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 1. Pendahuluan Manajemen Operasi
2. Operasi dan Produktifitas
3. Peramalan #1
P
4. Peramalan #2
O 5. Strategi Operasi
K 6. Desain Produk dan Jasa
O 7. Review Materi dan Kuis Pra UTS
K 8. UJIAN TENGAH SEMESTER
9. Strategi Proses, Lokasi dan Tata Letak
10. Manajemen Proyek (CPM/PERT)
B
11. Manajemen Proyek (Crashing Project)
A 12. Sumber Daya Manusia dan Desain Kerja
H 13. Penjadwalan dan Penugasan
A 14. Manajemen Persediaan
S 15. Review Pertemuan 9 14
A 16. UJIAN AKHIR SEMESTER

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 What Is Operations
Management?
What is Operations?
a function or system that transforms inputs
into outputs of greater value
What is a Management ?
a set of principles relating to the functions
of planning, organizing, directing and
controlling, and the application of these
principles in harnessing physical, financial,
human and informational resources
efficiently and effectively to achieve
organizational goals.
Operations management (OM) is the
set of activities that creates value in
the form of goods and services by
transforming inputs into outputs

Production is the creation of goods

and services
Transformation Process is a series of
activities along a value chain
extending from supplier to customer
activities that do not add value are
superfluous and should be eliminated
Transformation Process

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
Informational: as in communication
 Operations as a
Transformation Process

INPUT
Material
Machines OUTPUT
TRANSFORMATION
Labor Goods
PROCESS
Management Services
Capital

Feedback & Requirements

Organizational Structure
 Operations Function

Operations
Marketing
Finance and
Accounting
Human
Resources
Outside
Suppliers
 Organizing to Produce
Goods and Services
Essential functions:
Marketing generates demand
Production/operations creates the
product
Finance/accounting tracks how well the
organization is doing, pays bills, collects
the money
 Organizational Charts

Commercial Bank

Operations Finance Marketing

Teller Scheduling Investments Loans
Check Clearing Security Commercial
Collection Real estate Industrial
Transaction Financial
processing Accounting Personal
Facilities Mortgage
design/layout
Vault operations Auditing
Maintenance Trust Department
Security
 Organizational Charts
Airline

Operations Finance/ Marketing

Ground support accounting Traffic
equipment Accounting administration
Maintenance Payables Reservations
Ground Operations Receivables Schedules
General Ledger Tariffs (pricing)
Facility
maintenance Finance Sales
Catering Cash control Advertising
Flight Operations International
exchange
Crew scheduling
Flying
Communications
Dispatching
Management science
 Organizational Charts
Manufacturing

Operations Finance/ Marketing

Facilities accounting Sales
Construction; maintenance Disbursements/ promotion
Production and inventory control credits Advertising
Scheduling; materials control Receivables Sales
Quality assurance and control Payables
General ledger Market
Supply chain management research
Funds Management
Manufacturing
Tooling; fabrication; assembly Money market
International
Design exchange
Product development and design
Detailed product specifications Capital requirements
Industrial engineering Stock issue
Efficient use of machines, space, Bond issue
and personnel and recall
Process analysis
Development and installation of
production tools and equipment
 How is Operations Relevant to
my Major?
As an auditor you must understand
Accounting the fundamentals of operations
management.
Information IT is a tool, and theres no better
Technology place to apply it than in operations.
We use so many things you learn in
an operations classscheduling,
Management lean production, theory of
constraints, and tons of quality
tools.
 How is Operations Relevant to
my Major? (cont.)
Its all about processes. I live by
Economics flowcharts and Pareto analysis.
How can you do a good job
Marketing marketing a product if youre
unsure of its quality or delivery
status?
Most of our capital budgeting
Finance requests are from operations, and
most of our cost savings, too.
 Why Study OM?

OM is one of three major functions

(marketing, finance, and operations)
of any organization
We want (and need) to know how
goods and services are produced
We want to understand what
operations managers do
OM is such a costly part of an
organization
 Options for Increasing
Contribution
Finance/
Marketing Accounting OM
Option Option Option

Increase Reduce Reduce

Sales Finance Production
Current Revenue 50% Costs 50% Costs 20%
Sales $100,000 $150,000 $100,000 $100,000
Cost of Goods 80,000 120,000 80,000 64,000
Gross Margin 20,000 30,000 20,000 36,000
Finance Costs 6,000 6,000 3,000 6,000
Subtotal 14,000 24,000 17,000 30,000
Taxes at 25% 3,500 6,000 4,250 7,500
Contribution $ 10,500 $ 18,000 $ 12,750 $ 22,500
 What Operations
Managers Do

