operations productivity sistem logistics
DESCRIPTION
Operations Productivity Sistem LogisticsTRANSCRIPT
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