1. DR. SUYANTO, SE, MM, MAk ALAMAT :
Perumahan : Kota Kembang Depok Raya
Sektor Melati Blok F1 No. 3 RT 05/05 Jatimulya,
Sukmajaya, Kota Depok 16413
Telephone : , Fax
Mobile Phone : ,
Flexi : ,

2. MANAJEMEN OPERASI DAN STRATEGI DALAM MENGHADAPI PERSAINGAN (Studi Kasus : ……………………………)
BAB I : PENDAHULUAN
I.1. Latar Belakang Masalah
I.2. Permasalahan
I.3. Ruang Lingkup
BAB II : PEMBAHASAN
II.1. Landasan Teori
II.2. Analisa Masalah (SWOT Analysis)
II.3. Pemecahan Masalah (Problem Solving)
PENUTUP
III.1. Kesimpulan
III.2. Saran
Daftar Pustaka
Lampiran

3. Good Corporate Governance
Governance: Mengatur/Mengelola -- accountable
Bad Governance – rendahnya akuntabilitas
Good Governance – accountable
Definisi:
Komite Cadburry: keseimbangan antara kekuatan & kewenangan – akuntabilitas kpd share/stakeholders
OECD: akuntabilitas kpd shareholders via proses pengambilan keputusan yg bernilai tambah (transparan, responsible, accountable, dan fairness).
ADB: accountability, transparency, predictability, & participation

4. Key aspect GCG
Struktur yg mengatur hubungan yg harmonis tentang Dekom, Direksi, RUPS, & stakeholeders
Sistem check & balance ttg perimbangan kewenangan atas pengendalian perusahaan utk mencegah pengelolaan yg salah & penyalahgunaan asset
Proses yg transparan atas penentuan/pencapaian tujuan perusahaan & pengukuran kinerja.

5. Tujuan GCG Melindungi hak & kepentingan share/stakeholders
Meningkatkan nilai perusahaan
Meningkatkan efisiensi & efektifitas
Meningkatkan mutu hubungan berbagai elemen organisasi di perusahaan

6. Manfaat GCG: Mengurangi agency cost Mengurangi cost of capital
Meningkatkan nilai saham perusahaan
Menciptakan dukungan dari para stakeholders
Lingkup:
Extern – sistem hukum
Intern – Budaya perusahaan

7. Prinsip GCG (OECD): Transparency Accountability Responsibility
Independency
Fairness

8. Operations Management
Chapter 1 –
Operations and Productivity
© 2006 Prentice Hall, Inc.
PowerPoint presentation to accompany
Heizer/Render
Principles of Operations Management, 6e
Operations Management, 8e

9. Outline Global Company Profile: Hard Rock Cafe
What Is Operations Management?
Organizing To Produce Goods And Services
Why Study OM?
What Operations Managers Do
How This Book Is Organized

10. Outline - Continued The Heritage Of Operations Management
Operations In The Service Sector
Differences Between Goods And Services
Growth Of Services
Service Pay
Exciting New Trends In Operations Management

11. Outline - Continued The Productivity Challenge
Productivity Measurement
Productivity Variables
Productivity And The Service Sector
Ethics And Social Responsibility

12. Learning Objectives
When you complete this chapter, you should be able to:
Identify or Define:
Production and productivity
Operations management (OM)
What operations managers do
Services

13. Learning Objectives
When you complete this chapter, you should be able to:
Describe or Explain :
A brief history of operations management
Career opportunities in operations management
The future of the discipline
Measuring productivity

14. The Hard Rock Cafe First opened in 1971 Rock music memorabilia
Now – 110 restaurants in over 40 countries
Rock music memorabilia
Creates value in the form of good food and entertainment
3,500+ custom meals per day in Orlando
How does an item get on the menu?
Role of the Operations Manager

15. What Is Operations Management?
Production is the creation of goods and services
Operations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs

16. Organizing to Produce Goods and Services
Essential functions:
Marketing – generates demand
Production/operations – creates the product
Finance/accounting – tracks how well the organization is doing, pays bills, collects the money

17. Organizational Charts
Commercial Bank
Operations
Teller Scheduling
Check Clearing
Collection
Transaction processing
Facilities design/layout
Vault operations
Maintenance
Security
Finance
Investments
Security
Real estate
Accounting
Auditing
Marketing
Loans
Commercial
Industrial
Financial
Personal
Mortgage
Trust Department
Figure 1.1(A)

