manop 1 intro sep 2011

8/3/2019 Manop 1 Intro Sep 2011

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INTRODUCTION What is Operations Management?

Decision Areas in Operation Definition

Critical Process in Manufacturing &

Services Basic Supply Chain

Manajemen Operasi

Session 1Selasa, 20 Sep, 2011

MANOP/Sesi 1/yad/Sep-2011


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I. What is Operation Management?

Every book you read, every video you watch,every e-mail you send, every telephoneconversation you have, and every medicaltreatment you receive involves the operationsfunction of one or more organizations..

Success or failure of a companys operationsfunctions determines its competitiveness from itscompetitors.

The collective success or failure of companiesoperations functions has an impact on the abilityof a nation to compete with other nations, and onthe nations economy.


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Scope of Operations Management

It ranges across the organization People in OM, are involved in product and

service design, process selection, selection andmanagement of technology, design of worksystems, location planning, facilities planning,and quality improvement.

The operations function includes manyinterrelated activities, such as forecasting,capacity planning, scheduling, managing

inventories, assuring quality, motivatingemployees, deciding where to locate facilities,and more.


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Example in services: Airline operations systemThe system consists of the airplanes, airport facilities, andmaintenance facilities, sometime spread out over a wide territory.

The real activity of management and employees in OM:

- Forecasting: weather and landing conditions, seat demand forflights, 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 groundcrews, 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 maintenanceoperations; 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 tolocate maintenance facilities; and where to locate major and minor

hubs.


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Example in manufacturing product: Bicycle factory

Real activities in OM: Assembly operations: buying components, such as

frames, tires, wheels, gears, and other items fromsuppliers, and then assembling bicycles.

Fabrications: forming frames, making the gears and

chains, and buy mainly raw materials and a few partsand 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 ofbicycle to produce and how many, purchasing newequipment to replace old or worn out equipment,

maintaining equipment, motivating workers, andensuring that quality standards are met.


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Primary functions of OM

System design, involves decisions that relate to system capacity,the geographic location of facilities, arrangement of departmentsand placement of equipment within physical structures, product andservice planning, and acquisition of equipment.

System operation, involves management of personnel, inventoryplanning and control, scheduling, project management, and qualityassurance.

Other part of the operations function:- Purchasing: responsibility for procurement; close contact withoperations; evaluate vendors (quality, reliability, service, price,ability to adjust to changing demand; receiving and inspecting thepurchased goods.

- Industrial engineering: scheduling, performance standards; workmethods; quality control; material handling.- Distribution: shipping of goods to warehouses, retail outlets, orfinal customers.

- Maintenance: general upkeep and repair of equipment; buildings

and grounds; heating and air-conditioning; removing toxic wastes;parking; and perhaps security.


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II. Decision Areas in Operation

Product design:

What is to

be produced?

Capacity

Planning:

How many

are to beproduced?

Facilities

Location

Planning:

Where arethey to be

produced?

Process

Planning:

Which

productionmethods are

to be used?

Facilities

Layout

Planning:

How shouldequipment and

work stations

be arranged?

Comprehensive

OperationsPlans

Materials

Requirements

Planning:

What materials

are needed tosatisfy the master

schedule?

Master

Scheduling:How many units

of each product

will be produced

(typically for the

month)?

Aggregate

Planning:

What is the overall

production planfor all products

(typically for the

year)?

Strategic Operations Plans

Tactical Operations Plans

Forecasting


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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


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What is Operations and Supply Chain

Management?

Operations and supply management (OSM): the

design, operation, and improvement of thesystems that create and deliver the firmsprimary products and services

Concerned with the management of the entiresystem that produces a good or delivers aservice


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Evolution of Operations and Supply Chain

Management

Craft production

Division of labor

Interchangeable parts

Scientific management Mass production

Lean production.


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Transformations

Physical--manufacturing

Locational--transportation

Exchange--retailing

Storage--warehousing

Physiological--health care

Informational--telecommunications


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Input-Transformation-Output Relationship For

Typical SystemsSystem Inputs Resources Transformation Output

Restaurant Hungry

customers

Food, chef, waitress,

environment

Well-prepared and

well-served food

Satisfied

customers

Hospital Patients Physicians, nurses,

equipment, rmedicalsupplies

Health care Healthy

individuals

Automobilefactory

Sheet steel,engine parts

Tools, equipment,workers

Fabrication,assembly of cars

High-qualitycars

College or

University

High school

graduates

Teachers, class

rooms, books

Impart knowledge

and skills

Educated

individuals

Department

Store

Shoppers, stock

of goods

Displays, salesclercks Attract shoppers,

promote products,

fill orders

Sales to

satisfied

customers

Airline Travellers Airplanes, crews Move to destination On time, save

Distribution

Center

Stockkeeping

Units (SKU)

Storage bins,

stockpickers

Storage and

redistribution

Fast deliveries,

availability of

SKUs


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Operations Decision Making

Marketplace

Corporate Strategy

Operations Strategy

Operations Management

Marketing StrategyFinance Strategy

People Plants Parts Processes

Planning and Control

Production System

Materials &

Customers

Input

Products &

Services

Output


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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 newproduct; 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 withthe service delivery process, and production andconsumption take place simultaneously.

Services are considered to be intangible, and theycannot be stored.


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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.


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V. Basic Supply Chain

SUPPLIER

MANUFACTURERDISTRIBUTION

SYSTEM

CUST

OMER

PhysicalSupply

ProductionPlanning and

ControlPhysical Distribution

Dominant Flow of Products and Services

Dominant Flow of Demand and Design Information

Dominant Flow of Demand and DesignInformation

Financial Flow


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Physical Supply/Distribution

Movement of goods from suppliers to the beginning ofthe production process and from the end of theproduction process to consumers

Activities Transportation

Distribution inventory

Warehousing

Packaging Materials handling

Order entry


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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/customerrelationships

SC contains a number of intermediaries such aswholesalers, warehouses, and retailers

Product or service flows from supplier toconsumer, design and demand information as

well as financial usually flows from customer tosupplier.


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The Growth of Supply Chain Concept

1. Explosive growth in computer capability andassociated 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 productlife cycles, etc)

4. JIT influences enforce new approaches to

interorganizational relationships for companies5. Companies keep only their most important core

competencies as internal activities.


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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 qualitycertifications

Business process reengineering

Six-sigma quality Supply chain management

Electronic commerce Service science


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Careers in Operations and Supply Management

Plant manager

Hospital administrator Branch manager

Call center manager

Supply chainmanager

Purchasing manager

Business processimprovement analyst

Quality controlmanager

Lean improvementmanager

Project manager

Production controlanalyst

Facilities manager


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HW #1

Tugas individu:

Jelaskan 2 operations functions, sertacontoh kongkrit dalam bentuk kegiatan,proses, serta masalah-masalah yangterkait!

Note:- Dikumpul minggu depan (27 Sep 2011)


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THE END

manop 1 intro sep 2011

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