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 : 021-87913345, Fax. 021-87913347 Mobile Phone : 0811-952956, 0813-14222230 Flexi : 021-7024 4569, 7027 7997 E-mail : suyanto@cbn.net.id

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

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

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.

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

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

Prinsip GCG (OECD): Transparency Accountability Responsibility Independency Fairness

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

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

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

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

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

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

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

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

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

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)

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)

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)

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

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%

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

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

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.)

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.)

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.)

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.)

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.)

Where are the OM Jobs? Figure 1.2

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

Significant Events in OM Figure 1.3

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)

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)

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

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

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

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”

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!)

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

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

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

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

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

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

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

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% 75 50 25 0 25 50 75 100% | | | | | | | | | Figure 1.4

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

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

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

Development of the Service Economy 100 90 80 70 60 50 40 30 20 10 1800 1850 1900 1950 2000 Services Manufacturing Agriculture Figure 1.5 (A)

Development of the Service Economy 30 – 25 – 20 – 15 – 10 – 5 – 0 – 1950 1970 1990 2010 – 150 – 125 – 100 – 75 – 50 – 25 – 0 Employment (millions) Index: 1997 = 100 Industrial production Manufacturing employment Estimate Figure 1.5 (B)

Development of the Service Economy United States Canada France Italy Britain Japan W. Germany | | | | | 40 50 60 70 80 Percent 1970 2005 Figure 1.5 (C)

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

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

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

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

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

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

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

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

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

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

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

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

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

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 = .4375 titles/labor-hr

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 $640 + 400 14 titles/day Overhead = $800/day New System: = Old multifactor productivity

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 $640 + 400 = Old multifactor productivity = .0077 titles/dollar

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 $640 + 800 8 titles/day $640 + 400 = Old multifactor productivity = .0077 titles/dollar = New multifactor productivity

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 $640 + 400 = Old multifactor productivity = .0077 titles/dollar 14 titles/day $640 + 800 = New multifactor productivity = .0097 titles/dollar

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

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

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

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

Investment and Productivity in Selected Nations 10 8 6 4 2 Percent increase in mfg productivity Percentage investment 10 15 20 25 30 35 US UK Canada Italy Belgium France Netherlands Japan

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

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

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

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