Manajemen ProduksiOperasi Lektor Tidak Tetap pada FE PPsUhamka

Manajemen Produksi/Operasi Lektor Tidak Tetap pada FE & PPs-Uhamka Ph. D in Economics, 1998, Dept. of Economics, The University of Queensland, Australia. Pendahuluan : Manajemen Operasi & Produksi (Part 1 : Managing Operations) Post Graduate Diploma in Regional Dev. , 1994, Dept. of Economics, The Univ. of Queensland, Australia. MS in Rural & Regional Development Planning, 1986, Graduate School, Bogor Agricultural University, Bogor Pengampu : Muchdie, Ph. D in Economics Semester Ganjil 2010/2011

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

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

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 dlm proses kontrol yg memungkinkan bagi manajemen untuk memutuskan apakah kegiatan organisasi memerlukan penyesuaian • Technology : tingkat kecanggihan pengetahuan dlm proses konversi (pabrik, peralatan dan ketrampilan)

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

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

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

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

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

Perbedaan Barang dgn 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 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

Barang Versus Jasa Barang Jasa Mobil Komputer Makanan siap saji Makanan restoran Bengkel Rumah sakit Jasa konsultasi/pengajaran Konseling 100% 75% 50% 25% 50% 75% 100%

Sejarah 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

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

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

Manajemen Sub-Sistem Produksi Behavioral Asumsi-Asumsi Fokus Utama Kontribusi terhadap Manajemen Human Relations People complex; possess multiple needs Behavior of individual in Awareness of work environment individuals Behavioral Science Human being sosial creatures Interpersonal and social aspects of work environment Social Systems Organisation an open Interactive relationships Development of system of organisation with its theories relating environment oragnisational behavior to human characteristics and organisational variables Indentification of behavioral variables that relate to organisational behavior

Manajemen Sub-Sistem Produksi Modelling Asumsi-Asumsi Fokus Utama Kontribusi terhadap Manajemen 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

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

Kerangka Kerja untuk MOP • Planning : activities that establish a cource 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

Kerangka Kerja untuk MOP Planning Model Organising Behavior Controlling

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

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

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