Dari VISI sampai REALITA Penyusunan Rencana Strategi Dari

Dari VISI sampai REALITA - Penyusunan Rencana Strategi

Dari mimpi… Definisikan nilai-nilai kunci yang bermakna dalam setiap aktifitas Kaji kondisi lingkungan saat ini (internal dan eksternal) Klarifikasi Nilai-nilai Langkah 1 Pahami kondisi saat ini Langkah 2 Ciptakan visi sesuai dengan kebutuhan masa depan Ciptakan Visi Langkah 3 Definisikan Misi Langkah 4 Klarifikasi tujuan dasar Implementasi Visi Langkah 5 Kenyataan / Realisasi Ciptakan rencana strategis, rencana aksi, dan evaluasi

Situasi lingkun gan STRATEGY FORMULATION STRATEGY IMPLEMENTATION EVALUATION Visi Misi Ekster nal Tujuan Strategi Kebijakan Program Inter Anggaran nal Prosedur Performance F E E D B A C K

MAIZA FIKRI, ST, SE, M. M

Tujuan a b c Start Ilmiah > Seni Perlu Perencanaan Seni > Ilmiah Pelaksanaan / operasional Ilmiah > Seni Evaluasi / monitoring Kondisi ideal: • efisien • efektif • puas

Kajian Strategis (tetapkan harapan dan arah) Apa kegiatannya? (Mengapa kita harus berubah? ) Visi (Apa yang kita inginkan? ) Misi (Apa bisnis/kegiatan yang akan kita tekuni? ) Perencanaan Strategis (tetapkan pendekatan) Tujuan (Apa yang harus kita lakukan untuk mencapai Visi? ) Ukuran M E M B A N G U N (Bagaimana kita mengukur program dan sukses? ) Strategi (Bagaimana kita memnuhi Tujuan tsb? ) Implementasi Strategi (tetapkan kendali) Membangun Organisasi (Bagaimana kita mencipatakan kondisi yang siap untuk mencapai sukses? ) Monitoring dan Review (Seberapa baik kita melaksanakan rencana strategi? ) Kaji Ulang dan Revisi (Apa tindakan yang dibutuhkan untuk mencapai hasil; lebih baik? ) K O M I T M E N

: program umum dari satu kegiatan, pelaksanaan, atau STRATEGI . pemanfaatan sumberdaya uuntuk mencapai tujuan komprehensif KEBIJAKAN : bagian dari perencanaan berupa ketetapan umum yang memberikan arah pemikiran dan kegiatan pengambilan keputusan PROSEDUR : bagian dari perencanan yang menetapkan metode yang PROGRAM ANGGARAN dibutuhkan untuk mencapai tujuan yang telah ditetapkan sehingga ada petunjuk uuntuk pengambilan keputusan dan bertindak : satu kumpulan dari tujuan, prosedur, peraturan, langkah yang akan diambil, pemanfaatan sumberdaya, dan elemen lainnya yang dibutuhkan bagi pelaksanaan kegiatan yang umumnya didukung oleh anggaran : satu kebijakan diharapkan dapat mewujudkan hasil yang diinginkan; merupakan program ‘dalam angka’

• Menentukan tujuan yang ingin dicapai selama satu periode tertentu • Menentukan apa atau tindakan apa yang akan dilakukan untuk mencapai tujuan Strategic Plan Operational Plan Pengertian Rancangan perencanaan untuk mencapai tujuan umum organisasi Horizon waktu Cenderung untuk melihat masa Biasanya tahunan depan (beberapa tahun YAD) Lingkup Mempengaruhi aktifitas organisasi yang luas Sempit dan terbatas Tingkat rinci Sederhana dan generic (yang memeungkinkan untuk memeberikan arah kegiatan) Turunan dari strategic plan Rencana yang mengandung rincian kegiatan yang harus dijalankan sehari-hari

Visi (Misi dan Nilai-nilai) Harapan Stakeholder/ Shareholder Tujuan Kekuatan dan Kelemahan Kapabilitas Analisa kesenjangan Dinamika situasi perkembangan lingkungan (Kesenjangan antara tujuan dan harapan ) Pilihan Strategis dan resiko Kesiapan Mitra dan antar departemen atau organisasi yang lain Kompetensi Inti Ketersediaan sumberdaya Strategi terpilih Hasil Finansial yang diharapkan Tujuan (Milestones) Hasil Nyata Proses Monitoring dan Pengendalian Rencana kegiatan

Mission Critical resources Vision Stakeholders Fokus/ Arah Business Value Environment Markets Core competenc e Major products & services

