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

– 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

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

Sistem Operasi pada Usaha Pertanian

Perubahan Paradigma : Manajemen Proses

Perubahan Paradigma : Manajemen Proses Belajar-Mengajar

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

• 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

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 Asumsi-Asumsi Fokus Utama Kontribusi terhadap Manajemen

Scientific Management

• People motivated by economic alone

• Mangerial

• Economic efficiency

• Physical aspecs of work environment

Demonstration of benefits from specialization of labor, division of labor, job analysis, separation of

rationality

• Organization a closed system

• Scientific analysis of work task

• Application of techniques to work tasks

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 of organisation with its environment

Development of theories relating 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

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

• 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 CAD

Peran Strategis MOP

Model Umum Manajemen Operasi