Manajemen Operasional Bab 8 Manajemen Operasional

Biaya Produksi Perusahaan Pendapatan Perusahaan Strategi Penentuan Harga Produk Biaya Produksi Perusahaan Pendapatan Perusahaan Beban Perusahaan Laba dan Nilai Perusahaan

Proses Produksi: Mengubah Input menjadi Output Sumber Daya Bahan Baku PROSES KONVERSI Menambah Nilai OUTPUT: Barang Jasa

Manajemen Produksi dan operasi Pengelolaan karyawan dan mesin untuk mengubah bahan baku dan sumber-sumber daya menjadi barang jadi dan jasa

Product Life Cycle Introduction Growth Maturity Decline Company Strategy/Issues Best period to increase market share R&D engineering is critical Practical to change price or quality image Strengthen niche Poor time to change image, price, or quality Competitive costs become critical Defend market position Cost control critical Internet Flat-screen monitors Sales DVD CD-ROM Drive-through restaurants Fax machines 3 1/2” Floppy disks Color printers

Product Life Cycle Introduction Growth Maturity Decline OM Strategy/Issues Product design and development critical Frequent product and process design changes Short production runs High production costs Limited models Attention to quality Forecasting critical Product and process reliability Competitive product improvements and options Increase capacity Shift toward product focus Enhance distribution Standardization Less rapid product changes – more minor changes Optimum capacity Increasing stability of process Long production runs Product improvement and cost cutting Little product differentiation Cost minimization Overcapacity in the industry Prune line to eliminate items not returning good margin Reduce capacity Figure 2.5

Competitive Priorities Corporate strategy environmental scanning core competencies core processes global strategies Market analysis segmentation needs analysis Competitive priorities cost quality time flexibility To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Competitive Priorities Corporate strategy environmental scanning core competencies core processes global strategies Market analysis segmentation needs analysis Competitive priorities cost quality time flexibility Cost 1. Low-cost operations Quality 2. Top quality 3. Consistent quality Time 4. Delivery speed 5. On-time delivery 6. Development speed Flexibility 7. Customization 8. Variety 9. Volume flexibility

Competitive Priorities Corporate strategy environmental scanning core competencies core processes global strategies Market analysis segmentation needs analysis Competitive priorities cost quality time flexibility Functional area strategies finance • operations marketing • others Capabilities current needed planned New Service/ Product Design design analysis development full launch To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

New Service or Product Development Process Design Development strategy Idea generation and screening Service package or product architecture formulation Production feasibility Service or product not profitable Analysis Detailed review of market potential and production costs Need to rethink the new offering or production processes Development Detailed specifications Process design Marketing program design Personnel training Testing and pilot runs Post-launch review Full Launch Market promotions Sales personnel briefed Distribution processes activated Old services or products withdrawn Production of new offering and ramp-up To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Corporate Strategy and Key Operations Management Decisions Operations strategy Decisions Designing and Improving Processes Planning and Managing Projects Designing Value Chains Operating Value Chains Market analysis Competitive priorities New Service/ Product Design Capabilities Performance Gap? No Yes To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.

Lini perakitan Teknik produksi yang memindahkan produk di sepanjang jalur melewati sejumlah bengkel kerja, tempat para pekerja melakukan tugas-tugas khusus

Faktor-faktor yang Mempengaruhi Keputusan Lokasi Faktor Lokasi Contoh-contoh Bisnis yang Terpengaruh Transportasi Kedekatan dengan pasar Kedekatan dengan bahan baku Ketersediaan alternatif transportasi Perusahaan yang membuat roti bakar dan perusahaan yang memproduksi produk-produk lain yang tidak tahan lama, perusahaan binatu, hotel dan jasa-jasa lain Perusahaan pertambangan Perusahaan batu bara, toko ritel Faktor Manusia Pasokan tenaga kerja Peraturan setempat Kondisi kehidupan masyarakat Produsen mobil, pengmbang peranti lunak Klub malam, toko minuman keras Semua jenis bisnis Faktor Fisik Pasokan air Listrik Bahan-bahan berbahaya Pabrik kertas Aluminium, bahan kimia, dan perusahaan pupuk

TUGAS – TUGAS MANAJEMEN PRODUKSI Perencanaan proses produksi Pemilik Tata Letak yang Paling Sesuai Pengimplemen-tasian Rencana Produksi Pengendalian Proses Produksi

Sistem JIT Filosofi manjemen yang ditujukan untuk meningkatkan laba dan pengembalian investasi, dengan cara meminimalkan biaya dan menghilangkan aktivitas yang sia-sia melalui pengurangan persediaan di gudang