Manajemen Operasi

INTRODUCTION
What is Operations Management? Decision Areas in Operation Definition Critical Process in Manufacturing & Services Basic Supply Chain
Session 1 Selasa, 20 Sep, 2011
MANOP/Sesi 1/yad/Sep-2011

I. What is Operation Management?

Every book you read, every video you watch, every e-mail you send, every telephone conversation you have, and every medical treatment you receive involves the operations function of one or more organizations.. Success or failure of a companys operations functions determines its competitiveness from its competitors. The collective success or failure of companies operations functions has an impact on the ability of a nation to compete with other nations, and on the nations economy.

Scope of Operations Management It ranges across the organization People in OM, are involved in product and service design, process selection, selection and management of technology, design of work systems, location planning, facilities planning, and quality improvement. The operations function includes many interrelated activities, such as forecasting, capacity planning, scheduling, managing inventories, assuring quality, motivating employees, deciding where to locate facilities, and more.

Example in services: Airline operations system

The system consists of the airplanes, airport facilities, and maintenance facilities, sometime spread out over a wide territory. The real activity of management and employees in OM: - Forecasting: weather and landing conditions, seat demand for flights, and the growth in air travel. - Capacity planning: to determine a number of planes, etc. - Scheduling: planes for flight, and for routine maintenance; scheduling of pilots and flight attendants; and scheduling of ground crews, counter staff, and baggage handlers. - Managing inventories: foods and beverages; first-aid equipment; in-flight magazines; pillows`and blankets; and life preservers. - Assuring quality: emphasis on safety in flying and maintenance operations; dealing with customers at ticket counters; chek-in; telephone and electronic reservations, and curb services; where the emphasis is on efficiency and courtesy. - Motivating and training employees: in all phases of operations. - Locating facilities: which cities to provide service for; where to locate maintenance facilities; and where to locate major and minor hubs.

Example in manufacturing product: Bicycle factory

Real activities in OM: Assembly operations: buying components, such as frames, tires, wheels, gears, and other items from suppliers, and then assembling bicycles. Fabrications: forming frames, making the gears and chains, and buy mainly raw materials and a few parts and materials such as paints, nuts and bolts, and tires. The key management tasks: scheduling production, deciding which components to make and which to buy, ordering parts and materials, deciding on the style of bicycle to produce and how many, purchasing new equipment to replace old or worn out equipment, maintaining equipment, motivating workers, and ensuring that quality standards are met.

Primary functions of OM

System design, involves decisions that relate to system capacity, the geographic location of facilities, arrangement of departments and placement of equipment within physical structures, product and service planning, and acquisition of equipment. System operation, involves management of personnel, inventory planning and control, scheduling, project management, and quality assurance. Other part of the operations function: - Purchasing: responsibility for procurement; close contact with operations; evaluate vendors (quality, reliability, service, price, ability to adjust to changing demand; receiving and inspecting the purchased goods. - Industrial engineering: scheduling, performance standards; work methods; quality control; material handling. - Distribution: shipping of goods to warehouses, retail outlets, or final customers. - Maintenance: general upkeep and repair of equipment; buildings and grounds; heating and air-conditioning; removing toxic wastes; parking; and perhaps security.

II. Decision Areas in Operation

Forecasting

Strategic Operations Plans

Capacity Planning: How many are to be produced? Facilities Location Planning: Where are they to be produced? Process Planning: Which production methods are to be used? Facilities Layout Planning: How should equipment and work stations be arranged?

Product design: What is to be produced?

Tactical Operations Plans

Master Scheduling: How many units of each product will be produced (typically for the month)?

Comprehensive OperationsPlans

Materials Requirements Planning: What materials are needed to satisfy the master schedule?

Aggregate Planning: What is the overall production plan for all products (typically for the year)?

III. Definition

Operations is often defined as a transformation process.

Operations management (OM) is defined as the design, operation, and improvement of the systems that create and deliver the firms primary products and services. Chase & Aquilano

What is Operations and Supply Chain Management? Operations and supply management (OSM): the design, operation, and improvement of the systems that create and deliver the firms primary products and services Concerned with the management of the entire system that produces a good or delivers a service

Evolution of Operations and Supply Chain Management Craft production Division of labor Interchangeable parts Scientific management Mass production Lean production.

