Bab 8 Manajemen Operasional Strategi Penentuan Harga Pendapatan
Bab 8 Manajemen Operasional
Strategi Penentuan Harga Pendapatan Perusahaan Laba dan Nilai Perusahaan Strategi Produk Biaya Produksi Perusahaan Beban Perusahaan
Proses Produksi: Mengubah Input menjadi Output INPUT: • 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 Company Strategy/Issues Introduction Growth Maturity Best period to increase market share Practical to change price or quality image Poor time to change image, price, or quality R&D engineering is critical Strengthen niche Competitive costs become critical Defend market position CD-ROM Internet Sales Decline Cost control critical Fax machines Drive-through restaurants Color printers Flat-screen monitors DVD 3 1/2” Floppy disks
Product Life Cycle OM Strategy/Issues Introduction Product design and development critical Frequent product and process design changes Short production runs High production costs Limited models Attention to quality Growth Forecasting critical Product and process reliability Competitive product improvements and options Increase capacity Shift toward product focus Enhance distribution Maturity Standardization Less rapid product changes – more minor changes Optimum capacity Increasing stability of process Long production runs Product improvement and cost cutting Decline 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 ©
Competitive Priorities Corporate strategy • environmental scanning • core competencies • core processes • global strategies Cost Quality Time Flexibility 1. 2. 3. 4. 5. 6. 7. 8. 9. Market analysis • segmentation Low-cost operations • needs analysis Top quality Consistent quality Competitive priorities Delivery speed • cost On-time delivery • quality • time Development speed • flexibility Customization Variety 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 Capabilities New Service/ Product Design • design • analysis • development • full launch Functional area strategies To Accompany Krajewski & • finance • marketing Ritzman Operations Management: Strategy and Analysis, Seventh Edition © • operations • others • current • needed • planned
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 To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © • 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
Corporate Strategy and Key Operations Management Decisions Corporate strategy Market analysis Competitive priorities New Service/ Product Design No Yes Performance Gap? Operations strategy Decisions • Designing and Improving Processes • Planning and Managing Projects To Accompany Krajewski & • Designing Value Chains Ritzman Operations • Operating Value Chains Management: Strategy and Analysis, Seventh Edition © Capabilities
Lini perakitan Teknik produksi yang memindahkan produk di sepanjang jalur melewati sejumlah bengkel kerja, tempat para pekerja melakukan tugas khusus
Faktor-faktor yang Mempengaruhi Keputusan Lokasi Faktor Lokasi Transportasi Kedekatan dengan pasar Contoh-contoh Bisnis yang Terpengaruh 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 Semua jenis bisnis
TUGAS – TUGAS MANAJEMEN PRODUKSI Perencanaan proses produksi Pemilik Tata Letak yang Paling Sesuai Pengimplementasian 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
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