MO

OPERATIONS & QUALITY MANAGEMENT (oqm)

Dr. Eriana Astuty, S.T., M.M.

1.1

OPERATIONS & QUALITY MANAGEMENT INTRODUCTION

Learning Objectives What you will learn in this unit:  Define Operations Management?  The role and activities of operation management

 The input-transformation-output model  Difference between goods and services  What is Operations strategy  Performance objectives of operations strategy

 Productivity Measurement

What is Operations Management?

“ Operation Management is the set of

activities that create goods and services through the transformation of inputs into outputs effectively and efficient.” (Slack, 2001)

Typical Organization Chart

Source: Reid and Sanders, 2005.

Activities of Operations manager - Understand the operation’s strategic objectives - Developing an operation’s strategy for the organization - Designing the operation’s products, services and processes - Planning and controlling the operation - Improving the performance of the operation.

OM’s Transformation Role

Source: Reid and Sanders, 2005.

The input-transformation-output model Transformed resources Materials Information Customers

Input Transforming resources Facilities Staff

Source: Slack, 2001

Transformation process

Output

Goods and services

Inputs Transformed resources – the resources that are treated, transformed or converted in some way. The transformed resources which operations take in are usually a mixture of materials, information and customers. Transforming resources – the resources that act upon the transformed resources. Facilities and staff are the two types of transforming resources. Facilities include building, equipment, plant and process technology etc., Staff includes all those who operate, maintain, plan and manage the operation.

The output from most operations is a mixture of goods and services

PSYCHOTHERAPY CLINIC

MANAGEMENT CONSULTANCY

COMPUTER SYSTEMS SERVICES

Tangible Can be stored Production precedes consumption Low customer contact Can be transported Quality is evident RESTAURANT

SPECIALIST MACHINE TOOL MANUFACTURER

ALUMINIUM SMELTING

CRUDE OIL PRODUCTION

PURE GOODS

Intangible Cannot be stored Production and consumption are simultaneous High customer contact Cannot be transported Quality difficult to judge

PURE SERVICES Source: Slack, 2001

SimilaritiesService/Manufacturers  All use technology  Both have quality, productivity, & response issues  All must forecast demand  Each will have capacity, layout, and location issues  All have customers and suppliers  All have scheduling and staffing issues

The activities of operations management ENVIRONMENT INPUT TRANSFORMED RESOURCES MATERIALS INFROMATION CUSTOMERS

INPUT FACILITIES STAFF

INPUT TRASNFORMING RESOURCES

OPERATIONS STRATEGY

IMPROVEMENT DESIGN PLANNING AND CONTROL

ENVIRONMENT

GOODS OUTPUT AND SERVICES

Operations Strategy Operations strategy is the total patterns of decisions and actions which set the role, objectives and activities of the operation so that they contribute to, and support, the organisation’s business strategy

Operations Strategy – Designing the Operations Function

References 

Reid R.D., and Sanders N. R., (2005) Operations Management, 2nd Edition, Wiley Publication.



Slacks Nigel and Lewis Mike, (2002) Operations Management, Prentice Hall.

INTRODUCTION TASK 1.

Mentioned 2 exist companies (manufacturer company and services company), and then describe the operation for each company through the input-transformation-output model (See the slide of The input-transformation-output model)

INTRODUCTION TASK

2.Give some examples for companies that create output from most operations as a mixture of goods and services (See: the slide of The output from most operations is a mixture of goods and services)

1.2 Productivity (Produktivitas)

PRODUKTIVITAS Produktivitas adalah perbandingan antara output (barang/jasa) dengan input (tenaga kerja, modal, energy, dll). Pengukuran produktivitas dapat dilakukan dengan menggunakan persamaan di bawah ini: OUTPUT PRODUKTIVITAS = INPUT

JENIS PERHITUNGAN PRODUKTIVITAS 1. PRODUKTIVITAS TUNGGAL (Single Factor): Contoh: Produktivitas Tenaga Kerja =

Produktivitas Bahan Baku =

Produktivitas Energi =

Satuan Output Satuan Jam Kerja Yang Dipakai

Satuan Output Satuan Bahan Baku Yang Dipakai

Satuan Output Satuan Energi Yang Dipakai

Produktivitas Modal=

Satuan Output Satuan Modal Yang Dikeluarkan

JENIS PERHITUNGAN PRODUKTIVITAS 2. PRODUKTIVITAS MULTI FAKTOR Produktivitas Multi Faktor

