Manajemen Operasi Inroduction(Kuliah Matrikulasi)Oleh: TRISNA MURNIFakultas EkonomiMagister Management UNIB

Silabi Matrikulasi MOPKuliah Materi ReferensiI Introduction 1,2,3II Perencanaan Produk 1,2III Strategi Operasi 2IV Perencanaan Pabrik 4,2 V Pengawasan Persediaan 2,4 VI Manajemen TK 2,4VII Pengawasan kualitas 2,4VIII Produktivitas 2

Keterangan: 1. Barry Render, dan Jay Heizer, 2006, Operation Management 2. Schroeder, 1997, Manajemen Operasi 3. Shaver, 1998, Operation Management 4. Sofjan Assauri,2004, Managemen Produksi dan Operasi

IntroductionDalam dunia bisnis kita dihadapkan: Meningkatnya persaingan dan pelanggan yang pintar. Banyaknya permintaan. Berkurangnya kesetiaan terhadap produk

Ketiga hal tersebut mendorong perusahaan untukmelakukan: Reevaluasi Produk Menciptakan dan penggunaan teknologi Memperbaiki dasar-dasar operasi

Ketiga hal tersebut dapat menciptakan:

Daya saing & kepuasan pelanggan terhadap barang & jasa

Diperlukan Proses Operasi

DefinisiOperations is concerned with transforming inputs into useful outputs and thereby adding value to some entity; this constitutes the primary activity of virtually every organization. (Shafer and Maredith, 1998)

Operation management is the systematic direction and control of the processes that transform inputs into finished goods and services. (Krajewsky / Ritzman, 1987) Kandungan makna MOP:Keputusan: Bahan baku, tenaga kerja, proses, kapasitas dan kualitas

Fungsi: mengghasilkan barang dan jasa.

Sistem

Inputs Process OutputsEnvironmentFeedback

1-*Ten Critical DecisionsService, product design..Quality managementProcess, capacity design..Location .Layout design ..Human resources, job design..Supply-chain managementInventory management .Scheduling Maintenance .

Transformation system

Alter : Sesuatu yang dapat dirubah strukturnyaPhysicalValue:Sensual (kenikmatan)Psycological (kejiwaan)

Transport : sesuatu akan bernilai jika dipindahkanStore : sesuatu akan bernilai jika disimpan dalam suatu periode tertentuInspect : Sesuatu akan lebih bernilai, karena diketahui sifat dan kasiatnya

Number of important characteristics of the transformations process

Efficiency : - diukur nilai output per unit dari biaya input - doing the thing right

Effectiveness : doing the right thing Capacity : - produksi maksimum - peralatan dan perlengkapan Quality : penentuan ukuran kualitasResponse time : kecepatan dalam menghasilkan produk Flexibility : dapat merubah sistem transformasi yang digunakan untuk memproduksi produk lain, dengan mudah dan cepat

The Range from services to products Product Services 100% 75% 50% 75% 100% FlourMagazine Tai llorRestaurantMedical examinations

Characteristics of Product and ServicesProductsTangibleMinimal contact with customerMinimal participation by customer in the deliveryDelayed consumptionEquipment intense productionQuality easily measuredServicesIntangibleExtensive contact with customerExtensive participation by customer in the deliveryImmediate consumptionLabor intense productionQuality difficult to measure

MOP dan Tema Operasi BaruMengapa MOP dipelajari:Merupakan fungsi organisasiUntuk mengetahui cara memproduksiManajemen operasi fungsi terpentingAgar mengerti apa yang dilakukan manajer operasiNew Operations Themes:Services and Manufacturing (differences and implication)Customer Directed OperationsContinuous ImprovementTime ReductionIntegration of Operation and Other FunctionsEnvironmental ConcernGlobalization of Operations

1-*Organizing to Produce Goods and ServicesEssential functions:Marketing generates demandOperations creates the productFinance/accounting tracks organizational performance, pays bills, collects money

1-*Organizational FunctionsMarketingGets customersOperationscreates product or serviceFinance/AccountingObtains fundsTracks money

Transparency Masters to accompany Heizer/Render Principles of Operations Management, 5e, and Operations Management, 7e 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074581-*Changing Challenges for the Operations Manager

2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

Past

Causes

Future

Local or national focus

Low-cost, reliable worldwide communication and transportation networks

Global Focus

Batch (large) shipments

Cost of capital puts pressure on reducing investment in inventory

Just-in-time shipments

Low-bid purchasing

Quality emphasis requires that suppliers be engaged in product improvement

Supply-chain partners

Lengthy product development

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

Rapid product development, alliances, collaborative designs

Transparency Masters to acompany Heizer/Render Principles of Operations Management, 5e, and Operations Management, 7e 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074581-*Changing Challenges for the Operations Manager

2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

Past

Causes

Future

Standardized products

Affluence and worldwide markets; increasingly flexible production processes

Mass customization

Job specialization

Changing sociocultural milieu. Increasingly a knowledge and information society.

Empowered employees, teams, and lean production

Low cost focus

Environmental issues, ISO 14000, increasing disposal costs

Environmentally sensitive production, Green manufacturing, recycled materials, remanufacturing

*This slide introduces the 10 decision areas of Operations Management. These decision areas form the structure of the text.

You may either go through this list quickly, and hold an enriched discussion using some of the slides that follow; or ask the students to give you examples of specific decisions from each area.

As mentioned before - you may forego looking for precise answers at this point - and simply try to get them thinking and involved.

*Here is the point at which you can add to your discussion of the three business functions. In an effort to encourage student participation, you might allow students to lead the discussion as to the nature of each function, while you lead the discussion as to the relationship of the individual functions to the larger business.

Initiate a class discussion about how these functions expand as the firm grows and how new activities have become important (i.e., MIS and Human Resources)