Professional Documents
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Manajemen Operasi
Manajemen Operasi
(OPERATION MANAGEMENT)
• PRODUCTIVITY = OUTPUT/INPUT
OPERATIONS MANAGEMENT IS ACTVITIES THAT RELATE
TO THE CREATION OF GOODS AND SERVICES THROUGH
THE TRANSPORMATION OF INPUTS TO OUTPUTS – ON
THE PRODUCTIVE WAY.
UNTUK MEMAHAMI DEFENISI DI ATAS. ANDA
DIMINTA “ACTIVE -KELAS PARTISIPASI” MENGIKUTI
CONTOH BERIKUT:
1. PRODUK “MARTABAK”PROCESS
INPUT: OUTPUT
(TRANSFORMATION)
1.
2.
3.
4. ETC.,
KEPUTUSAN STRATEGI OPERASIONAL
(STRATEGIC OPERASIONAL DECISIONS)
INPUT PROCESS OUTPUT
What, Why, When, Where, What, Why, When, Where, How, Why
How? How?
Informasi Quality
POINT OPERASIONAL MARTABAK
MEMAHAMI DAFTAR INPUT LEBIH BANYAK KARENA BANYAK PENGETAHUAN DARI
REKAN-REKAN KELAS.
MAMAHAMI LEBIH BANYAK DAFTAR YANG HARUS DISIAPKAN DALAM POIN-POIN
PROSES SEBAGAI MASUKAN DARI REKAN-REKAN KELAS.
MEMBUAT SUASANA PEMBELAJARAN LEBIH HIDUP KARENA LEARNING CENTER
ADA PADA REKAN-REKAN PESERTA KELAS SEMENTARA “DOSEN” BERTINDAK
SEBAGAI KONDAKTOR KELAS.
MAHASISWA BERTAMBAH AKTIP DENGAN OPINI (PENDAPAT) PRIBADI YANG
DIMILIKI.
YANG PASTI KALAU HANYA POLA PIKIR SENDIRI YANG DIGUNAKAN, MUNGKIN
AKAN BANYAK LIST DARTAR INPUT DAN PROSES YANG TERTINGGAL KARENA TIDAK
TERPIKIRKAN SEBELUMNYA.
PRODUCTIVITY = OUTPUT/INPUT
CALCULATING PRODUCTIVITY
(MENGHITUNG PRODUCTIVITAS)
Osborn Industries is compiling the monthly productivity
report for it Board of Director. From the following data,
calculate (a) labor productivity, (b) machine productivity, and
(c) the multifactor productivity of dollars spent on labor,
machine, materials, and energy. The average labor rate is $15
an hour, and the average machine usage rate is $10 an hour.
Unit produced =100,000
Labor hours = 10,000
Machine hours = 5,000
Cost of materials =$35,000
Cost of Energy =$15,000
• LOKAL
• NASIONAL
• INTERNATIONAL
STRATEGI OPERASI
BIAYA OPERASI MELIPUTI BIAYA TENAGA KERJA,
BIAYA BAHAN BAKU DAN BIAYA UMUM. PADA
PERUSAHAAN MANUFACTUR (PABRIK) BIAYA-
BIAYA INI MEWAKILI HARGA POKOK PENJUALAN
(COST OF GOOD SOLD). BIASANYA BIAYA-BIAYA
INI DIESPRESIKAN SEBAGAI PERSENTASE DARI
BIAYA PENJUALAN ATAU SEBAGAI BIAYA SATUAN
UNTUK PRODUK TERTENTU.
STRATEGI OPERASI
Membandingkan HPP pesaing sejenis”
Cara menghitung HPP “Perusahaan Dagang”
Persediaan barang Rp. 2.600
Pembelian barang Rp.7.800
Biaya transportasi beli barang Rp. 600
Jumlah Rp.8.400
Return Pembelian barang Rp.300
Potongan pembelian barang Rp.100
Jumlah Rp. 400
Pembelian bersih barang Rp. 8.000
Barang tersedia untuk dijual Rp.10.600
Persediaan akhir barang Rp. 3.000
Harga Pokok Penjualan (HPP) Rp. 7.600
STRATEGI OPERASI
Membandingkan HPP “pesaing sejenis”
Cara menghitung HargaPokok Penjualan (HPP) “Perusahaan Pabrik”
Persediaan awal bahan Rp. 600
Pembelian bahan Rp. 4.000
Transpor pembelian bahan Rp. 200
Jumlah Rp. 4.200
Retur pembelian bahan Rp. 100
Potongan Pembelian bahan Rp. 300
Jumlah Rp. 400 -
Pembelian bersih bahan Rp. 3.800 +
Bahan tersedia untuk dipakai Rp. 4.400
Persediaan akhir bahan Rp. 1.000 _
BAHAN YANG DIPAKAI UNTUK PRODUKSI Rp. 3.400
Biaya Tenaga kerja langsung (TKL) Rp. 2.400
Biaya umum pabrik Rp. 3.000 +
JUMLAH BIAYA PRODUKSI Rp. 8.800
Persediaan awal barang dalam proses Rp. 700 +
Jumlah biaya barang dalam proses Rp. 9.500
Persediaan akhir barang dalam proses Rp. 1.500 –
HARGA POKOK PRODUKSI Rp. 8.000
Persediaan awal barang jadi Rp. 2.600 +
Barang jadi tersedia untuk dijual Rp.10.600
Persediaan akhir barang jadi Rp. 3.000 –
HARGA POKOK PENJUALAN (HPP) Rp. 7.600
STRATEGI OPERASI
COMPETITIVENESS OF OPERATION
(DAYA SAING OPERASI)
• Competitiveness (based international
market) is the degree to which a nation can
produce goods and services that meet the
test of international market.
