Transcript Manajemen Operasi & Produksi Part 1 : Managing Operations Bahan Kuliah Pendahuluan :

Bahan Kuliah
Manajemen Operasi & Produksi
Pendahuluan :
Manajemen Operasi & Produksi
(Part 1 : Managing Operations)
Program Pascasarjana
Universitas Muhammadiyah Prof Dr Hamka
Dosen : Dr. Muchdie, PhD in Economics
Telp : 0812-826-3034
Pokok Bahasan
• Fungsi Operasi dalam Organisasi
– Teknologi Konversi
• Operasi Manufaktur Vs Operasi Jasa
• Sejarah Manajemen Operasi & Produksi
• Pandangan Kesisteman dari Operasi
– Organisasi Sebagai Suatu Sistem
• Manajemen Sub-Sistem Operasi
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Definisi Manajemen Operasi
Manajemen Klasik
Manajemen Tingkahlaku
Pemodelan Sebagai Manajemen
• Kerangka Kerja untuk Manajemen Operasi
– Perencanaan, Pengorganisasian, Pengendalian, Tingkahlaku, Model
• Masalah-Masalah dari Manajer Operasi
• Peran Strategis dari Operasi
– Perspektif Strategi, Tujuan Operasi
• Kecenderungan dalam Manajemen Operasi
• Karier dalam Manajemen Operasi
Fungsi Operasi dalam Organisasi
Random
Fluctuations
Butuh
Penyesuaian ?
INPUTs
Monitor
Output
Proses Konversi
• Lahan
•Tenaga
•Modal
•Manajemen
OUTPUTs
• Barang
•Jasa
Umpan Balik
Membandingkan : Fakta & Keinginan
Beberapa Terminologi
• Sistem operasi : bagian dari organisasi yang
menghasilkan produk barang dan jasa organisasi
• Proses konversi : proses yang merubah input menjadi
output
• Nilai tambah : peningkatan nilai karena proses konversi
dimana output > input
• Random fluctuations : pengaruh lingkungan yang tidak
dapat dikendalikan
• Umpan balik : informasi dalam proses kontrol yg
memungkinkan bagi manajemen untuk memutuskan
apakah kegiatan organisasi memerlukan penyesuaian
• Technology : tingkat kecanggihan pengetahuan dlm
proses konversi (pabrik, peralatan dan ketrampilan)
Contoh : Sistem Operasi pada Toko Swalayan
Random
Fluctuations
• Deliveri terlambat
• Resesi ekonomi
• Tenaga kerja berkurang
INPUTs
• Lahan
•Tenaga
• Bangunan, Peralatan
• Manajer Toko
+ atau -
Proses Konversi
OUTPUTs
Melayani
konsumen dgn
memuaskan
Umpan Balik
•Tingkat inventory
• Efisiensi tenaga kerja
• Volume penjualan
Contoh : Sistem Operasi pada Usaha Pertanian
Random
Fluctuations
• Cuaca/iklim
• Inflasi
• Kontrol pemerintah
• Peralatan rusak
INPUTs
• Lahan
•Tenaga petani
•Traktor, dsb
• Bangunan
• Manajemen
pertanian
Proses Konversi
+ atau -
OUTPUTs
• Biji-bijian
• Daging
• Susu
• Telur
Umpan Balik
•Observasi kondisi air dan tanah
• Harga yang diterima
Perubahan Paradigma : Manajemen Proses
Random
Fluctuations
Monitor
Output
INPUTs
• Bahan
Proses Konversi
•
•
•
•
Fasilitas
Orang
Organisasi
Informasi
Umpan Balik
Membandingkan : Fakta & Keinginan
OUTPUTs
• Barang
• Jasa
Perubahan Paradigma :
Manajemen Proses Belajar-Mengajar
Random
Fluctuations
INPUTs
• Mahasiswa
Proses Konversi
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•
•
•
Fasilitas
Orang
Organisasi
Informasi
•
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•
•
Kuliah
Seminar
Penelitian
Tugas Akhir
Umpan Balik
OUTPUTs
• Sarjana
• Magister
• Doktor
Operasi Manufaktur Versus Jasa :
Produksi Versus Operasi
Random
Fluctuations
INPUTs
Proses Konversi
OUTPUTs
Barang
Jasa
Umpan Balik
Perbedaan Barang dgn Jasa
Ciri-Ciri Barang
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•
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•
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Produk berwujud
Produk bisa dijual kembali
Produk bisa disimpan
Produksi terpisah dgn
konsumsi
Aspek mutu mudah diukur
Penjualan terpisah dgn
produksi
Produk bisa diangkut
Fasilitas penting utk biaya
Mudah melakukan
otomatisasi
Penerimaan dihasilkan
dariproduk
Ciri-Ciri Jasa
•
•
•
•
•
•
•
•
•
•