Basic Management Functions

Planning
Organizing
Staffing
Leading
Controlling
 Ten Critical Decisions
Ten Decision Areas
Design of goods and services
Managing quality
Process and capacity design
Location strategy
Layout strategy
Human resources and job design
Supply chain management
Inventory management
Scheduling
Maintenance
 The Critical Decisions
Design of goods and services
What good or service should we
offer?
How should we design these products
and services?
Managing quality
How do we define quality?
Who is responsible for quality?
 The Critical Decisions
Process and capacity design
What process and what capacity will
these products require?
What equipment and technology is
necessary for these processes?
Location strategy
Where should we put the facility?
On what criteria should we base the
location decision?
 The Critical Decisions
Layout strategy
How should we arrange the facility?
How large must the facility be to
meet our plan?
Human resources and job design
How do we provide a reasonable
work environment?
How much can we expect our
employees to produce?
Table 1.2 (cont.)
 The Critical Decisions
Supply chain management
Should we make or buy this component?
Who are our suppliers and who can integrate
into our e-commerce program?
Inventory, material requirements planning,
and JIT
How much inventory of each item should we
have?
When do we re-order?
 The Critical Decisions
Intermediate and shortterm
scheduling
Are we better off keeping people on
the payroll during slowdowns?
Which jobs do we perform next?
Maintenance
Who is responsible for maintenance?
When do we do maintenance?
Where are the OM Jobs?
 Where are the OM Jobs?
Technology/methods
Facilities/space utilization
Strategic issues
Response time
People/team development
Customer service
Quality
Cost reduction
Inventory reduction
Productivity improvement
 Historical Evolution
in Operations Management

Craft production
process of handcrafting products or
services for individual customers
Division of labor
dividing a job into a series of small tasks
each performed by a different worker
Interchangeable parts
standardization of parts initially as
replacement parts; enabled mass
production
 Historical Evolution
in Operations Management
Supply Chain Management
Scientific Management
systematic analysis of work methods
Mass Production
high-volume production of a standardized
product for a mass market
Lean Production
adaptation of mass production that prizes
quality and flexibility
Historical
Evolution
in Operations
Management
 Historical Evolution
in Operations Management
 Historical Evolution
in Operations Management

Division of labor (Adam Smith 1776; Charles

Babbage 1852)
Standardized parts (Whitney 1800)
Scientific Management (Taylor 1881)
Coordinated assembly line (Ford/ Sorenson
1913)
Gantt charts (Gantt 1916)
Motion study (Frank and Lillian Gilbreth 1922)
Quality control (Shewhart 1924; Deming
1950)
 Historical Evolution
in Operations Management

Computer (Atanasoff 1938)

CPM/PERT (DuPont 1957)
Material requirements planning (Orlicky 1960)
Computer aided design (CAD 1970)
Flexible manufacturing system (FMS 1975)
Baldrige Quality Awards (1980)
Computer integrated manufacturing (1990)
Globalization (1992)
Internet (1995)
 Eli Whitney
Born 1765; died 1825
In 1798, received government contract
to make 10,000 muskets
Showed that machine tools could make
standardized parts to exact
specifications
Musket parts could be used in any
musket
 Frederick W. Taylor
Born 1856; died 1915
Known as father of scientific
management
In 1881, as chief engineer for
Midvale Steel, studied how tasks
were done
Began first motion and time studies
Created efficiency principles
 Taylors Principles
Management Should Take More
Responsibility for:
Matching employees to right job
Providing the proper training
Providing proper work methods and tools
Establishing legitimate incentives for work to
be accomplished
 Frank & Lillian Gilbreth
Frank (1868-1924); Lillian (1878-1972)
Husband-and-wife engineering team
Further developed work measurement
methods
Applied efficiency methods to their
home and 12 children!
Book & Movie: Cheaper by the
Dozen, book: Bells on Their Toes
 Henry Ford
Born 1863; died 1947
In 1903, created Ford Motor
Company
In 1913, first used moving assembly
line to make Model T
Unfinished product moved by
conveyor past work station
Paid workers very well for 1911
($5/day!)
 W. Edwards Deming
Born 1900; died 1993
Engineer and physicist
Credited with teaching Japan
quality control methods in post-
WW2
Used statistics to analyze process
His methods involve workers in
decisions
 Contributions From

Human factors
Industrial engineering
Management science
Biological science
Physical sciences
Information technology
 New Challenges in OM
From To
Local or national focus Global focus
Just-in-time
Batch shipments
Supply chain partnering
Low bid purchasing Rapid product development,
alliances
Mass customization
Lengthy product
Empowered employees,
development teams