Transformations

Physical--manufacturing Locational--transportation Exchange--retailing Storage--warehousing Physiological--health care Informational--telecommunications

Input-Transformation-Output Relationship For Typical Systems

System Restaurant Hospital Inputs Hungry customers Patients Resources Food, chef, waitress, environment Physicians, nurses, equipment, rmedical supplies Transformation Well-prepared and well-served food Health care Output Satisfied customers Healthy individuals

Automobile factory College or University Department Store Airline Distribution Center

Sheet steel, engine parts High school graduates Shoppers, stock of goods Travellers Stockkeeping Units (SKU)

Tools, equipment, workers Teachers, class rooms, books Displays, salesclercks

Fabrication, assembly of cars Impart knowledge and skills Attract shoppers, promote products, fill orders Move to destination Storage and redistribution

High-quality cars Educated individuals Sales to satisfied customers On time, save Fast deliveries, availability of SKUs

Airplanes, crews Storage bins, stockpickers

Operations Decision Making

Marketplace

Corporate Strategy

Finance Strategy

Operations Strategy

Marketing Strategy

Operations Management

People Materials & Customers

Plants

Parts

Processes Products & Services Output

Planning and Control

Input

Production System

IV. Critical Process in Manufacturing & Services

Process: Any step or series of steps that are involved in

the conversion or transformation of inputs into output. Exist everywhere within an organization. Some processes focus on the development of new product; some focus on the day-to-day production of existing productions; still other focus on customer service. Services differ from manufacturing operations in many respects: In services, customers typically interact directly with the service delivery process, and production and consumption take place simultaneously. Services are considered to be intangible, and they cannot be stored.

Operations as Service
1. Every organization is in the service business, whether it makes big planes or big Macs 2. Services can be divided into: Core services wich are basic things that customers want from products they purchase:
Quality Flexibility Speed Price (or production cost)

Value-added services which differentiate the organization from competitors and build relationships that bind customers to the firm in a positive way:
Information Problem Solving Sales Support Field Support.

V. Basic Supply Chain

Dominant Flow of Demand and Design Information
S U P P L I E R C U S T O M E R

MANUFACTURER

DISTRIBUTION SYSTEM

Physical Supply

Production Planning and Control

Physical Distribution

Dominant Flow of Products and Services Dominant Flow of Demand and Design Information Financial Flow

Physical Supply/Distribution

Movement of goods from suppliers to the beginning of the production process and from the end of the production process to consumers Activities Transportation Distribution inventory Warehousing Packaging Materials handling Order entry

Important factors in Supply chains A number of important factors in supply chains: SC includes all activities and processes to supply a product or service to a final customer Any number of companies can be linked in the SC The total chain has a number of supplier/customer relationships SC contains a number of intermediaries such as wholesalers, warehouses, and retailers Product or service flows from supplier to consumer, design and demand information as well as financial usually flows from customer to supplier.

The Growth of Supply Chain Concept 1. Explosive growth in computer capability and associated software applications (ie., ERP, internet, etc) 2. A large growth in global competition 3. A growth in technological capabilities for products and processes (i.e, shorter product life cycles, etc) 4. JIT influences enforce new approaches to interorganizational relationships for companies 5. Companies keep only their most important core competencies as internal activities.

Historical Development of Operations and Supply Chain Management Lean manufacturing, JIT, and TQC Manufacturing strategy paradigm Service quality and productivity Total quality management (TQM) and quality certifications Business process reengineering Six-sigma quality Supply chain management Electronic commerce Service science

Careers in Operations and Supply Management Plant manager Hospital administrator Branch manager Call center manager Supply chain manager Purchasing manager Business process improvement analyst Quality control manager Lean improvement manager Project manager Production control analyst Facilities manager

HW #1

Tugas individu: Jelaskan 2 operations functions, serta contoh kongkrit dalam bentuk kegiatan, proses, serta masalah-masalah yang terkait! Note: - Dikumpul minggu depan (27 Sep 2011)

THE END