= Satuan Output (TK+BB+Energi+Modal+dll) dalam 𝑚𝑎𝑡𝑎 𝑢𝑎𝑛𝑔

CONTOH SOAL Collins ingin menghitung produktivitas tunggal dan multifaktor dengan melakukan sistem pencarian judul terbaru dengan cara terkomputerisasi. Di perusahaan tersebut dipekerjakan 4 orang yang masing-masing bekerja 8 jam perhari (dengan upah $640 perhari) dan biaya rutin $400 perhari. Collins memproses dan menyelesaikan 8 judul perhari. Menggunakan sistem yang terkomputerisasi ternyata meningkat hingga 14 judul perhari. Walaupun jumlah pekerja, jumlah jam kerja, dan upah mereka tetap sama, biaya rutin sekarang menjadi $800 per hari

JAWABAN: PRODUKTIVITAS TUNGGAL: Sistem Lama: Produktivitas TK = 0,25 judul/jam orang Sistem Baru: Produktivitas TK = 0,44 judul/jam orang Meningkat = 0,19 judul/jam orang

Meningkat sebesar 75% PRODUKTIVITAS MULTI FAKTOR: Sistem Lama: Produktivitas = 0,0077 judul/dolar Sistem Baru: Produktivitas = 0,0097 judul/dolar

Meningkat = 0,002 judul/dolar Meningkat sebesar 26%

LATIHAN SOAL Bob memberikan laporan operasional perusahaannya sebagai berikut: - Produksi (unit) - Bahan Baku (Produk sampingan minyak bumi dalam satuan barrel)

Bob menyadari - Jam kerja (jam orang) - Investasi modal untuk dept. operasional ($)

2006

2007

4.500

6000

700

900

22.000

28.000

$375.000

$620.000

Bob menyadari terjadi peningkatan sbb: - Upah pekerja dari $13 per jam menjadi $14 per jam. - Biaya bahan baku dari $320 per barrel menjadi $360 per barrel - Investasi modal dari $375.000 menjadi $620.000

Hitunglah PRODUKTIVITAS TUNGGAL DAN MULTIFAKTORNYA:

JAWABAN: PRODUKTIVITAS TUNGGAL: Produktivitas TK: 2006= 0,2 unit/jam

2007=0,2 unit/jam

Produktivitas konstan Produktivitas BB: 2006= 6,43 unit/barrel

2007=6,67 unit/barrel

Produktivitas naik sebesar 0,24 unit/barrel (3,7%)

Produktivitas Modal: 2006= 0,012 unit/$

2007=0,009 unit/$

Produktivitas turun sebesar 0,003 unit/$ (25%)

PRODUKTIVITAS MULTIFAKTOR: 2006 Produktivitas = 0,0051 unit/$ 2007

Produktivitas = 0,0045 unit/$ Sehingga disimpulkan produktivitas multifaktor MENURUN sebesar = 0,0006 unit/$ (11,7%)

1.3 TEN (10) Strategic OM Decisions

10 Strategic OM Decisions 1. Goods and service design 2. Quality 3. Process and capacity design 4. Location selection 5. Layout design

6. Human resources and job design 7. Supply chain management

8. Inventory 9. Scheduling 10. Maintenance

Goods and Services and the 10 OM Decisions Operations Decisions Goods and service design

Goods Services Product is usually Product is not tangible tangible

Quality

Many objective standards

Many subjective standards

Process and capacity design

Customers not involved

Customer may be directly involved Capacity must match demand

Operations Decisions Location selection

Goods Near raw materials and labor

Services Near customers

Layout design

Production efficiency

Enhances product and production

Human resources and job design

Technical skills, Interact with consistent labor customers, labor standards, output standards vary based wages

Operations Decisions Supply chain

Goods Relationship critical to final product

Services Important, but may not be critical

Inventory

Raw materials, work-in-process, and finished goods may be held

Cannot be stored

Scheduling

Level schedules possible

Meet immediate customer demand

Operations Decisions Goods Services Maintenance Often preventive Often “repair” and and takes place takes place at at production site customer’s site