Standard products

Job specialization
 Characteristics of Goods
Tangible product
Consistent product
definition
Production usually
separate from
consumption
Can be inventoried
Low customer
interaction
Characteristics of Service
Intangible product
Produced and consumed at
same time
Often unique
High customer interaction
Inconsistent product
definition
Often knowledge-based
Frequently dispersed
 Industry and Services as
Percentage of GDP
90
Services Manufacturing
80
70
60
50
40
30
20
10
0
France

Mexico
Germany

Japan

Spain
China

Russian Fed
Czech Rep
Australia

Canada

UK
South Africa

US
Hong Kong
 Goods Versus Services
Attributes of Goods
(Tangible Product)
Can be resold
Can be inventoried
Some aspects of quality
measurable
Selling is distinct from
production
Product is transportable
Site of facility important for cost
Often easy to automate
Revenue generated primarily
from tangible product
Attributes of Services
(Intangible Product)
Reselling unusual
Difficult to inventory
Quality difficult to measure
Selling is part of service
Provider, not product, is
often transportable
Site of facility important for
customer contact
Often difficult to automate
Revenue generated primarily
from the intangible service
 Goods and Services
Automobile
Computer
Installed carpeting
Fast-food meal
Restaurant meal/auto repair
Hospital care
Advertising agency/
investment management
Consulting service/
teaching
Counseling
100% 75 50 25 0 25 50 75 100%
| | | | | | | | |

Percent of Product that is a Good Percent of Product that is a Service

Manufacturing and Service
Employment
120

100
Employment (millions)

80 Service

60

40

Manufacturing
20

0 | | | | | | |
1950 1970 1990 2010 (est)
1960 1980 2000
 Manufacturing Employment
and Production
150
Industrial
production
(right scale) 125
Employment (millions)

100

Index: 1997 = 100

75

40 Manufacturing 50
employment
30 (left scale)
20 25
10
0 | | | | | | | 0
1950 1970 1990 2010 (est)
1960 1980 2000
 Development of the
Service Economy

United States
Canada
France
Italy
Britain
Japan
W. Germany | | | | |
40 50 60 70 80
1970 2008 (est) Percent
 Organizations in Each Sector
% of all
Service Sector Example Jobs
Education, Notre Dame University, 25.5
Legal, Medical, San Diego Zoo, Arnold
and other Palmer Hospital
Trade (retail, Walgreens, Wal-Mart, 15.1
wholesale) Nordstroms
Utilities, Pacific Gas & Electric, 5.2
Transportation American Airlines, Santa
Fe R.R., Roadway
Express
 Organizations in Each Sector
% of all
Service Sector Example Jobs
Professional Snelling and Snelling, Waste 10.1
and Business Management, Pitney-Bowes
Services
Finance, Citicorp, American Express, 9.6
Information, Prudential, Aetna, Trammel
Real Estate Crow, EDS, IBM
Food, Lodging, Olive Garden, Hard Rock Cafe, 8.5
Entertainment Motel 6, Hilton Hotels, Walt
Disney, Paramount Pictures
Public U.S., State of Alabama, Cook 4.6
Administration County
Table 1.4
 Organizations in Each Sector
Manufacturing % of all
Sector Example Jobs
Manufacturing General Electric, Ford, 11.5
U.S. Steel, Intel
Construction Bechtel, McDermott 7.9
Agriculture King Ranch 1.6

Mining Homestake Mining 0.4

Sector Percent of all jobs
Service 78.6%
Manufacturing 21.4%
Table 1.4
 New Trends in OM
Past Causes Future
Local or Reliable worldwide Global focus,
national communication and moving
focus transportation networks production
offshore
Batch (large) Short product life cycles Just-in-time
shipments and cost of capital put performance
pressure on reducing
inventory
Low-bid Supply chain competition Supply chain
purchasing requires that suppliers be partners,
engaged in a focus on the collaboration,
end customer alliances,
outsourcing
 New Trends in OM
Past Causes Future
Lengthy Shorter life cycles, Rapid product
product Internet, rapid international development,
development communication, computer- alliances,
aided design, and collaborative
international collaboration designs
Standardized Affluence and worldwide Mass
products markets; increasingly customization
flexible production with added
processes emphasis on
quality
Job Changing socioculture Empowered
specialization milieu; increasingly a employees,
knowledge and information teams, and lean
society production

Figure 1.6
 New Trends in OM
Past Causes Future
Low-cost Environmental issues, ISO Environmentally
focus 14000, increasing disposal sensitive
costs production, green
manufacturing,
recycled
materials,
remanufacturing
Ethics not Businesses operate more High ethical
at forefront openly; public and global standards and
review of ethics; opposition social
to child labor, bribery, responsibility
pollution expected
 New Trends in OM
Global focus
Just-in-time performance
Supply chain partnering
Rapid product development
Mass customization
Empowered employees
Environmentally sensitive production
Ethics