• Competitiveness is the degree of
competitive advantage amongst industry
itself. It could be based on (a) productivity,
(b) market share, (c) cost leadership, and
leading on core competency.
MARKET SHARE
(PANGSA PASAR)
1. Market share refers to the percentage of the overall
volume of business in a given market that is controlled
by one company in relation to its competitors (Baron’s
Business Dictionary)
2. The percentage of total sales of a given type of product
or service that are distributable to a given company
(www.investorwords.com)
3. The portion of industry sales of a good or service that is
controlled by a company in a given period of time
(American Heritage Dictionary).
4. Is the specific percentage of total industry sales of a
particular product achieved by a single company in a
given (a) period of time, (b) location or place (Ron
Sihotang)
STRATEGY
IS HOW THE MISSION (THROUGHOUT IT GOALS) OF A COMPANY IS
ACCOMPLISHED.
VISSION ---MISSION --- GOALS ---STRATEGY --- RESULTS.
Vision is an aspirational description of what an organization would like
to achieve or accomplish in the mid-term or long-term future. It is intended
to serves as a clear guide for choosing current and future courses of action.
Mission A mission statement is a statement of the purpose of
a company, organization or person, its reason for existing.
The mission statement should guide the actions of the organization, spell out its
overall goal, provide a path, and guide decision-making. It provides "the framework or
context within which the company's strategies are formulated." It's like a goal for what
the company wants to do for the world.[1]
According to Bart,[2] the commercial mission statement consists of three
essential components:
Key market: Who is your target client or customer (generalize if needed)?
Contribution: What product or service do you provide to that client?
Distinction: What makes your product or service unique, so that the client would
choose you?
Cost Leadership
1. Strategy used by businesses to create a low cost of operation within their
niche. The use of this strategy is primarily
to gain an advantage over competitors by reducing operation costs below
that of others in the same industry (www.businessdictionary.com)
2. Cost leadership is a concept developed by Michael Porter, used in business
strategy. It describes a way to establish the competitive advantage. Cost
leadership, in basic words, means the lowest cost of operation in the
industry.[1] The cost leadership is often driven by company efficiency, size,
scale, scope and cumulative experience (learning curve). A cost leadership
strategy aims to exploit scale of production, well defined scope and other
economies (e.g a good purchasing approach), producing highly standardized
products, using high technology.[2] In the last years more and more
companies choose a strategic mix to achieve market leadership. This patterns
consist in simultaneous cost leadership, superior customer
service and product leadership. [3
3. Cost leadership is different from price leadership. A company could be the
lowest cost producer, yet not offer the lowest-priced products or services. If
so, that company would have a higher than average profitability. However,
cost leader companies do compete on price and are very effective at such a
form of competition, having a low cost structure and management (From
Wikipedia, the free encyclopedia)
Core Competency
(pusat kompetensi/unggul)
• Is what firm does better than anyone else, its
distinctive competence. A company (firm’s)
core competence can be exceptional service,
higher quality, faster delivery, or lower cost.
• Core competencies represent sustainable
competitive advantages amongst industrial
players. Or leading strategic operations
amongst competitors.
CORPORATE STRATEGY
• IS THE STRATEGY THAT ONE COMPANY WANTS
TO REACH ON A PERIOD OF TIME
• CORPATE STRATEGY ENCHANCE ALL
FUNCTIONAL MANAGEMENTS. SO ALL
CORPORATE OPERATIONS FOCUS TO THE
TARGET OF YEARLY PLANNED.
• CORPORATE STRATEGY ARE PLANNED
STRATEGICALLY.
PROSES SELEKSI (SELECTION PROCESS)
(sumber: Schroeder)
ALL MATERIALS
ALL LABOR
ALL FUNDS MACHINES AS PLANNED.
ALL FACILITIES ALL FACILITIES & ENSURE
ALL POLICIES SYSTEMS NO DEFECTS