18. Organizational Charts
Airline
Operations
Ground support equipment
Maintenance
Ground Operations
Facility maintenance Catering
Flight Operations
Crew scheduling Flying Communications Dispatching
Management science
Finance/ accounting
Accounting
Payables Receivables General Ledger
Finance
Cash control International exchange
Marketing
Traffic administration
Reservations Schedules Tariffs (pricing)
Sales
Advertising
Figure 1.1(B)

19. Organizational Charts
Manufacturing
Operations
Facilities Construction; maintenance
Production and inventory control Scheduling; materials control
Quality assurance and control
Supply-chain management
Manufacturing Tooling; fabrication; assembly
Design Product development and design Detailed product specifications
Industrial engineering Efficient use of machines, space, and personnel
Process analysis Development and installation of production tools and equipment
Finance/ accounting
Disbursements/ credits
Receivables Payables General ledger
Funds Management
Money market International exchange
Capital requirements
Stock issue Bond issue and recall
Marketing
Sales promotion
Advertising
Sales
Market research
Figure 1.1(C)

20. Why Study OM?
OM is one of three major functions (marketing, finance, and operations) of any organization
We want (and need) to know how goods and services are produced
We want to understand what operations managers do
OM is such a costly part of an organization

21. Options for Increasing Contribution
Sales $100,000 $150,000 $100,000 $100,000
Cost of Goods – 80,000 – 120,000 – 80,000 – 64,000
Gross Margin 20,000 30,000 20,000 36,000
Finance Costs – 6,000 – 6,000 – 3,000 – 6,000
Subtotal 14,000 24,000 17,000 30,000
Taxes at 25% – 3,500 – 6,000 – 4,250 – 7,500
Contribution $ 10,500 $ 18,000 $ 12,750 $ 22,500
Finance/
Marketing Accounting OM
Option Option Option
Increase Reduce Reduce
Sales Finance Production
Current Revenue 50% Costs 50% Costs 20%

22. What Operations Managers Do
Basic Management Functions
Planning
Organizing
Staffing
Leading
Controlling

23. Ten Critical Decisions
Ten Decision Areas Chapter(s)
Service and product design 5
Quality management 6 6 Supplement
Process and capacity design 7 Supplement
Location 8
Layout design 9
Human resources, job design 10 Supplement
Supply-chain management 11 Supplement
Inventory management 12, 14, 16
Scheduling 13, 15
Maintenance 17
Table 1.2

24. The Critical Decisions
Service and product design
What good or service should we offer?
How should we design these products and services?
Quality management
How do we define quality?
Who is responsible for quality?
Table 1.2 (cont.)

25. The Critical Decisions
Process and capacity design
What process and what capacity will these products require?
What equipment and technology is necessary for these processes?
Location
Where should we put the facility?
On what criteria should we base the location decision?
Table 1.2 (cont.)

26. The Critical Decisions
Layout design
How should we arrange the facility and material flow?
How large must the facility be to meet our plan?
Human resources and job design
How do we provide a reasonable work environment?
How much can we expect our employees to produce?
Using this and subsequent slides, you might go through in more detail the decisions of Operations Management. While greater detail is provided by these slides than the earlier one, you may still decide to have the students contribute examples from their own experience.
Table 1.2 (cont.)

27. The Critical Decisions
Supply-chain management
Should we make or buy this component?
Who are our suppliers and who can integrate into our e-commerce program?
Inventory, material requirements planning, and JIT
How much inventory of each item should we have?
When do we re-order?
Table 1.2 (cont.)

28. The Critical Decisions
Intermediate and short–term scheduling
Are we better off keeping people on the payroll during slowdowns?
Which jobs do we perform next?
Maintenance
Who is responsible for maintenance?
When do we do maintenance?
Table 1.2 (cont.)

