SAP 1

Definisi Manajemen Operasi : Fungsi bisnis yang bertanggung jawab untuk merencanakan, mengkoordinasikan,
dan mengendalikan sumber daya yang diperlukan untuk menghasilkan produk dan layanan(service) perusahaan.

Peran Man. Operasi : mengubah input (orang, materi, uang) > output (barang/jasa)
menambah nilai produk
transformasi efisien (efisiensi = low cost)

perbedaan manufaktur &services persamaan manufaktur & services

Services:
Keduanya menggunakan teknologi
Produk tidak berwujud
Keduanya memiliki masalah kualitas, produktivitas,
Produk tidak dapat diinventarisasi & respons
Kontak pelanggan yang tinggi Keduanya harus meramalkan permintaan
Waktu respons singkat Masing-masing memiliki masalah kapasitas, tata
Padat karya letak, dan lokasi
Keduanya memiliki masalah pelanggan, pemasok,
Manufaktur:
penjadwalan, dan SDM
Produk nyata —
Produk dapat diinventarisir Manufaktur sering memberikan layanan
kontak pelanggan rendah Jasa seringkali menyediakan barang berwujud
Waktu respon lebih lama Beberapa organisasi adalah campuran dari organisasi
Padat modal jasa/manufaktur/kuasi-manufaktur (QM)
Karakteristik QM meliputi:
Hubungan dengan konsumen rendah dan modal
intensif

Keputusan Manajemen Operasi :

 ● Keputusan taktis fokus pada masalah sehari-hari yang spesifik: Kebutuhan sumber daya, jadwal, &
jumlahuntuk diproduksi; lebih sering
● Keputusan strategis lebih jarang, Keputusan taktis harus sejalan dengan keputusan strategis

Pelanggan menuntut kualitas yang lebih baik, lebih cepat, dan biaya yang lebih murah
Perusahaan yang menerapkan konsep sistem ramping – pendekatan sistem total untuk operasi yang efisien
Peningkatan pengelolaan informasi dengan lebih baik menggunakan sistem ERP (Enterprise Resource Planning)
dan CRM (Customer Relationship Marketing)
Peningkatan pengambilan keputusan lintas fungsional
OM memiliki fungsi organisasi yang paling beragam yaitu Mengelola proses transformasi
Semua fungsi bisnis membutuhkan informasi dari OM untuk melakukan tugasnya

SAP 2
Cost ; Low-cost operations
Quality : Top quality, Consistent quality
Time : Delivery speed, On-time delivery, Development speed
Flexibility : Customization, Variety, Volume flexibility

Global Operation
Reasons to globalize operations:
Reduce costs (labor, taxes, tariffs, etc.)
Improve supply chain
Provide better goods and services
Understand markets
Learn to improve operations
Attract and retain global talent
Developing Missions and Strategies
nStrategy:
¨How an organization expects to achieve its missions and goals
¨Organization’s action plan to achieve the mission
¨Exploits opportunities and strengths, neutralize threats, and avoid weaknesses
nStrategies for competitive advantage:
¨Differentiation – better, or at least different
¨Cost leadership - cheaper
¨Response –more responsive
nStrategies change for two reasons:
¨Changes within the organization:
nPersonnel
nFinance
nTechnology
nProduct life
¨Changes in the environment

● Competitive advantage:
¨The creation of a unique advantage over competitors.
¨To create customer value in an efficient and sustainable way.
¨Pure forms of these strategies (achieved via differentiation, low cost, and response) may exist, but operations
managers will more likely implement some combination of them.

SAP 3
nProduct design – the process of defining all of the companies product characteristics
nProduct design must support product manufacturability (the ease with which a product can be made)
nProduct design defines a product’s characteristics of;
nappearance,
nmaterials,
ndimensions,
ntolerances, and
nperformance standards

nService design is unique in that the service and entire service concept are being designed
nmust define both the service and concept
- Physical elements, aesthetic & psychological benefits
e.g. promptness, friendliness, ambiance
nProduct and service design must match the needs and preferences of the targeted customer group
nStep 1 - Idea Development
- Someone thinks of a need and a product/service design to satisfy it
e.g. customers, marketing, engineering, competitors,
benchmarking, reverse engineering
nStep 2 - Product Screening
- Every business needs a formal/structured evaluation process
e.g. fit with facility and labor skills, size of market, contribution margin,
break-even analysis, return on sales
nStep 3 – Preliminary Design and Testing
- Technical specifications are developed, prototypes built, testing starts
nStep 4 – Final Design
- Final design based on test results, facility, equipment, material, & labor
skills defined, suppliers identified

nProcess selection is based on five considerations

nType of process; range from intermittent to continuous
nDegree of vertical integration
nFlexibility of resources
nMix between capital & human resources
nDegree of customer contact

SAP 4

Supply-chain management is the integration of the activities that procure materials and services, transform them
into intermediate goods and the final product, and deliver them to customers
Supply chains in a global environment must be able to

þReact to sudden changes in parts availability, distribution, or shipping channels, import duties, and currency
rates

