PERT 01 Manajemen Operasional II. Dosen : Dr. Agus Prayitno Review Manajemen Operasional Overview Manajemen Operasional II

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PERT 01

Manajemen

Manajemen Operasional II

Operasional II

Dosen :

Dr. Agus Prayitno

Review Manajemen Operasional

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Review Manajemen Operasional I

–

Konsep Manajemen Operasional

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Konsep Manajemen Operasi

Produksi

adalah proses penciptaan barang dan jasa.

Operasi

adalah fungsi atau sistem yang

mentranformasikan input menjadi output

yang lebih bernilai.

Manajemen Operasi

adalah serangkaian aktivitas

(

Design, operation, and improvement of

productive systems)

yang menciptakan

barang dan jasa dengan

(4)

Proses Transformasi

Proses transformasi adalah urutan aktivitas

sepanjang rantai nilai dari pemasok sampai ke

konsumen.

INPUT •Material •Machines •Labor •Management •Capital TRANSFORMATION PROCESS OUTPUT •Goods •Services

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Bentuk Proses Transformasi

Physical: as in manufacturing operations

Locational: as in transportation or

warehouse operations

Exchange: as in retail operations

Physiological: as in health care

Psychological: as in entertainment

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10 Ruang Lingkup Keputusan MO

Desain produk dan jasa (MO I)

Manajemen kualitas (MO I)

Desain kapasitas dan proses (MO I)

Lokasi (MO I)

Desain layout (MO I)

Sumber daya manusia dan desain pekerjaan (MO I)

Supply-chain management (MO II)

Manajemen Persediaan (MO II)

Penjadwalan (MO II)

(7)

Ruang Lingkup Keputusan MO

(Lanj)

Desain barang dan jasa

– Barang atau jasa apa yang akan kita tawarkan?

– Bagaimana kita merancang barang dan jasa tersebut?

Manajemen kualitas

– Siapa yang bertanggunga jawab atas kualitas?

– Bagaimana mendefinisikan kualitas?

(8)

Ruang Lingkup Keputusan MO

(Lanj)

Desain kapasitas dan proses

– Proses apa dan bagaimana urutan yang diperlukan untuk membuat produk tersebut?

– Apa peralatan dan teknologi yang diperlukan setiap proses tersebut?

Lokasi

– Dimana kita menempatkan fasilitas yang diperlukan?

– Kriteria apa saja yang digunakan untuk memutuskan lokasi?

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Ruang Lingkup Keputusan MO (Lanj)

Desain layout

– Bagaimana kita akan menyusun/meletakkan fasilitas?

– Seberapa besar/luas yang diperlukan setiap fasilitas?

SDM dan desain pekerjaan

– Seberapa banyak pekerjaan yang diperlukan?

– Berapa banyak pekerja yang diperlukan untuk menyelesaikan pekerjaan tersebut?

(10)

Ruang Lingkup Keputusan MO (Lanj)

Supply chain management

– Apakah membuat atau membeli input yang diperlukan?

– Siapa yang menjadi pemasok dan berapa banyak yang kita miliki?

Persediaan, perencanaan keperluan material, JIT “just-in-time” inventory,

– Berapa banyak persediaan setiap item yang harus dimiliki?

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Ruang Lingkup Keputusan MO (Lanj)

Penjadwalan jangka menengah, pendek dan

penjadwalan proyek

– Apakah subcontracting production pilihan yang tepat?

– Apakah menghentikan tenaga kerja merupakan tindakan yang tepat pada saat penurunan?

Pemeliharaan

– Siapa yang bertanggung jawab terhadap pemeliharaan?

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Overview Manajemen Operasional II

Supply Chain Management (SCM),

Inventory Management,

Agregat planning,

Enterprise Resourse Planning (ERP),

Penjadwalan Jangka pendek,

just in time,

Maintenance & Reliability,

Quantitative Models (Programming Linear,

transportation problem, dan waiting line)

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Planning, organizing, directing, & controlling

flows of materials

–

Begins with raw materials

–

Continues through internal operations

–

Ends with distribution of finished goods

Involves everyone in supply-chain

–

Example: Your supplier’s supplier

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What Is Inventory?

Stock of items kept to meet future demand

Purpose of inventory management

–

how many units to order

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Types of Inventory

Raw materials

Purchased parts and supplies

Work-in-process (partially completed)

products (WIP)

Finished pruduct

Items being transported

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Aggregate Planning Requires

Logical overall unit for measuring sales

and outputs

Forecast of demand for intermediate

planning period in these aggregate units

Method for determining costs

_{Model that combines forecasts and costs so}

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Sales and Operations Planning

Determines the resource capacity needed to meet

demand over an intermediate time horizon

– Aggregate refers to sales and operations planning for product lines or families

– Sales and Operations planning (S&OP) matches supply and demand

Objectives

– Establish a company wide game plan for allocating resources

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Setting goals & objectives

–

Example: Meet demand within the limits

of available resources at the least cost

Determining steps to achieve goals

–

Example: Hire more workers

Setting start & completion dates

–

Example: Begin hiring in Jan.; finish, Mar.

Assigning responsibility

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1 2 3 4 5 G ross R equirem ents 2 20 25 15 Scheduled R eceipts 5 30

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N et R equirem ents ₇

1 2 3 4 5 G ross R equirem ents ₂ ₂₀ ₂₅ ₁₅ Scheduled R eceipts ₅ ₃₀

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Manufacturing computer information system

Determines quantity & timing of dependent

demand items

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Computer system

Mainly discrete products

Accurate bill-of-material

Accurate inventory status

–

99% inventory accuracy

Stable lead times

(21)

Enterprise Resource Planning (ERP)

Software that organizes and manages a

company’s business processes by

– sharing information across functional areas

– integrating business processes

– facilitating customer interaction

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What is Scheduling?

Last stage of planning before production

occurs

Specifies when labor, equipment, and

facilities are needed to produce a product

or provide a service

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Deals with timing of operations

Short run focus: Hourly, daily, weekly

Types

B

E

Forward Scheduling

B

E

Backward Scheduling

Short-Term Scheduling

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Objectives in Scheduling

Meet customer due

dates

Minimize job lateness

Minimize response

time

Minimize completion

time

Minimize time in the

system

Minimize overtime

Maximize machine or

labor utilization

Minimize idle time

Minimize

(25)

Management philosophy of continuous and

forced problem solving

Supplies and components are ‘pulled’

through system to arrive

where

they are

needed

when

they are needed.

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Attacks waste

–

Anything not adding value to the product

• From the customer’s perspective

Exposes problems and bottlenecks caused

by variability

–

Deviation from optimum

Achieves streamlined production

–

By reducing inventory

(27)

Model membantu manajer

Secara lebih akurat mewakili realitas.

Memperoleh gambaran mendalam tentang hubungan antar fenomena bisnis

Menemukan cara yang lebih baik guna menetapkan pasangan kombinasi nilai variabel keputusan.