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Produk tidak berwujud
Jasa sulit dijual kembali
Banyak jasa tdk bisa disimpan
Produksi dan konsumsi bisa secara
simultan
Banyak aspek mutu sulit diukur
Penjualan menjadi bagian dari jasa
Interaksi pelanggan tinggi
Penyedia, bukan produk, bisa
diangkut
Fasilitas penting untuk kontak
pelanggan
Sulit untuk melakukan otomatisasi
Penerimaan dihasilkan dari
kumpulan jasa
Barang Versus Jasa
Barang
Jasa
Mobil
Komputer
Makanan siap saji
Makanan restoran
Bengkel
Rumah sakit
Jasa konsultasi/pengajaran
Konseling
100%
75%
50%
25%
0%
25%
50%
75%
100%
Sejarah & Kontribusi MOP
Tahun
Kontribusi
Kontributor
1776
Spesialisasi tenaga kerja di pabrik
Adam Smith
1832
Pembagian tenaga kerja; penugasan berds ketrampilan
Charles Babbage
1900
Scientific management; time study and work
Frederick W Taylor
1900
Motion study of jobs
Frank B Gilberth
1901
Schedulling techniques for employee, machines and job
Henry L Gantt
1915
Economic lots sizes for inventory control
F.W. Harris
1927
Human relations; the Hawthorne studies
Elton Mayo
1940
Operation research applications in WW-II
PMS Blacket, dkk
1946
Digital computer
John Mauchly & JP Eckert
1947
Linier programming
GB Dantizg, dan lainnya
1950
Mathematical programming, non linier & stochastic
A.Chanrnes, WW Cooper
1951
Commercial digital computer; large-scale are available
Sperry Univac
1960
Organizational behaviour; Study people at work
L. Cumming; L.Porter
1970
Integrating operation into overall strategy & policy
W. Skinner
1980
Quality and productivity application from Japan
WE Deming & J. Juran
Pandangan Kesisteman
Keuangan
Produksi/Operasi
Distribusi
Pembelian
Pemasaran
Teknik
Akuntansi
SDM
Manajemen Sub-Sistem Produksi
Klasik
Asumsi-Asumsi
Fokus Utama
Kontribusi terhadap
Manajemen
Scientific
Management
•People motivated by
economic alone
•Mangerial rationality
•Organization a
closed system
•Economic efficiency
•Physical aspecs of
work environment
•Scientific analysis of
work task
•Application of
techniques to work
tasks
Demonstration of
benefits from
specialization of labor,
division of labor, job
analysis, separation
of planning and doing
Process
Orientation
Management
activities separable
Management
processes
Indentification of
principles and
function of
management
Manajemen Sub-Sistem Produksi
Behavioral
Asumsi-Asumsi
Fokus Utama
Kontribusi terhadap
Manajemen
Human
Relations
People complex;
possess multiple
needs
Behavior of individual
in work environment
Awareness of
individuals
Behavioral
Science
Human being sosial
creatures
Interpersonal and
social aspects of work
environment
Indentification of
behavioral variables
that relate to
organisational
behavior
Social
Systems
Organisation an
open system
Interactive relationships Development of
of organisation with its theories relating
environment
oragnisational
behavior to human
characteristics and
organisational
variables
Manajemen Sub-Sistem Produksi
Modelling
Asumsi-Asumsi
Fokus Utama
Kontribusi terhadap
Manajemen
Decision
making
Decision making
process are the
primary managerial
behaviors
Information acqusition,
utilisation and choice
processes
Development of
guides for improving
decision making
System
theory
•Organisation an
open system
•Organisation an
complex
interrelated
subcomponents
Identification of
organisation
boundaries,
interrelationships
among subsystems and
organisation and larger
environment
Devel;opment of
approaches for
predicting and
explaining system
behavior
Mathematical
modelling
Main elements of
organisation can be
abstracted,
interrelated and
expressed
matehematically
•Quantification of
decision problems and
systems
•Optimizing of small set
of situations
• Development of
explicit rules for
management
decisions
•Development of
