Bahan Kuliah Manajemen Operasi & Produksi

Presentasi berjudul: "Bahan Kuliah Manajemen Operasi & Produksi"— Transcript presentasi:

1 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 :

2 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

3 Fungsi Operasi dalam Organisasi
Random Fluctuations Butuh Penyesuaian ? Monitor Output Proses Konversi INPUTs OUTPUTs Lahan Tenaga Modal Manajemen Barang Jasa Umpan Balik Membandingkan : Fakta & Keinginan

4 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)

5 Contoh : Sistem Operasi pada Toko Swalayan
Random Fluctuations Deliveri terlambat Resesi ekonomi Tenaga kerja berkurang Proses Konversi INPUTs OUTPUTs Lahan Tenaga Bangunan, Peralatan Manajer Toko Melayani konsumen dgn memuaskan + atau - Umpan Balik Tingkat inventory Efisiensi tenaga kerja Volume penjualan

6 Contoh : Sistem Operasi pada Usaha Pertanian
Random Fluctuations Cuaca/iklim Inflasi Kontrol pemerintah Peralatan rusak Proses Konversi INPUTs OUTPUTs Lahan Tenaga petani Traktor, dsb Bangunan Manajemen pertanian Biji-bijian Daging Susu Telur + atau - Umpan Balik Observasi kondisi air dan tanah Harga yang diterima

7 Perubahan Paradigma : Manajemen Proses
Random Fluctuations Monitor Output Proses Konversi INPUTs OUTPUTs Bahan Barang Jasa Fasilitas Orang Organisasi Informasi Umpan Balik Membandingkan : Fakta & Keinginan

8 Perubahan Paradigma : Manajemen Proses Belajar-Mengajar
Random Fluctuations Proses Konversi INPUTs OUTPUTs Mahasiswa Sarjana Magister Doktor Fasilitas Orang Organisasi Informasi Kuliah Seminar Penelitian Tugas Akhir Umpan Balik

9 Operasi Manufaktur Versus Jasa : Produksi Versus Operasi
Random Fluctuations Proses Konversi INPUTs OUTPUTs Barang Jasa Umpan Balik

10 Perbedaan Barang dgn Jasa
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 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

11 Jasa konsultasi/pengajaran
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%

12 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 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

13 Pandangan Kesisteman Keuangan Pemasaran Produksi/Operasi SDM Akuntansi
Teknik Pemasaran Distribusi Pembelian

14 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

15 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

16 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

17 Pendekatan Klasik Efisiensi Organisasi (%) : Output/Input x 100%
Process Management Planning Organising Controlling

18 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

19 Kerangka Kerja untuk MOP
Planning Organising Controlling Model Behavior

20 Masalah-Masalah dalam MOP
% 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

21 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

22 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)

23 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

24 Trend in MOP Year Primary Manufacture Services Total 1900 38 34 28 100
1910 37 29 1920 30 39 31 1930 27 35 1940 25 41 1950 15 40 45 1960 11 50 1970 5 61 1980 4 68 1989 3 70 Distribusi tenaga kerja, sumber : NBER Statistical Abstract of the United States 1972, pp

25 Topik Kontemporer dalam MOP
Random Fluctuations Planning Planning Conversion System Operations Strategis Product and Process Choices Opration Capacity Facility Location Layout Planning Schedulling Schedulling System Operation Schedulling Organising Organising for conversion Job Design, Work Measurement Project Management Controlling Material Control Inventory Control Material Require Planning Managing for world-class competition Japanese manufacturing Managing for quality Proses Konversi INPUTs OUTPUTs

26 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.