Proses Rencana Strategi dalam Bisnis Visi dan Misi Strategi Bisnis - Target pelanggan/ pasar - ‘Ruang’ kelanggengan keunggulan kompetitif - Peran mitra mata rantai supply - Kerangka Waktu dan kinerja pencapaian tujuan Strategic Strategi Operasional - Terjemahkan strategi bisnis pada tingkat operasional dan kegiatan mata rantai supply - Berikan nilai tambah untuk pelanggan - Kembangkan kompetensi inti Alignment Strategi Fungsional lainnya - Pemasaran - Keuangan - Sumberdaya Manusia - Penelitian dan Pengembangan - Rekayasa/ Engineering

Conceptual thinking: • Visioning • Strategizing Ide Top Mngt Middle Mngt People First Line Mngt Things/ Task Administrasi: • Planning • Staffing • Organizing • Directing • Controlling HRM (Human Resource Mngt) & Leadership • Recruiting & Hiring • Developing & Motivating • Rewarding / Punishing • Retaining • Empowering

Bagaimana Mengukur Hasil Pelaksanaan Rencana Strategi; Aplikasi Balanced Score Card

BALANCED SCORE CARD • kumpulan ukuran kinerja yang terintegrasi dan diturunkan dari strategi perusahaan yang mendukung strategi perusahaan secara keseluruhan • tidak hanya mengukur kinerja berdasarkan perspektif keuangan (financial perspective) tetapi juga dengan mengukur berdasarkan perspektif pelanggan (customer perspective), proses bisnis/aktifitas dijalankan (internal business process perspective) dan perspektif kemampuan belajar dan tumbuh (learning and growth perpective) • suatu cara untuk mengkomunikasikan strategi suatu perusahaan pada manajer. Penggagas manajer Balanced Score Card (BSC): Robert S. Kaplan dan David P. Norton sejak 1992 (pertama kali ditulis di Jurnal HBR/ Harvard Business Review). Bukunya yang menjadi acuan: di seluruh organisasi (sumber: Tunggal, A. W. , 2002) • “Translating Strategy Into Action – The Balanced Score Card” (1996) • “The Strategy – Focused Organization – How Balanced Scorecard Company Thrive in the New Business Environment” (2001)

Measures Targets Initiatives Objectives Targets To achieved our vision, how will we sustain our ability to change and improve? Learning and Growth Perspective Objectives Measures Targets Initiatives To achieve our vision, how should we appear to our customers? Measures Vision & Strategy Internal Business Process Persp. Measures Targets Initiatives Objectives Customer Perspective Financial Perspective To satisfy our shareholde rs and customers, what business processes must we excel at ? To succeed financially, how should we appear to our sharehold ers?

FINAN CIAL • Cash flow, ROI • Residual Income • % revenue from innovation • Residual cash flow • Revenue growth CUSTOMER *) Customer satisfaction *) Customer loyalty *) Customer service INTERNAL BUSINESS PROCESS *) Throughput time delivery *) Reduction in waste *) Process *) On- quality INNOVATION/LEARNING AND GROWTH *) number of new products *) return on innovation * employee skills *) time-to-market (new products) *) time to spent talking to customers Dikembangkan oleh: Douglas Clinton dan Ko-Cheng Hsu, 2000

Clarifying and translating the Vision and Strategy • Clarifying the Vision • Gaining consensus Communicating and Linking • Communicating and educating • Setting goals • Linking rewards to performance measure Balanced Score Card Planning and Target Setting • Setting targets • Aligning strategic initiatives • Allocating resources • Establishing milestones Strategic Feedback and Learning • Articulating the shared vision • Supplying strategic feedback • Facilitating strategy review and learning

Operations Management Operations Strategy Chapter 2

Business Elements • Structural buildings, equipment, technology, computer systems • Infrastructural ( organization, planning & control, decision rules, quality management, purchasing, product/service development ) • Personnel

Mission The organization’s purpose for being; provides boundaries and focus Merck – The mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of return Hard Rock Café – To spread the spirit of Rock ‘n’ Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.