þUse the latest computer and transmission technologies to schedule and manage the shipment of parts in and
finished products out

þStaff with local specialists who handle duties, freight, customs and political issues
 make decision buy decision

1.Maintain core competence 1.Frees management to deal with its primary

business
2.Lower production cost
2.Lower acquisition cost
3.Unsuitable suppliers
3.Preserve supplier commitment
4.Assure adequate supply (quantity or delivery)
4.Obtain technical or management ability
5.Utilize surplus labor or facilities
5.Inadequate capacity
6.Obtain desired quality
6.Reduce inventory costs
7.Remove supplier collusion
7.Ensure alternative sources
8.Obtain unique item that would entail a prohibitive
commitment for a supplier 8.Inadequate managerial or technical resources
9.Protect personnel from a layoff 9.Reciprocity
10.Protect proprietary design or quality 10.Item is protected by a patent or trade secret
11.Increase or maintain size of company

Supply Chain Ethics

Opportunities for unethical behavior are enormous and temptations are high

þMany companies have strict rules and codes of conduct that define acceptable behavior

þInstitute for Supply Management has developed a detailed set of principles and standards for ethical behavior

þNegotiating with many suppliers

Supply chain strategy

Long-term partnering with few suppliers

þVertical integration

þKeiretsu

þSupplier becomes part of the company coalition

þOften provide financial support for suppliers through ownership or loans

þMembers expect long-term relationships and provide technical expertise and stable deliveries

þMay extend through several levels of the supply chain

þVirtual companies that use suppliers on an as needed basis

Managing supply chain

þMutual agreement on goals

þTrust

þCompatible organizational cultures

SAP 5

nCapacity is the maximum output rate of a facility

nCapacity planning is the process of establishing the output rate that can be achieved at a facility:
nCapacity is usually purchased in “chunks”
nStrategic issues: how much and when to spend capital for additional facility & equipment
nTactical issues: workforce & inventory levels, & day-to-day use of equipment

nThere is no one best way to measure capacity

nOutput measures like kegs per day are easier to understand
nWith multiple products, inputs measures work better
nThe Best Operating Level is the output that results in the lowest average unit cost
nEconomies of Scale:
nWhere the cost per unit of output drops as volume of output increases
nSpread the fixed costs of buildings & equipment over multiple units, allow bulk purchasing & handling of
material
nDiseconomies of Scale:
nWhere the cost per unit rises as volume increases
nOften caused by congestion (overwhelming the process with too much work-in-process) and scheduling
complexity
nThe three-step procedure for making capacity planning decisions is as follows:
nStep 1: Identify Capacity Requirements
nStep 2: Develop Capacity Alternatives
nStep 3: Evaluate Capacity Alternatives
nFacility location is the process of identifying the best geographic location for a service or production facility
nProximity to source of supply:
nReduce transportation costs of perishable or bulky raw materials
nProximity to customers:
nE.g.: high population areas, close to JIT partners
nProximity to labor:
nLocal wage rates, attitude toward unions, availability of special skills (e.g.: silicon valley)
nCapacity planning and location analysis decision are often made simultaneously because the location of the
facility is usually related to its capacity. When a business decides to expand, it usually also addresses the issue
of where to locate. These decisions are very important because they require long-term investments in buildings
and facilities, as well as a sizable financial outlay.

nLayout planning is determining the best physical arrangement of resources within a facility
nFacility resource arrangement can significantly affect productivity
nTwo broad categories of operations:
nIntermittent processing systems – low volume of many different products
nContinuous processing systems – high volume of a few standardized products
nFour basic layout types consisting of;
nProcess layouts - Group similar resources together
nProduct layouts - Designed to produce a specific product efficiently
nHybrid layouts - Combine aspects of both process and product layouts
nFixed-Position layouts - Product is two large to move; e.g. a building
nProcess layout unique characteristics include;
n
nGeneral purpose & flexible resources
n
nFacilities are more labor intensive
n
nLower capital intensity & automation
n
nHigher labor intensity
nProduct layout unique characteristics are
nProduce small number of products efficiently
nResources are specialized
nHigh capital intensity
nLow flexibility relative to the market
nCombine elements of both product & process layouts
nMaintain some of the efficiencies of product layouts
nMaintain some of the flexibility of process layouts
nStep 1: Gather information:
nSpace needed, space available, importance of proximity between various units
nStep 2: Develop alternative block plans:
nUsing trial-and-error or decision support tools
nStep 3: Develop a detailed layout
nConsider exact sizes and shapes of departments and work centers including aisles and stairways
nTools like drawings, 3-D models, and CAD software are available to facilitate this process
nAn example of hybrid layouts is group technology or cell layouts. Group technology is the process of crating
groupings of products based on similar processing requirements. Cells are created for each grouping of
products, resulting in a more orderly flow of products through the facility.
nHybrids layouts have advantages over other layout types because they combine elements of both process and
product layouts to increase efficiency.
nLayout planning is deciding on the best physical arrangement of all resources that consumes space within a
facility. Proper layout planning is highly important for the efficient running of a business. Otherwise, there can
be much wasted time and energy, as well as confusion.