Productivity

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Multi-Factor Productivity

OutputLabor + Material + Energy + Capital + Miscellaneous

Productivity =

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

in dollars

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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 labor productivity

8 titles/day

32 labor-hrs

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Old System:

8 titles/day

32 labor-hrs=Old labor

productivity= .25 titles/labor-hr

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Old System:

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

8 titles/day


productivity

=New labor productivity

= .25 titles/labor-hr

14 titles/day

32 labor-hrs

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Old System:


8 titles/day



14 titles/day

32 labor-hrs=New labor


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Old System:


=Old multifactor productivity

8

titles/day

$640 + 400

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Old System:


8

titles/day

$640 + 400


= .0077 titles/dollar

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Old System:


8

titles/day

$640 + 400


=New multifactor productivity


14 titles/day

$640 + 800

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Old System:


8

titles/day

$640 + 40014 titles/day

$640 + 800


=New multifactor productivity



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Measurement Problems

●Quality may change while the quantity of inputs and outputs remains constant

●External elements may cause an increase or decrease in productivity

●Precise units of measure may be lacking

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Productivity Variables

●Labor - contributes about 10% of the annual increase

●Capital - contributes about 32% of the annual increase

●Management - contributes about 52% of the annual increase

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Key Variables for Improved Labor Productivity

●Basic education appropriate for the labor force

●Diet of the labor force●Social overhead that makes labor

available●Maintaining and enhancing skills in the

midst of rapidly changing technology and knowledge

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Labor SkillsAbout half of the 17-year-olds in the US cannot correctly answer questions of this type

Figure 1.8

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Investment and Productivity in Selected Nations

US UKCanada

Italy

Belgium

France

Netherlands

Japan

1

0

8

6

4

2

0

Percent increase in mfg productivity

Percentage investment

10 15 20 25 30 35

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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

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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

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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

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Ethics and Social Responsibility

Challenges facing operations managers:

●Developing safe quality products●Maintaining a clean environment●Providing a safe workplace●Honoring community commitments

Manajemen operasi dan produktivitas

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