operation and supply chain management - 280913
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Company
LOGO
OPERATIONS & SUPPLY CHAIN
MANAGEMENT
Dr. A Gima Sugiama
HP 08122353873 email: [email protected]
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Dapat memahami berbagai teori dankonsepsi strategik dalam manajemenoperasi dan rantai pasokan untukpengambilan keputusan operasional
perusahaan bidang manufaktur dan jasaDapat menggunakan alat-alat analisis
(metode & teknik analisis) operasi danrantai pasokan untuk memecahkanpermasalahan strategis dalam bisnisbidang manufaktur dan jasa
Tujuan Perkuliahan
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1. Introduction to Operations Management &
Competitiveness
2. The Framework Of Business Thinking & Value
3. Operations Strategy and Distinctive Capabilities
4. Designing (goods & services)
5. Process Design
6. Managing Quality and Quality Improvement
7. Productivity & Resource Planning
8. Processes, Technology & Capacity
9. Midtest
Short Syllabus
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8. Business Logistics and Supply Chain (SC),Concept, Strategy and Planning
9. Logistic/SC & Order Management CustomerService
10. Transportation Decision11. Inventory Management & Forecasting,
12. Facility Location Decision &Warehousing/Storage and Handling System
13. Final Test
Short Syllabus
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1. Davis, Mark M; Nicholas J Aquilano; RichardB Chase, (2003), Fundamentals of
Operations Management, McGraw Hill,
Boston
2. Finch, Byron J (2006), Operations Now,
McGraw Hill, Boston
3. Russell, Robert S & Bernard W Taylor III
(2006), Operations Management, John Wiley4. Schroeder, Roger G (2000), Operations
management: contemporary concepts and
cases, McGraw-Hill, Int. Ed, Boston
Main References
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5. Ballou, Ronald H (2004), Business Logistics/Supply Chain Management, Fifth edition,Pearson Educational Int., New Jersey
6. Bowersox, Donald J (2006), Logistic
management, Penerjemah: A Hasyim Ali, PTBumi Aksara, jakarta
7.Sing, Chan Kah (2004), Electronic Commerceand Supply Chain Management, 2nd Edition,Thompson, Australia
Main References
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Chapter 01:
Introduction to Operations
Management & CompetitivenessOutline:
Why Study OM?
Definition of Operations Management
Operations as a System
Relation of Operations to its Environment
New Strategies in Operations
Competitiveness Productivity
New Operations Themes
Main Ref.: Russel & Taylor, Operations Management (2006)
A Gima Sugiama
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Why Study OM?
OM is one of three major functions(marketing, finance, and operations) of
any organization
We want (and need) to know how goodsand services are produced
We want to understand what operations
managers doOM is such a costly part of an
organization
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Operations is responsible for supplying the product orservice of the organization Operations managers make
decisions regarding the operations function and itsconnection with other functions The operations managers plan and
control the production system and its interfaces within theorganization and with the external environment
Definition of Operations Management
Key Points in OM Definition:
1 Decisions2 Functions3 System
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Transformation
(Conversion)
Process
Energy
Materials
LaborCapital
Information
Goods orServices
Feedback information for
control of process inputs
and process technology
Operations as a System
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Factors of production:1. Natural resources such as land, forests, minerals, &
water
2. Human resources anyone who works to produce
goods or services
3. Capital resources that a business needs to producegoods or service. Capital examples: money, tool,
computers, equipment, building
4. Entrepreneurs people who are innovative and
willing to take risk to create and operate new business5. Knowledge the collective intelligence of an
organization
http://localhost/var/www/apps/conversion/tmp/Hub%20Industrial%20UNSIL%202010/Ch-02%20Permasalahan%20TK%20Indonesia.ppt -
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Operations transformation systemSuppliers
HumanResources
Marketing
ccounting Finance MIS
ngineering
SOCIETY
GOVERNMENT
External
Environment
CUSTOMERS
COMPETITORS
Relation of Operations to its Environment
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Competitiveness5
3
2
1
New Strategies in Operations
Time-based competition
Agile manufacturing
Cost reduction strategies
4
Mass customization
Environmental concern
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Time-based competition bersaing berdasarkan waktu (serba cepat)
Agile manufacturing kecerdasan merekayasa (serba cerdas)
Cost reduction strategies serba efisien
Mass customization mampu melayani tuntutan konsumen yang serba
berubah-ubah
Environmental concern Produk ramah lingkungan (serba sehat)
New Strategies in Operations
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Productivity is a measure of competitiveness Competitiveness is a degree to which a nation can
produce goods and services that meet the test of
international markets
Competitiveness
Competitive
industries
Competitive
Competitive
firms
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Productivity: is calculated by dividing units of output to units of input
Output O
Manufacturing as a traditional productivity = ------------ = ----
Input I
Quantity of output and Quality of output
Service Productivity = ---------------------------------------------------
Quantity of Input and Quality of Input
Productivity
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Hasil riset, peningkatan produktivitas itu bergantungpada tiga variabel produktivitas (Heizer dan Render, 2004:16):
ProduktivitasBergantung
padaManage
ment Labor
Capital
Productivity
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Variabel tenaga kerja umumnya berkontribusi
sekira 10% dari peningkatan produktivitas
tahunan
Kapital termasuk variabel yang berkontribusi
sekira 38% dari peningkatan produktivitas
tahunan
Management dapat berkontribusi sekira 52%dari peningkatan tahunan
Productivity
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1. Service and Manufacturing (differences
and implications)
2. Customer-Directed Operations
3. Continuous Improvement
4. Time Reduction
5. Integration of Operations and Other
Functions
6. Environmental Concerns
7. Globalization of Operations
New Operations Themes
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Company
LOGO