Operatio

ns and

Productivity

Productivity

Perte

muan1

1

Pokok Bahasan

Pendahuluan :

Mahasisw

a m

emahami fa

lsafah

Mahasisw

a m

emahami fa

lsafah

Manajemen Operasio

nal, fu

ngsi o

perasi,

dan hubunga

nnya

denga

n operasi

orga

nisa

si.

2

Sub Bahasan dan Sasaran Belajar

�Pengertia

n m

anajemen operasio

nal:

�Mahasisw

a m

ampu m

enjelaskan arti d

an ca

kupan

Manajemen Operasio

nal, se

rta se

jarah

Manajemen Operasio

nal, se

rta se

jarah

perkembanga

nnya

.

�Kaita

n dengan fu

ngsi la

in di d

alam organisa

si:

�Mahasisw

a m

emahami p

erlu

nya

mempelajari

manajemen operasi te

rutama bila

dikaitk

an denga

n

fungsi la

in di d

alam orga

nisa

si.

�Masalah-m

asalah m

anajemen operasi:

3

�Masalah-m

asalah m

anajemen operasi:

�Mahasisw

a m

emahami m

asalah-m

asalah ya

ng te

rkait

denga

n m

anajemen operasi d

i dalam orga

nisa

si.

�Perhitu

ngan Produktiv

itas

What Is

Operatio

ns Management?

�Productio

n

�is th

e cre

atio

n of go

ods a

nd se

rvices

�is th

e cre

atio

n of go

ods a

nd se

rvices

�Operatio

ns m

anagement

�is th

e se

t of a

ctivities th

at cre

ates va

lue in

the

form

of go

ods a

nd se

rvices b

y transfo

rming

inputs in

to outputs

4

inputs in

to outputs

Organizational Functions

�Marketin

g�

Generates d

emand/

Generates d

emand/

gets cu

stomers

�Operatio

ns

�cre

ates p

roduct o

r service

�Finance

/Acco

untin

g

5

�Finance

/Acco

untin

g�

Obtains fu

nds

�Tra

cks money

© 1995 Corel Corp.

Functions -Bank

CommercialBank

Operations

Finance/

Accounting

Marketing

Transactions

CommercialBank

© 1984-1994

T/Maker Co.

6

Check

Clearin

g

Teller

Scheduling

Transactions

Processing

Security

Functions -Airlin

e

Airlin

e©

1984-1994 T/M

aker Co.

Operatio

ns

Finance/

Accountin

gMarketin

g

Airlin

e

7

Ground

Support

Flig

ht

Operatio

ns

Facility

Maintenance

Caterin

g

Functions -Manufacturer

Manufacturin

g

Operations

Finance/

Accounting

Marketing

Manufacturin

g

8

Production

Contro

lManufacturin

gQuality

Contro

lPurchasing

Why Study OM?

�OM is o

ne of th

ree m

ajor fu

nctio

ns

(marketin

g, finance

, and operatio

ns) o

f any

(marketin

g, finance

, and operatio

ns) o

f any

orga

niza

tion.

�We w

ant ( a

nd need) to

know how go

ods a

nd

service

s are produce

d.

�We w

ant to

understa

nd w

hat o

peratio

ns

manage

rs do.

9

manage

rs do.

�OM is su

ch a co

stly part o

f an orga

niza

tion.

What O

peratio

ns Managers Do

Plan -Orga

nize

-Sta

ff -Lead -Contro

lPlan -Orga

nize

-Sta

ff -Lead -Contro

l

10

Ten Critic

al D

ecisions

1.

Service

, product d

esign

2.

Quality m

anage

ment

Proce

ss, capacity d

esign

3.

Proce

ss, capacity d

esign

4.

Loca

tion

5.

Layo

ut d

esign

6.

Human re

source

s, job design

7.

Supply-ch

ain m

anage

ment

Inve

ntory m

anage

ment

11

8.

Inve

ntory m

anage

ment

9.

Schedulin

g

10.

Maintenance

The Critic

al D

ecisions

�Quality m

anage

ment

�Who is re

sponsib

le fo

r quality?