methods for analysing
organisation systems
or subsystems
Pendekatan Klasik
• Efisiensi Organisasi (%) :
Output/Input x 100%
• Process Management
Planning
Organising
Controlling
Kerangka Kerja untuk MOP
• Planning : activities that establish a couse of
action and guide future decision making
• Organising : activities that establish a structure
of tasks and authority
• Controlling :activities that assure that actual
performance is in accordance with planned
performance
• Behavior : how planning, organising and
controlling affect human behavoir
• Modelling : use to simplify real-world
Kerangka Kerja untuk MOP
Planning
Model
Organising
Behavior
Controlling
Masalah-Masalah dalam MOP
%
Activity
%
Activity
90.6
Production planning
48.1
Lead time reduction
76.9
Supervisor training
47.5
Quality circles
66.3
Capacity expantion
46.9
Developing new processes for
old product
63.1
Worker safety program
46.3
Automating jobs
58.8
Defining manufacturing strategy
44.4
Developing new process for
new product
57.5
Motivating direct labor employees
43.1
Vendor relations,procurement
55.0
Value analysis-product redesign
42.5
Focusing factories
54.4
Improved maintenance practices
41.3
Narrowing product line
53.1
Changing manufacturing
organisation
39.4
Making existing system work
better
51.3
Changing labor/management
relationship
35.0
Giving workers a broader
range of tasks to perform
50.0
Developing integrated infromation
system
33.1
CAD
Peran Strategis MOP
Industry
Market & competitions
Organisational Strategy
Profit or return
Source of funds
Product or service quality
Operations Policy
Conversion Characteristics : Design
Product design flexibility
Delivery capacity
Location of facility
Processing technology
Control system
Managing conversion operation
Quality, Efficiency, Schedule
Results
Karakteristik untuk Persaingan
• Quality (Product performance)
• Cost efficiency (Low product price)
• Dependability (Reliable, Timely
delivery of orders to customers)
• Flexibility (responding rapidly with
new products or changes in output
volume)
Tujuan Operasi
• Tujuan operasi : menyediakan kapabilitas
konversi untuk memenuhi goals dan strategi
organisasi
– Karakteristik barang/jasa
– Karakteristik proses
– Kualitas barang/jasa
– Efisiensi (effective employee relation and cost
control of labor, cost control of material, cost
control in facility utilisation)
– Customer service (schedule)
– Adaptability for future survival
Trend in MOP
Year
Primary
Manufacture
Services
Total
1900
38
34
28
100
1910
34
37
29
100
1920
30
39
31
100
1930
27
35
38
100
1940
25
34
41
100
1950
15
40
45
100
1960
11
39
50
100
1970
5
34
61
100
1980
4
28
68
100
1989
3
27
70
100
Distribusi tenaga kerja, sumber : NBER Statistical Abstract of the United States
1972, pp. 227-30
Topik Kontemporer dalam MOP
Planning
Random
Fluctuations
Planning Conversion System
• Operations Strategis
• Product and Process Choices
• Opration Capacity
• Facility Location
•Layout Planning
Schedulling
• Schedulling System
• Operation Schedulling
INPUTs
Organising
Organising for conversion
•Job Design, Work Measurement
• Project Management
Proses Konversi
Controlling
Material Control
•Inventory Control
• Material Require Planning
Managing for world-class competition
• Japanese manufacturing
•Managing for quality
OUTPUTs
Penutup
• Bab ini menegaskan peran fungsi operasi
dalam organisasi dan pentingnya
memanajnya secara efektif.
• Untuk memahami dan mengatasi masalah
operasi diadopsi suatu kerangka yang
merujuk pada 3 aliran pemikiran manajemen
–klasik, behavioral dan modelling.
• Kecendrungan kegiatan ekonomi bergeser
dari pertanian (primer) ke industri (sekunder)
dan ke jasa (tersier). Ini memberikan
tantangan tersendiri bagi MOP.