29. Where are the OM Jobs?
Figure 1.2

30. Where are the OM Jobs? Technology/methods Facilities/space utilization
Strategic issues
Response time
People/team development
Customer service
Quality
Cost reduction
Inventory reduction
Productivity improvement

31. Significant Events in OM
Figure 1.3

32. The Heritage of OM
Division of labor (Adam Smith 1776; Charles Babbage 1852)
Standardized parts (Whitney 1800)
Scientific Management (Taylor 1881)
Coordinated assembly line (Ford/ Sorenson/Avery 1913)
Gantt charts (Gantt 1916)
Motion study (Frank and Lillian Gilbreth 1922)
Quality control (Shewhart 1924; Deming 1950)

33. The Heritage of OM Computer (Atanasoff 1938) CPM/PERT (DuPont 1957)
Material requirements planning (Orlicky 1960)
Computer aided design (CAD 1970)
Flexible manufacturing system (FMS 1975)
Baldrige Quality Awards (1980)
Computer integrated manufacturing (1990)
Globalization (1992)
Internet (1995)

34. Eli Whitney
Born 1765; died 1825
In 1798, received government contract to make 10,000 muskets
Showed that machine tools could make standardized parts to exact specifications
Musket parts could be used in any musket

35. Frederick W. Taylor Born 1856; died 1915
Known as ‘father of scientific management’
In 1881, as chief engineer for Midvale Steel, studied how tasks were done
Began first motion and time studies
Created efficiency principles

36. Taylor’s Principles Management Should Take More Responsibility for:
Matching employees to right job
Providing the proper training
Providing proper work methods and tools
Establishing legitimate incentives for work to be accomplished

37. Frank & Lillian Gilbreth
Husband-and-wife engineering team
Further developed work measurement methods
Applied efficiency methods to their home and 12 children!
Book & Movie: “Cheaper by the Dozen,” book: “Bells on Their Toes”

38. Henry Ford Born 1863; died 1947 In 1903, created Ford Motor Company
In 1913, first used moving assembly line to make Model T
Unfinished product moved by conveyor past work station
Paid workers very well for 1911 ($5/day!)

39. W. Edwards Deming Born 1900; died 1993 Engineer and physicist
Credited with teaching Japan quality control methods in post-WW2
Used statistics to analyze process
His methods involve workers in decisions

40. Contributions From Human factors Industrial engineering
Management science
Biological science
Physical sciences
Information science

41. New Challenges in OM From To Local or national focus Global focus
Batch shipments
Low bid purchasing
Lengthy product development
Standard products
Job specialization
Global focus
Just-in-time
Supply chain partnering
Rapid product development, alliances
Mass customization
Empowered employees, teams To

42. Characteristics of Goods
Tangible product
Consistent product definition
Production usually separate from consumption
Can be inventoried
Low customer interaction

43. Characteristics of Service
Intangible product
Produced and consumed at same time
Often unique
High customer interaction
Inconsistent product definition
Often knowledge-based
Frequently dispersed

44. Industry and Services as Percentage of GDP
Australia
Canada
China
Czech Rep
France
Germany
Hong Kong
Japan
Mexico
Russian Fed
South Africa
Spain UK US
90 −
80 −
70 −
60 −
50 −
40 −
30 −
20 −
10 −
0 −
Services
Manufacturing

45. Goods Versus Services Can be resold Can be inventoried
Some aspects of quality measurable
Selling is distinct from production
Product is transportable
Site of facility important for cost
Often easy to automate
Revenue generated primarily from tangible product
Attributes of Goods (Tangible Product)
Attributes of Services (Intangible Product)
Reselling unusual
Difficult to inventory
Quality difficult to measure
Selling is part of service
Provider, not product, is often transportable
Site of facility important for customer contact
Often difficult to automate
Revenue generated primarily from the intangible service
Table 1.3

46. Restaurant meal/auto repair investment management
Goods and Services
Automobile
Computer
Installed carpeting
Fast-food meal
Restaurant meal/auto repair
Hospital care
Advertising agency/
investment management
Consulting service/
teaching
Counseling
Percent of Product that is a Good Percent of Product that is a Service
100% %
| | | | | | | | |
Figure 1.4

47. Organizations in Each Sector
Service Sector
Example
% of all Jobs
Professional Services, Education, Legal, Medical
Notre Dame University, San Diego Zoo, Arnold Palmer Hospital
25.5
Trade (retail, wholesale)
Walgreen’s, Wal-Mart, Nordstrom’s
20.6
Utilities, Transportation
Pacific Gas & Electric, American Airlines, Santa Fe R.R., Roadway Express
7.1
Table 1.4