�Who is re

sponsib

le fo

r quality?

�How do w

e defin

e quality?

�Se

rvice and product d

esign

�What p

roduct o

r service

should w

e offe

r?

�How sh

ould w

e design

these products a

nd

service

s?

12

service

s?

The Critic

al D

ecisions -Contin

ued

�Proce

ss and ca

pacity d

esign

�What p

roce

sses w

ill these products re

quire

and

�What p

roce

sses w

ill these products re

quire

and

in w

hat o

rder?

�What e

quipment a

nd te

chnology is n

ece

ssary fo

r

these proce

sses?

�Loca

tion

�Where sh

ould w

e put th

e fa

cility

13

�Where sh

ould w

e put th

e fa

cility

�On w

hat crite

ria sh

ould w

e base th

is loca

tion

decisio

n?

The Critic

al D

ecisions -Continued

�Layo

ut d

esign

�How sh

ould w

e arra

nge

the fa

cility?�

How sh

ould w

e arra

nge

the fa

cility?

�How la

rge a fa

cility is require

d?

�Human re

source

s and jo

b design

�How do w

e provid

e a re

asonable w

ork

enviro

nment?

�How m

uch

can w

e exp

ect o

ur e

mploye

es to

14

�How m

uch

can w

e exp

ect o

ur e

mploye

es to

produce

?

The Critic

al D

ecisions -Contin

ued

�Su

pply ch

ain m

anage

ment

�Sh

ould w

e m

ake

or b

uy th

is item?

�Sh

ould w

e m

ake

or b

uy th

is item?

�Who are our go

od su

pplie

rs and how m

any

should w

e have

?

�Inve

ntory, m

ateria

l require

ments p

lanning,

�How m

uch

inve

ntory o

f each

item sh

ould w

e

have

?

15

have

?

�When do w

e re

-order?

The Critic

al D

ecisions -Contin

ued

�Interm

ediate, sh

ort te

rm, a

nd project

schedulin

gsch

edulin

g

�Is su

bco

ntra

cting p

roductio

n a go

od id

ea?

�Are w

e bette

r off ke

eping p

eople on th

e payro

ll

durin

g slowdowns?

�Maintenance

�Who is re

sponsib

le fo

r maintenance

?

16

�Who is re

sponsib

le fo

r maintenance

?

�When do w

e do m

aintenance

?

Where are th

e OM Jobs

17

Where Are the OM Jobs?

�Tech

nology/

methods

�Facilitie

s/space

utiliza

tion

Strategic issu

es

�Stra

tegic issu

es

�Response tim

e

�People/team deve

lopment

�Custo

mer se

rvice

�Quality

18

�Cost re

ductio

n

�Inve

ntory re

ductio

n

�Productivity im

prove

ment

The Herita

ge of

Operations Management

Divisio

n of la

bor (A

dam Smith

1776 and Charle

s Babbage 1852)

Standardized parts (W

hitn

ey 1800)

Standardized parts (W

hitn

ey 1800)

Scientific

Management (T

aylor 1

881)

Coordinated asse

mbly lin

e (F

ord/Sorenson/Avery 1913)

Gantt c

harts (G

antt 1

916)

Motio

n stu

dy (F

rank and Lillia

n Gilb

reth 1922

Quality

contro

l (Shewhart 1

924; D

eming 1950)

19

Quality

contro

l (Shewhart 1

924; D

eming 1950)

Computer (A

tanasoff 1

938)

CPM/PERT (D

uPont 1

957)

The Herita

ge of O

perations

Management -Continued

Materia

l require

ments p

lanning (O

rlicky 1960)

Computer a

ided desig

n (C

AD 1970)

Flexible m

anufacturin

g sy

stem (F

MS 1975)

Baldrig

e Quality

Awards (1

980)

Computer in

tegrated m

anufacturin

g (1

990)

Globaliz

atio

n(1992)

20

Internet

(1995)

Eli W

hitney

�Born 1765; d

ied 1825

�In 1798, re

ceive

d go

vernment

�In 1798, re

ceive

d go

vernment

contra

ct to m

ake

10,000

muske

ts

�Sh

owed th

at m

ach

ine to

ols

could m

ake

standardize

d parts

to exa

ct specifica

tions

�Muske

t parts co

uld be used in

any

21

�Muske

t parts co

uld be used in

any

muske

t

© 1995 Corel Corp.

