 Fungsi Operasi dalam Organisasi

◦ Teknologi Konversi
 Operasi Manufaktur Vs Operasi Jasa
 Sejarah Manajemen Operasi & Produksi
 Pandangan Kesisteman dari Operasi
◦ Organisasi Sebagai Suatu Sistem
 Manajemen Sub-Sistem Operasi
◦ Definisi Manajemen Operasi
◦ Manajemen Klasik
◦ Manajemen Tingkahlaku
◦ Pemodelan Sebagai Manajemen
 Kerangka Kerja untuk Manajemen Operasi
◦ Perencanaan, Pengorganisasian, Pengendalian, Tingkahlaku, Model
 Masalah-Masalah dari Manajer Operasi
 Peran Strategis dari Operasi
◦ Perspektif Strategi, Tujuan Operasi
 Kecenderungan dalam Manajemen Operasi
 Karier dalam Manajemen Operasi
 Random
Fluctuations

Butuh Monitor
Penyesuaian ? Output

INPUTs Proses Konversi OUTPUTs

• Lahan • Barang
•Tenaga •Jasa
•Modal
•Manajemen
Umpan Balik

Membandingkan : Fakta & Keinginan

 Sistem operasi : bagian dari organisasi yang
menghasilkan produk barang dan jasa organisasi
 Proses konversi : proses yang merubah input menjadi
output
 Nilai tambah : peningkatan nilai karena proses konversi
dimana output > input
 Random fluctuations : pengaruh lingkungan yang tidak
dapat dikendalikan
 Umpan balik : informasi dlm proses kontrol yg
memungkinkan bagi manajemen untuk memutuskan
apakah kegiatan organisasi memerlukan penyesuaian
 Technology : tingkat kecanggihan pengetahuan dlm
proses konversi (pabrik, peralatan dan ketrampilan)
 Random
Fluctuations
• Deliveri terlambat
• Resesi ekonomi
• Tenaga kerja berkurang

INPUTs Proses Konversi OUTPUTs

• Lahan Melayani
•Tenaga konsumen dgn
• Bangunan, Peralatan memuaskan
• Manajer Toko
+ atau - Umpan Balik

•Tingkat inventory
• Efisiensi tenaga kerja
• Volume penjualan
 Random
Fluctuations
• Cuaca/iklim
• Inflasi
• Kontrol pemerintah
• Peralatan rusak

INPUTs Proses Konversi OUTPUTs

• Lahan • Biji-bijian
•Tenaga petani • Daging
•Traktor, dsb • Susu
• Bangunan • Telur
• Manajemen + atau - Umpan Balik
pertanian
•Observasi kondisi air dan tanah
• Harga yang diterima
 Random
Fluctuations

Monitor
Output

INPUTs Proses Konversi OUTPUTs

• Bahan • Barang
• Fasilitas
• • Jasa
Orang
• Organisasi
• Informasi

Umpan Balik
Membandingkan : Fakta & Keinginan
 Random
Fluctuations

INPUTs Proses Konversi OUTPUTs

• Mahasiswa • Sarjana
• Fasilitas • Kuliah
• Magister
• Orang • Seminar
• Doktor
• Organisasi • Penelitian
• Informasi • Tugas Akhir

Umpan Balik
 Random
Fluctuations

INPUTs Proses Konversi OUTPUTs

Barang
Jasa

Umpan Balik
Ciri-Ciri Barang
 Produk berwujud
 Produk bisa dijual kembali
 Produk bisa disimpan
 Produksi terpisah dgn
konsumsi
 Aspek mutu mudah diukur
 Penjualan terpisah dgn
produksi
 Produk bisa diangkut
 Fasilitas penting utk biaya
 Mudah melakukan
otomatisasi
 Penerimaan dihasilkan
dariproduk
Ciri-Ciri Jasa
• Produk tidak berwujud
• Jasa sulit dijual kembali
• Banyak jasa tdk bisa disimpan
• Produksi dan konsumsi bisa secara
simultan
• Banyak aspek mutu sulit diukur
• Penjualan menjadi bagian dari jasa
• Interaksi pelanggan tinggi
• Penyedia, bukan produk, bisa
diangkut
• Fasilitas penting untuk kontak
pelanggan
• Sulit untuk melakukan otomatisasi
• Penerimaan dihasilkan dari
kumpulan jasa
 Barang Jasa

