Manajemen Operasional

MANAJEMEN
OPERASIONAL
ELISABETH SUPRIHARYANTI, SE.,M.SI
PROGRAM PASCA SARJANA MAGISTER MANAJEMEN

UNIKA WIDYA MANDALA SURABAYA
Jl.Dinoyo 42-44 Surabaya
www.wima.ac.id
Manajemen Operasional
Kegiatan yang berhubungan dengan penciptaan
barang dan jasa melalui adanya pengubahan
input menjadi output
Kegiatanproses manajemen meliputi
perencanaan, pengorganisasian, pengarahan
dan pengendalian
PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

Jl.Dinoyo 42-44 Surabaya-www.wima.ac.id
Input
man,
machine,
money,
m aterial
Transformasi
Output

Barang/
Jasa
Functions - Bank
Commercial Bank
1984-1994
T/Maker Co.
Marketing
Teller
Scheduling
Operations
Check
Clearing
Finance/
Accounting
Transactions
Processing

2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458
Security
1-4
Functions - Manufacturer
Manufacturing
Marketing
Finance/
Operations
Accounting
Manufacturing
Production
Control
Quality
Control
Purchasing

1-5
Keputusan MO
1.
Desain Produk/Jasa
2.
Desain Proses dan kapasitas
3.
Lokasi
4.
Desain tata Letak
5.
Manajemen Mutu
6.
Sumber daya manusia dan sistem kerja
7.
SCM
8.
Persediaan, MRP, JIT
9.
Penjadwalan jangka pendek dan menengah
10. pemeliharaan
WHAT OPERATIONS MANAGERS

DO
Plan - Organize - Staff - Lead - Control
1-7
Sales, cost, and cash flow
Product Life Cycle

Cost of development and production
Sales revenue
Net revenue (profit)
Cash
flow
Negative
cash flow
Introduction
Loss
Growth
Maturity
Decline

Figure 5.2
Product Development Stages

Concept
Figure 5.3
Feasibility
Customer Requirements
Functional Specifications
Scope of
product
development
team
Product Specifications
Design Review
Scope for
design and
engineering
teams
Test Market
Introduction
Evaluation
Interrelationships
What the
customer
wants
Target values
Technical
evaluation
How to satisfy
customer wants
Relationship
matrix
Competitive
assessment
Customer
importance
ratings
Weighted
rating
Triple Bottom Line
Consider the systems necessary to support the three Ps: people, planet,
and profit
Figure S5.1
Process, Volume, and Variety

Volume
Figure 7.1
Low
Volume
High Variety
one or few units per
run,
(allows
customization)
Changes in
Modules
modest runs,
standardized
modules
Changes in
Attributes (such as
grade, quality, size,
thickness, etc.)
long runs only
Repetitive
Process
Process Focus
projects, job shops
(machine, print, hospitals,
restaurants)
Arnold Palmer Hospital
High
Volume
Mass Customization
(difficult to achieve, but huge
rewards)
Dell Computer
Repetitive
(autos, motorcycles, home
appliances)
Harley-Davidson
Poor Strategy
Product Focus
(Both fixed and
(commercial baked goods,
variable costs
steel, glass, beer)
are
high)
PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN Frito-Lay
Types of Layout
1.
2.
3.
4.
5.
6.
7.
Office layout
Retail layout
Warehouse layout
Fixed-position layout
Process-oriented layout
Work-cell layout
Product-oriented layout
The Strategic Importance of Location
The objective of location strategy is to

maximize the benefit of location to the
firm
Options include
1. Expanding existing facilities
2. Maintain existing and add sites
3. Closing existing and relocating
Location and Costs
Location decisions based on low cost

require careful consideration
Once in place, location-related costs are

fixed in place and difficult to reduce
Determining optimal facility location is a

good investment

Location Decisions
Country Decision
Key Success Factors

1. Political risks, government rules,
attitudes, incentives
2. Cultural and economic issues
3. Location of markets
4. Labor talent, attitudes,
productivity, costs
5. Availability of supplies,
communications, energy
Figure 8.1
6. Exchange rates and currency

risks
Location Decisions
Region/
Community
Decision
Key Success Factors

1. Corporate desires
2. Attractiveness of region
3. Labor availability and costs
MN
4. Costs and availability of utilities
WI
5. Environmental regulations
MI
IL
IN
OH
6. Government incentives and fiscal

policies
7. Proximity to raw materials and
customers
Figure 8.1
8. Land/construction costs

Location Decisions
Site Decision
Key Success Factors

1. Site size and cost
2. Air, rail, highway, and
waterway systems
3. Zoning restrictions
4. Proximity of services/
supplies needed
5. Environmental impact issues
Figure 8.1
The Supply Chain

Market research data
Scheduling information
Engineering and design data
Order flow and cash flow
Supplier
Inventory
Supplier
Customer
Ideas and design to

satisfy end
customer
Material flow
Credit flow
Customer
Manufacturer
Inventory
Inventory
Supplier
Distributor
Customer
Inventory
Transparency
Masters to
accompany
Heizer/Render
Principles of
Operations

11-19
Inventory Classifications
Transparency
Masters to
accompany
Heizer/Render
Principles of
Operations

12-20
Planning Tasks and Responsibilities
Transparency
Masters to
accompany
Heizer/Render
Principles of
Operations

2004 by Prentice Hall, Inc. Upper Saddle River, N.J. 07458
13-21
Planning Horizons
Responsibl
e:
Operations
managers
Short-range plans
Job assignments
Ordering
Intermediate-range plans
Job scheduling
Sales planning
Dispatching
Production planning and
budgeting
Responsible
: Operations
Setting employment, inventory,
managers,
subcontracting levels
supervisors,
Analyzing operating plans
foremen
Today
Transparency
Masters to
accompany
Heizer/Render
Principles of
Operations
3 Months
Responsible:
Top
executives
Long-range plans
R&D
New product plans
Capital expenses
Facility location, expansion
1 year
5 years
Planning Horizon
13-22
Relationships of the Aggregate Plan

Marketplace
and Demand
Demand
Forecasts,
orders
Product
Decisions
Research and
Technology
Process
Planning & Capacity
Decisions
Aggregate
Plan for
Production
Master
Production
Schedule, and MRP systems
Transparency
Masters to
accompany
Heizer/Render
Principles of
Operations
Work Force
Raw Materials
Available
Inventory On
Hand
External
Capacity
Subcontractors
Detailed Work
Schedules
13-23


Pengukuran Kinerja MO
Output
Produktivitas
=
input
Output
Produktivitas
multi faktor
=
(man+material+money,dll)


Manajemen Operasional

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MANAJEMEN

PROGRAM PASCA SARJANA MAGISTER MANAJEMEN

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

Desain Proses dan kapasitas

Desain tata Letak

Sumber daya manusia dan sistem kerja

Persediaan, MRP, JIT

Penjadwalan jangka pendek dan menengah

WHAT OPERATIONS MANAGERS

Sales, cost, and cash flow

Product Life Cycle

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

Product Development Stages

Triple Bottom Line

Process, Volume, and Variety

The Strategic Importance of Location

The objective of location strategy is to

Location and Costs

Location decisions based on low cost

Once in place, location-related costs are

Determining optimal facility location is a

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

Key Success Factors

6. Exchange rates and currency

Key Success Factors

4. Costs and availability of utilities

6. Government incentives and fiscal

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

Key Success Factors

The Supply Chain

Ideas and design to

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

Planning Tasks and Responsibilities

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

Relationships of the Aggregate Plan

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

PROGRAM PASCA SARJANA-MAGISTER MANAJEMEN

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