Frederic

k W. Taylor

�Born 1856; d

ied 1915

�Known as ‘fa

ther o

f scientific

�Known as ‘fa

ther o

f scientific

manage

ment’

�In 1881, a

s chief e

ngin

eer fo

r Midva

le

Steel, stu

died how ta

sks were done

�Bega

n first m

otio

n &

time stu

dies

�Created efficie

ncy p

rincip

les

22

© 1995 Corel Corp.

Taylor: M

anagement S

hould Take

More Responsibility

for

�Match

ing e

mploye

es to

right jo

b�Match

ing e

mploye

es to

right jo

b

�Provid

ing th

e proper tra

ining

�Provid

ing p

roper w

ork m

ethods a

nd to

ols

�Esta

blish

ing le

gitimate in

centive

s for

work to

be acco

mplish

ed

23

work to

be acco

mplish

ed

Frank & Lillia

n Gilbreth

�Frank (1

868-1924); L

illian

(1878-1972)

Husband-and-w

ife engin

eerin

g �

Husband-and-w

ife engin

eerin

g team

�Furth

er d

eve

loped w

ork

measurement m

ethods

�Applie

d efficie

ncy m

ethods to

their h

ome &

12 ch

ildren!

24

�(Book &

Movie

: “Cheaper b

y the Doze

n,” b

ook: “

Bells o

n

Their To

es”)

© 1995 Corel Corp.

�Born 1863; d

ied 1947

�In 1903, cre

ated Ford

Henry Ford

‘‘Make them all

�In 1903, cre

ated Ford

Motor C

ompany

�In 1913, first u

sed

movin

g asse

mbly lin

e

to m

ake

Model T

�Unfin

ished product

move

d by co

nve

yor

‘‘Make them all

alike!’

© 1995 Corel

Corp.

25

move

d by co

nve

yor

past w

ork sta

tion

�Paid w

orke

rs very w

ell fo

r 1911 ($

5/day!)

W. Edwards Deming

�Born 1900; d

ied 1993

�Engin

eer &

physicist

�Engin

eer &

physicist

�Credite

d w

ith te

ach

ing Ja

pan

quality co

ntro

l methods in

post-W

W2

�Used sta

tistics to analyze

proce

ss

26

�His m

ethods in

volve

worke

rs in

decisio

ns

Contrib

utions From

�Human fa

ctors

Industria

l engin

eerin

g�Industria

l engin

eerin

g

�Manage

ment scie

nce

�Biologica

l science

�Physica

l science

s

Inform

atio

n scie

nce

27

�Inform

atio

n scie

nce

Signific

ant E

vents in OM

�Divisio

n of la

bor (Sm

ith, 1

776)

�Sta

ndardize

d parts (W

hitn

ey, 1

800)

�Scie

ntific m

anage

ment (T

aylo

r, 1881)

�Coordinated asse

mbly lin

e (F

ord 1913)

�Gantt ch

arts (G

antt, 1

916)

28

�Motio

n stu

dy (th

e Gilb

reths, 1

922)

�Quality co

ntro

l (Shewhart, 1

924)

Signific

ant E

vents -Continued

�CPM/PERT (D

upont, 1

957)

�MRP (O

rlicky, 1

960)

�CAD

�Flexib

le m

anufactu

ring syste

ms (F

MS)

�Manufactu

ring a

utomatio

n protoco

l (MAP)

29

�Computer in

tegra

ted m

anufactu

ring (C

IM)