48. Organizations in Each Sector
Service Sector
Example
% of all Jobs
Business and Repair Services
Snelling and Snelling, Waste Management, Pitney-Bowes
6.9
Finance, Insurance, Real Estate
Citicorp, American Express, Prudential, Aetna, Trammel Crow
6.7
Food, Lodging, Entertainment
McDonald’s, Hard Rock Café, Motel 6, Hilton Hotels, Walt Disney, Paramount Pictures
5.4
Public Administration
U.S., State of Alabama, Cook County
4.5
Table 1.4

49. Organizations in Each Sector
Manufacturing Sector
Example
% of all Jobs
General
General Electric, Ford, U.S. Steel, Intel
13.3
Construction
Bechtel, McDermott
7.1
Agriculture
King Ranch
2.5
Mining
Homestake Mining
0.4
Sector
Percent of all jobs
Service
76.7%
Manufacturing
23.3%
Table 1.4

50. Development of the Service Economy
100 90 80 70 60 50 40 30 20 10
Services
Manufacturing
Agriculture
Figure 1.5 (A)

51. Development of the Service Economy
30 –
25 –
20 –
15 –
10 –
5 –
0 –
– 150
– 125
– 100
– 75
– 50
– 25
– 0
Employment (millions)
Index: 1997 = 100
Industrial production
Manufacturing employment
Estimate
Figure 1.5 (B)

52. Development of the Service Economy
United States
Canada
France
Italy
Britain
Japan
W. Germany
| | | | |
Percent
Figure 1.5 (C)

53. New Trends in OM Past Causes Future Local or national focus
Low-cost, reliable worldwide communication and transportation networks
Global focus
Batch (large) shipments
Short product life cycles and cost of capital put pressure on reducing inventory
Just-in-time shipments
Low-bid purchasing
Quality emphasis requires that suppliers be engaged in product improvement
Supply-chain partners, Enterprise Resource Planning, e-commerce
Figure 1.6

54. New Trends in OM Past Causes Future Lengthy product development
Shorter life cycles, Internet, rapid international communication, computer-aided design, and international collaboration
Rapid product development, alliances, collaborative designs
Standardized products
Affluence and worldwide markets; increasingly flexible production processes
Mass customization with added emphasis on quality
Job specialization
Changing socioculture milieu; increasingly a knowledge and information society
Empowered employees, teams, and lean production
Figure 1.6

55. New Trends in OM Past Causes Future Low-cost focus
Environmental issues, ISO 14000, increasing disposal costs
Environmentally sensitive production, green manufacturing, recycled materials, remanufacturing
Figure 1.6

56. Productivity Challenge
Productivity is the ratio of outputs (goods and services) divided by the inputs (resources such as labor and capital)
The objective is to improve this measure of efficiency
Important Note!
Production is a measure of output only and not a measure of efficiency

57. Labor, capital, management
The Economic System
Inputs
Labor, capital, management
Processes
The U.S. economic system transforms inputs to outputs at about an annual 2.5% increase in productivity per year. The productivity increase is the result of a mix of capital (38% of 2.5%), labor (10% of 2.5%), and management (52% of 2.5%).
Outputs
Goods and services
Feedback loop
Figure 1.7

58. Increasing Productivity – The LA Motor Pool
Before:
Cost $120 million annually
21,000 vehicles
30% of the 900 trash trucks were in repair
11% of police cars were in repair
Actions:
Created team assignments
Assigned parking places for trucks
Tires checked and trucks emptied each night
Standard customer pickups established
Computerized fleet management
Mechanics moved to night shift

59. Increasing Productivity – The LA Motor Pool
Before:
Actions:
Results:
Total fleet reduced by 500 vehicles
Parts inventory dropped 20% reducing cost by $5.4 million annually
Standardized pickups reduced costs by $12 million annually
Out of service garbage trucks dropped to 18%
Cost $120 million annually
21,000 vehicles
30% of the 900 garbage trucks were in repair
11% of police cars were in repair
Creating team assignments
Assigned parking places for trucks
Tire checked and trucks emptied each night
Standard customer pickups established
Computerized fleet management
Mechanics moved to night shift

60. Productivity Units produced Input used Productivity =
Measure of process improvement
Represents output relative to input
Only through productivity increases can our standard of living improve

61. Productivity Calculations
Labor Productivity
Productivity =
Units produced
Labor-hours used
= = 4 units/labor-hour
1,000
250