Mobil

Komputer

Makanan siap saji

Makanan restoran

Bengkel

Rumah sakit

Jasa konsultasi/pengajaran

Konseling

100% 75% 50% 25% 0% 25% 50% 75% 100%

Tahun Kontribusi Kontributor

1776 Spesialisasi tenaga kerja di pabrik Adam Smith

1832 Pembagian tenaga kerja; penugasan berds ketrampilan Charles Babbage

1900 Scientific management; time study and work Frederick W Taylor

1900 Motion study of jobs Frank B Gilberth

1901 Schedulling techniques for employee, machines and job Henry L Gantt

1915 Economic lots sizes for inventory control F.W. Harris

1927 Human relations; the Hawthorne studies Elton Mayo

1940 Operation research applications in WW-II PMS Blacket, dkk

1946 Digital computer John Mauchly & JP Eckert

1947 Linier programming GB Dantizg, dan lainnya

1950 Mathematical programming, non linier & stochastic A.Chanrnes, WW Cooper

1951 Commercial digital computer; large-scale are available Sperry Univac

1960 Organizational behaviour; Study people at work L. Cumming; L.Porter

1970 Integrating operation into overall strategy & policy W. Skinner

1980 Quality and productivity application from Japan WE Deming & J. Juran
 SDM

Keuangan

Teknik
Produksi/Operasi

Distribusi
Pembelian
Pemasaran
Klasik Asumsi-Asumsi Fokus Utama Kontribusi terhadap
Manajemen
Scientific •People motivated •Economic efficiency Demonstration of
Managemen by economic alone •Physical aspecs of benefits from
t •Mangerial work environment specialization of
rationality •Scientific analysis of labor, division of
•Organization a work task labor, job analysis,
closed system •Application of separation of
techniques to work planning and doing
tasks
Process Management Management Indentification of
Orientation activities separable processes principles and
function of
management
Behavioral Asumsi-Asumsi Fokus Utama Kontribusi terhadap
Manajemen
Human People complex; Behavior of individual Awareness of
Relations possess multiple in work environment individuals
needs
Behavioral Human being Interpersonal and Indentification of
Science sosial creatures social aspects of behavioral variables
work environment that relate to
organisational
behavior
Social Organisation an Interactive Development of
Systems open system relationships of theories relating
organisation with its oragnisational
environment behavior to human
characteristics and
organisational
variables
Modelling Asumsi-Asumsi Fokus Utama Kontribusi terhadap
Manajemen
Decision Decision making Information Development of
making process are the acqusition, utilisation guides for improving
primary and choice processes decision making
managerial
behaviors
System •Organisation an Identification of Devel;opment of
theory open system organisation approaches for
•Organisation an boundaries, predicting and
complex interrelationships explaining system
interrelated among subsystems behavior
subcomponents and organisation and
larger environment
Mathematica Main elements of •Quantification of • Development of
l modelling organisation can decision problems explicit rules for
be abstracted, and systems management
interrelated and •Optimizing of small decisions
expressed set of situations •Development of
matehematically methods for
analysing
 Efisiensi Organisasi (%) :

Output/Input x 100%
• Process Management

Planning Organising

Controlling
 Planning : activities that establish a cource
of action and guide future decision making
 Organising : activities that establish a

structure of tasks and authority

 Controlling :activities that assure that actual

performance is in accordance with planned

performance
 Behavior : how planning, organising and

controlling affect human behavoir

 Modelling : use to simplify real-world
Planning Organising
Model Behavior

Controlling
 % Activity % Activity
90.6 Production planning 48.1 Lead time reduction

76.9 Supervisor training 47.5 Quality circles

66.3 Capacity expantion 46.9 Developing new processes

for old product
63.1 Worker safety program 46.3 Automating jobs

58.8 Defining manufacturing strategy 44.4 Developing new process for

new product
57.5 Motivating direct labor employees 43.1 Vendor
relations,procurement
55.0 Value analysis-product redesign 42.5 Focusing factories

54.4 Improved maintenance practices 41.3 Narrowing product line

53.1 Changing manufacturing 39.4 Making existing system

organisation work better
 Industry
Market & competitions

Organisational Strategy
Profit or return
Source of funds
Product or service quality

Operations Policy
Conversion Characteristics : Design
Product design flexibility
Delivery capacity
Location of facility
Processing technology
Control system

Managing conversion operation

Quality, Efficiency, Schedule
Results
 Random
Fluctuations
Planning
Planning Conversion System
• Operations Strategis Organising
• Product and Process Choices Organising for conversion
• Opration Capacity •Job Design, Work Measurement
• Facility Location • Project Management
•Layout Planning
Schedulling
• Schedulling System
• Operation Schedulling

INPUTs Proses Konversi OUTPUTs

Controlling
Material Control
•Inventory Control
• Material Require Planning
Managing for world-class competition
• Japanese manufacturing
•Managing for quality