1. Manajemen Operasi & Produksi
(Managing Operations) / Pertemuan I
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
–
–
Manajemen Klasik
–
Manajemen Tingkahlaku
–
•
Definisi Manajemen Operasi
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
2. Fungsi Operasi dalam Organisasi
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 dlm proses kontrol yg memungkinkan bagi manajemen untuk
memutuskan apakah kegiatan organisasi memerlukan penyesuaian
•
Technology : tingkat kecanggihan pengetahuan dlm proses konversi (pabrik, peralatan dan
ketrampilan)
Sistem Operasi pada Toko Swalayan
5. Operasi Manufaktur Versus Jasa :
Produksi Versus Operasi
Perbedaan Barang dgn Jasa
Ciri-Ciri Barang
•
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
•
Produk tidak berwujud
•
Jasa sulit dijual kembali
•
Banyak jasa tdk bisa disimpan
•
Produksi dan konsumsi bisa secara simultan
•
Banyak aspek mutu sulit diukur
6. •
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
Sejarah
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
7. 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
Manajemen Sub-Sistem Produksi
Klasik
Scientific
Management
Asumsi-Asumsi
•
People motivated
by economic
alone
•
Mangerial
Fokus Utama
•
Economic
efficiency
•
Physical aspecs of
work environment
Kontribusi terhadap
Manajemen
Demonstration of
benefits from
specialization of labor,
division of labor, job
analysis, separation of
8. rationality
•
Process
Orientation
•
Organization a
closed system
Scientific analysis
of work task
•
Application of
techniques to work
tasks
Management activities
separable
Management processes
planning and doing
Indentification of
principles and function
of management
Manajemen Sub-Sistem Produksi
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 of
organisation with its
environment
Development of theories
relating oragnisational
behavior to human
characteristics and
organisational variables
Behavioral
Manajemen Sub-Sistem Produksi
Modelling
Asumsi-Asumsi
Fokus Utama
Kontribusi terhadap
9. Manajemen
Decision
making
Decision making process
are the primary
managerial behaviors
System
theory
•
•
Mathematical
modelling
Organisation an
open system
Organisation an
complex
interrelated
subcomponents
Main elements of
organisation can be
abstracted, interrelated
and expressed
matehematically
Information acqusition,
utilisation and choice
processes
Development of guides
for improving decision
making
Identification of
organisation boundaries,
interrelationships among
subsystems and
organisation and larger
environment
Devel;opment of
approaches for
predicting and
explaining system
behavior
•
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 (%) :
•
Process Management
Output/Input x 100%
Kerangka Kerja untuk MOP
•
Planning : activities that establish a cource 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
10. •
Modelling : use to simplify real-world
Kerangka Kerja untuk MOP
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 infrormation system
33.1
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