Bahan Kuliah Manajemen Operasi

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Bahan KuliahManajemen Operasi Produksi
Pendahuluan Manajemen Operasi Produksi(Part
1 Managing Operations)

• Program Pascasarjana
• Universitas Muhammadiyah Prof Dr Hamka

Dosen Dr. Muchdie, PhD in Economics Telp
0812-826-3034
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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

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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
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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 gt 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)

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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

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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

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Perubahan Paradigma Manajemen Proses
Random Fluctuations
Monitor Output
Proses Konversi
INPUTs
OUTPUTs

• Bahan

• Barang
• Jasa

• Fasilitas
• Orang
• Organisasi
• Informasi

Umpan Balik
Membandingkan Fakta Keinginan
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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
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Operasi Manufaktur Versus Jasa Produksi Versus
Operasi
Random Fluctuations
Proses Konversi
INPUTs
OUTPUTs
Barang
Jasa
Umpan Balik
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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

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Barang Versus Jasa
Barang
Jasa
Mobil
Komputer
Makanan siap saji
Makanan restoran
Bengkel
Rumah sakit
Jasa konsultasi/pengajaran
Konseling
0
25
50
75
100
25
50
75
100
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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
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
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Pandangan Kesisteman
Keuangan
SDM
Produksi/Operasi
Akuntansi
Teknik
Pemasaran
Distribusi
Pembelian
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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
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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
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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 Development 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
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Pendekatan Klasik

• Efisiensi Organisasi () Output/Input
  x 100

• Process Management

Planning
Organising
Controlling
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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

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Kerangka Kerja untuk MOP
Planning
Organising
Controlling
Model
Behavior

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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 infromation system 33.1 CAD
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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
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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)

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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

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Trend in MOP
Year Primary Manufacture Services Total
1900 38 34 28 100
1910 34 37 29 100
1920 30 39 31 100
1930 27 35 38 100
1940 25 34 41 100
1950 15 40 45 100
1960 11 39 50 100
1970 5 34 61 100
1980 4 28 68 100
1989 3 27 70 100
Distribusi tenaga kerja, sumber NBER
Statistical Abstract of the United States 1972,
pp. 227-30
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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
OUTPUTs
INPUTs
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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.