Mengawasi, membandingkan, dan memperbaiki kinerja

(1)

(2)

What is it?

Monitoring, comparing, and correcting

work performance.

(3)

Why?

Untuk memastikan apakah strategi

yang direncanakan mampu

(4)

(5)

Planning-

Organizing (structure,

HRM) Organizing (structure,

HRM) Controlling

Controlling

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How

(7)

input

Feedfow ard Feedfow

ard

proses Concurre

nt ( Concurre

nt (

(8)

What Is Operations

Management?

• Operations Management

– The design, operation, and control of the transformation process that converts such

resources as labor and raw materials into goods and services that are sold to customers.

• The Importance of Operations Management

– It encompasses both services and manufacturing.

– It is important in efectively and efciently managing productivity.

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Manufacturing and Services

• _{Manufacturing Organizations}

– _{Use operations management in the}

transformation process of turning raw materials into physical goods.

• _{Service Organizations}

– _{Use operations management in creating}

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Proses konversi

• _{Proses konversi berbeda-beda dari industri}

yang satu dengan industri lainnya, tetapi hal ini merupakan kejadian ekonomi yang

terdapat dalam setiap industri

• _{Transformasi sumber daya menjadi}

barang maupun jasa dikenal dengan proses produksi

• _{Tujuan umum dari semua sistem operasi}

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• _{Proses konversi dapat menciptakan manfaat yang}

berbeda :

– _{Manfaat dasar (primary utility)} – _{Manfaat bentuk (form utility)} – _{Manfaat waktu (time utility)} – _{Manfaat tempat (place utility)}

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Sasaran operasi

• Ditetapkan sebagai kriteria pengukuran prestasi :

– Biaya, yang meliputi biaya tenaga kerja, biaya modal dan biaya opersi tahunan

– Kualitas, sebagai sasaran maka kualitas produk atau jasa harus dijaga untuk kepuasan pelanggan

– Penyerahan, mengacu pada kemampuan

operasi untuk memenuhi permintaan penyerahan produk atau jasa kepada pelanggan secara

konsisten

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Managing Productivity

• _Productivity

– _{The overall output of goods or services}

produced divided by the inputs needed to generate that output.

– _{A composite of people and operations}

variables.

• _{Benefts of Increased Productivity}

– _{Economic growth and development} – _{Higher wages and profts without}

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Deming’s 14 Points for Improving Productivity

• Plan for the long-term future.

• Never be complacent

concerning the quality of your product.

• Establish statistical control over your production

processes and require your suppliers to do so as well.

• Deal with the best and fewest number of suppliers.

• Find out whether your problems are confned to particular parts of the

production process or stem from the overall process itself.

• Train workers for the job that you are asking them to

perform.

• Raise the quality of your line supervisors.

• Drive out fear.

• Encourage departments to work closely together rather than to concentrate on

departmental or divisional distinctions.

• Do not adopt strictly numerical goals.

• Require your workers to do quality work.

• Train your employees to understand statistical methods.

• Train your employees in new skills as the need arises.

• Make top managers

responsible for implementing these principles.

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Value and the Value Chain

• _Value

– _{The performance characteristics,}

features and attributes, and any other aspects of goods and services for which customers are willing to give up

resources (i.e., spend money).

• _{The Value Chain}

– _{The entire series of organizational work}

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Value Chain Management

• _{Value Chain Management}

– _{The process of managing the entire}

sequence of integrated activities and information about product fows along the entire value chain.

• _{Goal of Value Chain Management}

– _{To create a value chain strategy that}

fully integrates all members into a

seamless chain that meets and exceeds customers’ needs and creates the

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Value Chain Management

(cont’d)

• _{Requirements for Value Chain}

Management

– _{A new business model incorporating:}

• _{Coordination and collaboration}

• _{Investment in information technology} • _{Changes in organizational processes} • _{Committed leadership}

• _{Flexible jobs and adaptable, capable}

employees

• _{A supportive organizational culture and}

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Value Chain Management

(cont’d)

• _{Obstacles to Value Chain}

Management

– _{Organizational barriers}

• _{Refusal or reluctance to share information} • _{Reluctance to shake up the status quo}

• _{Security issues}

– _{Cultural attitudes}

• _{Lack of trust and too much trust}

• _{Fear of loss of decision-making power}

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Value Chain Management

(cont’d)

• _{Obstacles to Value Chain}

Management (cont’d)

– _People

• _{Lacking commitment to do whatever it takes} • _{Refusing to be fexible in meeting the}

demands of a changing situation

• _{Not being motivated to perform at a high}

level

• _{Lack of trained managers to lead value}

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Current Operations

Management Issues

• _{Technology’s Role in Manufacturing}

– _{Increased automation and integration of}

production facilities with business systems to control costs.

• _{Predictive maintenance, remote diagnostics,}

and utility cost savings

• _{The Concept of Quality}

– _{The ability of a product or service to}

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Current Issues… (cont’d)

• _{Quality Initiatives}

– _{Planning for quality}

– _{Organizing and leading for quality} – _{Controlling for quality}

• _{Quality Goals}

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Product Quality Dimensions

1. Performance—Operating characteristics

2. Features—Important special characteristics

3. Flexibility—Meeting operating specifcations over some period of time

4. Durability—Amount of use before performance deteriorates

5. Conformance—Match with preestablished standards 6. Serviceability—Ease and speed of repair or normal

service

7. Aesthetics—How a product looks and feels 8. Perceived quality—Subjective assessment of

characteristics (product image)

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Service Quality Dimensions

1. Timeliness—Performed in promised period of time

2. Courtesy—Performed cheerfully

3. Consistency—Giving all customers similar experiences each time

4. Convenience—Accessibility to customers 5. Completeness—Fully serviced, as required 6. Accuracy—Performed correctly each time

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Current Issues… (cont’d)

• _{Mass Customization}

– _{A design-to-order concept that provides}

consumers with a product when, where, and how they want it.

– _{Makes heavy use of technology in}

developing fexible manufacturing

techniques and engaging in continual dialogue with customers.

• _{Benefts of Mass Customization}

– _{Creates an important relationship}