New Challenges in OM

�Loca

l or n

atio

nal fo

cus

Batch

shipments

�Global fo

cus

Just-in

-time

From

From

ToTo

�Batch

shipments

�Low bid purch

asin

g

�Length

y product

deve

lopment

�Ju

st-in-tim

e

�Su

pply ch

ain

partn

erin

g

�Rapid product

deve

lopment,

allia

nce

s

30

�Sta

ndard products

�Jo

b sp

ecia

lizatio

n

allia

nce

s

�Mass cu

stomiza

tion

�Empowered

employe

es, te

ams

Characteristics of G

oods

�Tangib

le product

Consiste

nt p

roduct

�Consiste

nt p

roduct

defin

ition

�Productio

n usually

separate fro

m

consumptio

n

�Can be in

ventorie

d

31

�Can be in

ventorie

d

�Lo

w cu

stomer

interactio

n© 1995 Corel Corp.

Characteristics of S

ervice

�Intangib

le product

�Produce

d &

consumed at

�Produce

d &

consumed at

same tim

e

�Ofte

n unique

�High

custo

mer in

teractio

n

�Inco

nsiste

nt p

roduct

defin

ition

32

defin

ition

�Ofte

n kn

owledge

-based

�Frequently d

isperse

d© 1995 Corel Corp.

Goods Versus Services

�Can be re

sold

�Resellin

g unusual

Goods

Goods

Service

Service

Can be re

sold

�Can be in

ventorie

d

�So

me aspects o

f quality m

easurable

Resellin

g unusual

�Difficu

lt to

inve

ntory

�Quality d

ifficult to

measure

Sellin

g is part o

f

33

�Se

lling is d

istinct

from productio

n

�Se

lling is p

art o

f service

Goods Versus Services -Contin

ued

�Product is

�Provid

er, n

ot p

roduct

Goods

Goods

Service

Service

�Product is

transporta

ble

�Site

of fa

cility im

porta

nt fo

r cost

�Ofte

n easy to

automate

�Provid

er, n

ot p

roduct

is transporta

ble

�Site

of fa

cility im

porta

nt fo

r cu

stomer co

ntact

�Ofte

n difficu

lt to

automate

34

automate

�Reve

nue ge

nerated

prim

arily fro

m

tangib

le product

automate

�Reve

nue ge

nerated

prim

arily fro

m

intangib

leservice

.

Goods Contain Services /

Services Contain Goods

Autom

obileC

omputer

Installed Carpeting

Installed Carpeting

Fast-food M

ealR

estaurant Meal

Auto R

epairH

ospital Care

Advertising A

gencyInvestm

ent Managem

entC

onsulting Service

35

025

5075

10025

5075

100

Consulting S

erviceC

ounseling

Percent of P

roduct that is a Good

Percent of P

roduct that is a Service

Changing Challenges for th

e

Operations Manager

Past

C

auses

Futu

re

Local o

r natio

nal

Low

-cost, reliab

le w

orld

wid

e

com

munic

ation an

d

G

lobal F

ocu

s

natio

nal

focus

com

munic

ation an

d

transp

ortatio

n n

etwork

s

Batc

h (la

rge)

ship

ments

Cost o

f capita

l puts

pres

sure

on

reducin

g in

vestm

ent in

in

ven

tory

Just-in

-time

ship

ments

Low

-bid

purc

has

ing

Q

uality

emphas

is require

s that

supplie

rs be e

ngag

ed in

pro

duct

impro

vem

ent

S

upply

-chain

partn

ers

36

impro

vem

ent

Length

y

pro

duct

deve

lopm

ent

S

horte

r life c

ycles

, rapid

in

tern

ational c

om

munic

ation,

com

puter-aid

ed d

esig

n, an

d

inte

rnatio

nal c

olla

boratio

n

R

apid

pro

duct

deve

lopm

ent,

allian

ces

, colla

borativ

e desig

ns

Changing Challenges for th

e

Operations Manager

Pas

t

Ca

use

s

F

utu

re

Sta

nd

ard

ized

p

rod

uc

ts

A

ffluen

ce a

nd

wo

rldw

ide

ma

rkets

; in

cre

asin

gly

flexib

le p

rod

uc

tion

Ma

ss

cu

sto

miz

atio

n

pro

du

cts

in

cre

asin

gly

flexib

le p

rod

uc

tion

p

roc

es

se

s

cu

sto

miz

atio

n

Jo

b

sp

ec

ializ

atio

n

C

ha

ng

ing

so

cio

cu

ltura

l milie

u.