62. Multi-Factor Productivity
Output
Labor + Material + Energy + Capital + Miscellaneous
Productivity =
Also known as total factor productivity
Output and inputs are often expressed in dollars

63. Collins Title Productivity
Staff of 4 works 8 hrs/day 8 titles/day
Payroll cost = $640/day Overhead = $400/day
Old System:
8 titles/day
32 labor-hrs =
Old labor productivity

64. Collins Title Productivity
Staff of 4 works 8 hrs/day 8 titles/day
Payroll cost = $640/day Overhead = $400/day
Old System:
8 titles/day
32 labor-hrs =
Old labor productivity
= .25 titles/labor-hr

65. Collins Title Productivity
Staff of 4 works 8 hrs/day 8 titles/day
Payroll cost = $640/day Overhead = $400/day
Old System:
14 titles/day
32 labor-hrs
14 titles/day Overhead = $800/day
New System:
8 titles/day
32 labor-hrs =
Old labor productivity
= .25 titles/labor-hr =
New labor productivity

66. Collins Title Productivity
Staff of 4 works 8 hrs/day 8 titles/day
Payroll cost = $640/day Overhead = $400/day
Old System:
14 titles/day Overhead = $800/day
New System:
8 titles/day
32 labor-hrs =
Old labor productivity
= .25 titles/labor-hr
14 titles/day
32 labor-hrs =
New labor productivity
= titles/labor-hr

67. Collins Title Productivity
Staff of 4 works 8 hrs/day 8 titles/day
Payroll cost = $640/day Overhead = $400/day
Old System:
8 titles/day $
14 titles/day Overhead = $800/day
New System: =
Old multifactor productivity

68. Collins Title Productivity
Staff of 4 works 8 hrs/day 8 titles/day
Payroll cost = $640/day Overhead = $400/day
Old System:
14 titles/day Overhead = $800/day
New System:
8 titles/day $ =
Old multifactor productivity
= titles/dollar

69. Collins Title Productivity
Staff of 4 works 8 hrs/day 8 titles/day
Payroll cost = $640/day Overhead = $400/day
Old System:
14 titles/day Overhead = $800/day
New System:
14 titles/day $
8 titles/day $ =
Old multifactor productivity
= titles/dollar =
New multifactor productivity

70. Collins Title Productivity
Staff of 4 works 8 hrs/day 8 titles/day
Payroll cost = $640/day Overhead = $400/day
Old System:
14 titles/day Overhead = $800/day
New System:
8 titles/day $ =
Old multifactor productivity
= titles/dollar
14 titles/day $ =
New multifactor productivity
= titles/dollar

71. Measurement Problems
Quality may change while the quantity of inputs and outputs remains constant
External elements may cause an increase or decrease in productivity
Precise units of measure may be lacking

72. Productivity Variables
Labor - contributes about 10% of the annual increase
Capital - contributes about 32% of the annual increase
Management - contributes about 52% of the annual increase

73. Key Variables for Improved Labor Productivity
Basic education appropriate for the labor force
Diet of the labor force
Social overhead that makes labor available
Maintaining and enhancing skills in the midst of rapidly changing technology and knowledge

74. Labor Skills
About half of the 17-year-olds in the US cannot correctly answer questions of this type
Figure 1.8

75. Investment and Productivity in Selected Nations10 8 6 4 2
Percent increase in mfg productivity
Percentage investment US UK
Canada
Italy
Belgium
France
Netherlands
Japan

76. Service Productivity Typically labor intensive
Frequently focused on unique individual attributes or desires
Often an intellectual task performed by professionals
Often difficult to mechanize
Often difficult to evaluate for quality

77. Productivity at Taco Bell
Improvements:
Revised the menu
Designed meals for easy preparation
Shifted some preparation to suppliers
Efficient layout and automation
Training and employee empowerment

78. Productivity at Taco Bell
Improvements:
Revised the menu
Designed meals for easy preparation
Shifted some preparation to suppliers
Efficient layout and automation
Training and employee empowerment
Results:
Preparation time cut to 8 seconds
Management span of control increased from 5 to 30
In-store labor cut by 15 hours/day
Stores handle twice the volume with half the labor
Fast-food low-cost leader

79. Ethics and Social Responsibility
Challenges facing operations managers:
Developing safe quality products
Maintaining a clean environment
Providing a safe workplace
Honoring community commitments