Mission / Strategy / Core Competencies • Mission – The organization’s purpose for being; provides boundaries and focus • Business strategy – Action plan for the business to achieve the mission • Functional strategies – Translate the business strategy into specific actions for the functional areas • Core competencies – Organizational abilities/strengths, developed over a long period, which customers find valuable, and competitors find difficult to copy

Strategy Linkages / Alignment All functional strategies must support the business strategy Marketing strategy based on differentiation and customization Operations strategy to build to stock Financial strategy to minimize capital investment Operations strategy to increase investment for quality improvement Engineering strategy to specify an entirely new part when an existing part will do Operations strategy for low cost

Strategy Process Mission Statement Business Strategy - Targeted customers / markets - Areas of sustainable competitive advantage - Role of supply chain partners - Time frames & performance objectives Strategic Operations Strategy - Translate business strategy into operations & supply chain actions - Provide value to targeted customers - Develop supporting core competencies Alignment Other Functional Strategies - Marketing - Finance - Human Resources - Research & Development - Engineering

Four Performance Dimensions Mission Statement Quality - Performance quality - customers Conformance quality - Targeted / markets - Areas of sustainable competitive advantage Reliability - Role of- supply chain partnersquality & performance objectives Time- Time frames - Delivery speed - Delivery reliability Flexibility - Volume flexibility Operations Strategy - Mix flexibility Other Functional Strategies - Translate business strategy into - Marketing Changeover flexibility operations & supply chain actions - Finance - Provide value to targeted customers - operations Human Resources Cost Low-cost - Develop supporting core competencies - Research & Development Business Strategy - Engineering

Order Winners vs. Order Qualifiers • Order winners – performance dimensions that differentiate a company’s products and services from its competitors • Order Qualifiers – performance dimensions on which customers expect a minimum level of performance Item Supplier A Supplier B Conformance quality 99. 9% pure - Meets 98% pure – Does not meet Delivery 3 days 2 days Cost $30 / liter $20 / liter Flexibility 100 liter minimum order 50 liter minimum order

Operations Strategy Mission Statement Operations strategy Services Business Strategy Manufacturing - Targeted • Customized servicescustomers / markets • Make-to-order Areas of sustainable competitive advantage • Assemble-to-order - Role of supply chain partners • Standardized services • Make-to-stock - Time frames & performance objectives • Process decisions Operations Strategy • Quality decisions Other Functional Strategies - Translate business strategy into and layout decisions - Marketing • Capacity, location, operations & • supply chaindecisions actions - Finance Operating - Provide value to targeted customers - Human Resources - Develop supporting core competencies - Research & Development - Engineering

Operations Strategy Service Strategies Customized Services Strategy Manufacturing Strategies Make to Order (MTO) Individualized services Receive order before producing goods e. g. Health clinic e. g. Machine shop Assemble to Order Strategy Assemble standardized offerings for a specific customer’s needs e. g. Cellular phone service Standardized Services Strategy Assemble to Order (ATO) Stock standardized components/assemblies assemble finished product to customer order e. g. Dell Computer Make to Stock (MTS) High volume with little variety Satisfy customer orders from inventory e. g. U. S. Postal Service e. g. Paper

Generic Operations Strategies Mission Statement Differentiation – better / unique Business Strategy - Targeted customers / markets - Areas of sustainable competitive advantage - Role of supply chain partners - Time frames & performance objectives Cost leadership – cheaper / value Operations Strategy Other Functional Strategies - Marketing Quick response – faster - Finance - Translate business strategy into operations & supply chain actions - Provide value to targeted customers - Develop supporting core competencies - Human Resources - Research & Development - Engineering

Operations Strategies - Examples

Closing the Loop Mission Statement Business Strategy - Targeted customers / markets - Areas of sustainable competitive advantage - Role of supply chain partners - Time frames & performance objectives Strategic Operations Strategy - Translate business strategy into operations & supply chain actions - Provide value to targeted customers - Develop supporting core competencies Alignment Other Functional Strategies - Marketing - Finance - Human Resources - Research & Development - Engineering

OM’s Contribution to Strategy Operations Decisions Examples Quality Product Process Sony’s constant innovation of new products HP’s ability to follow the printer market Southwest Airlines No-frills service Design Volume LOW COST DELIVERY Pizza Hut’s five-minute guarantee at lunchtime Speed Dependability Federal Express’s “absolutely, positively on time” Layout Human Resource Maintenance Differentiation (Better) QUALITY Conformance Motorola’s automotive products ignition systems Motorola’s pagers Performance Inventory Scheduling Competitiv e Advantage FLEXIBILITY Location Supply Chain Specific Strategy Used IBM’s after-sale service on mainframe computers AFTER-SALE SERVICE BROAD PRODUCT LINE Fidelity Security’s broad line of mutual funds Cost leadership (Cheaper) Response (Faster)

Strategy and Issues During a Product’s Life

Summary • Strategy is how we accomplish our mission • Functional strategies must be aligned to support the business strategy • OM goals are to be faster, better and/or cheaper • Operations strategy: – Where the product or service is in its life cycle – Determines our mix of faster, better, and cheaper to satisfy our customers (trade-offs where necessary) – Specifies process choice, work flow, order processing, inventory, capacity, etc.