Incre

asin

gly

a k

no

wle

dg

e a

nd

in

form

atio

n s

ocie

ty.

E

mp

ow

ere

d

em

plo

ye

es

, te

am

s, a

nd

lea

n

pro

du

ctio

n

Lo

w c

os

t fo

cu

s

E

nv

iron

me

nta

l issu

es, IS

O 1

400

0,

incre

asin

g d

isp

osa

l co

sts

En

viro

nm

en

tally

se

nsitiv

e

pro

du

ctio

n,

Gre

en

37

Gre

en

m

an

ufa

ctu

ring

, re

cy

cle

d

ma

teria

ls,

rem

an

ufa

ctu

ring

The Economic System

Transform

s Inputs to Outputs

Inputs

Pro

cessO

utp

uts

The eco

nom

ic system

transfo

rms in

puts to

outp

uts

at about an

annual 2.5%

increase in

pro

ductivity

(capital 38%

of 2.5%

), labor

(10% o

f 2.5%), m

anag

emen

t

(52% o

f 2.5%)

Lan

d, L

abor,

Cap

ital,

Man

agem

ent

Goods an

d

Services

38

(52% o

f 2.5%)

Feed

back lo

op

Typical Im

pact o

f Quality

Im

provement

As p

roductivity im

pro

ved C

osts w

ere pared

Wag

es increased

Parts p

er man

hour

100

105

110

115

Cost p

er unit d

ecreased

$1.75

$2.00

$2.25

Averag

e worker's an

nual cash

com

pen

sation in

creased

25000

26000

27000

39

95

Year AYear B

Year C

$1.50

Year AYear B

Year C

24000

Year AYear B

Year C

�Measure of p

roce

ss improve

ment

Represents o

utput re

lative

to in

put

Productivity

�Represents o

utput re

lative

to in

put

�Only th

rough

productivity in

creases ca

n our

standard of livin

g improve

Productivity

Productivity

Units

producedU

nitsproduced

Input usedInput used

= =

40

standard of livin

g improve

Multi-P

roduct P

roductivity

Productivity

=

Output

Labor +

materia

l + energy + capita

l + m

iscella

neous

41

Measurement P

roblems

�Quality

may ch

ange

while

the quantity o

f inputs a

nd outputs re

mains co

nsta

nt

inputs a

nd outputs re

mains co

nsta

nt

�Exte

rnal e

lements

may ca

use an in

crease or

decre

ase in

productivity

�Precise

units

of m

easure m

ay b

e la

cking

42

Productivity Varia

bles

�Labor-co

ntrib

utes a

bout 1

0% of th

e annual

incre

ase

incre

ase

�Capita

l -co

ntrib

utes a

bout 3

2% of th

e annual

incre

ase

�Manage

ment-co

ntrib

utes a

bout 5

2% of th

e

annual in

crease

43

Key Varia

bles for Im

proved

Labor P

roductivity

�Basic e

duca

tion appropria

te fo

r the la

bor

force

force

�Diet o

f the la

bor fo

rce

�So

cial o

verhead th

at m

akes la

bor a

vaila

ble

�Maintaining a

nd enhancin

g skills in

the m

idst

of ra

pidly ch

angin

g tech

nology a

nd knowledge

44

Service Productivity

�Typ

ically la

bor in

tensive

�Frequently in

divid

ually p

roce

ssed

�Frequently in

divid

ually p

roce

ssed

�Ofte

n an in

telle

ctual ta

sk perfo

rmed by

professio

nals

�Ofte

n difficu

lt to m

ech

anize

�Ofte

n difficu

lt to eva

luate fo

r quality

45

�Ofte

n difficu

lt to eva

luate fo

r quality