PERT 01 Manajemen Operasional II. Dosen : Dr. Agus Prayitno Review Manajemen Operasional Overview Manajemen Operasional II

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1 PERT 01 Manajemen Operasional II Dosen : Dr. Agus Prayitno Review Manajemen Operasional Overview Manajemen Operasional II

2 Review Manajemen Operasional I Konsep Manajemen Operasional 10 Ruang Lingkup MO

3 Konsep Manajemen Operasi Produksi adalah proses penciptaan barang dan jasa. Operasi adalah fungsi atau sistem yang mentranformasikan input menjadi output yang lebih bernilai. Manajemen Operasi adalah serangkaian aktivitas (Design, operation, and improvement of productive systems) yang menciptakan barang dan jasa dengan mentranformasikan input menjadi output.

4 Proses Transformasi Proses transformasi adalah urutan aktivitas sepanjang rantai nilai dari pemasok sampai ke konsumen. INPUT Material Machines Labor Management Capital TRANSFORMATION PROCESS OUTPUT Goods Services Feedback & Requirements Sumber: Russel,

5 Bentuk Proses Transformasi Physical: as in manufacturing operations Locational: as in transportation or warehouse operations Exchange: as in retail operations Physiological: as in health care Psychological: as in entertainment Informational: as in communication 1-5

6 10 Ruang Lingkup Keputusan MO Desain produk dan jasa (MO I) Manajemen kualitas (MO I) Desain kapasitas dan proses (MO I) Lokasi (MO I) Desain layout (MO I) Sumber daya manusia dan desain pekerjaan (MO I) Supply-chain management (MO II) Manajemen Persediaan (MO II) Penjadwalan (MO II) Maintenance (MO II)

7 Ruang Lingkup Keputusan MO (Lanj) Desain barang dan jasa Barang atau jasa apa yang akan kita tawarkan? Bagaimana kita merancang barang dan jasa tersebut? Manajemen kualitas Siapa yang bertanggunga jawab atas kualitas? Bagaimana mendefinisikan kualitas? Bagaimana mengukur kualitas?

8 Ruang Lingkup Keputusan MO (Lanj) Desain kapasitas dan proses Proses apa dan bagaimana urutan yang diperlukan untuk membuat produk tersebut? Apa peralatan dan teknologi yang diperlukan setiap proses tersebut? Lokasi Dimana kita menempatkan fasilitas yang diperlukan? Kriteria apa saja yang digunakan untuk memutuskan lokasi?

9 Ruang Lingkup Keputusan MO (Lanj) Desain layout Bagaimana kita akan menyusun/meletakkan fasilitas? Seberapa besar/luas yang diperlukan setiap fasilitas? SDM dan desain pekerjaan Seberapa banyak pekerjaan yang diperlukan? Berapa banyak pekerja yang diperlukan untuk menyelesaikan pekerjaan tersebut?

10 Ruang Lingkup Keputusan MO (Lanj) Supply chain management Apakah membuat atau membeli input yang diperlukan? Siapa yang menjadi pemasok dan berapa banyak yang kita miliki? Persediaan, perencanaan keperluan material, JIT just-in-time inventory, Berapa banyak persediaan setiap item yang harus dimiliki? Kapan melakukan order?

11 Ruang Lingkup Keputusan MO (Lanj) Penjadwalan jangka menengah, pendek dan penjadwalan proyek Apakah subcontracting production pilihan yang tepat? Apakah menghentikan tenaga kerja merupakan tindakan yang tepat pada saat penurunan? Pemeliharaan Siapa yang bertanggung jawab terhadap pemeliharaan?

12 Overview Manajemen Operasional II Supply Chain Management (SCM), Inventory Management, Agregat planning, Enterprise Resourse Planning (ERP), Penjadwalan Jangka pendek, just in time, Maintenance & Reliability, Quantitative Models (Programming Linear, transportation problem, dan waiting line)

13 Supply-Chain Management Planning, organizing, directing, & controlling flows of materials Begins with raw materials Continues through internal operations Ends with distribution of finished goods Involves everyone in supply-chain Example: Your supplier s supplier Objective: Maximize value & lower waste

14 What Is Inventory? Stock of items kept to meet future demand Purpose of inventory management how many units to order when to order

15 Types of Inventory Raw materials Purchased parts and supplies Work-in-process (partially completed) products (WIP) Finished pruduct Items being transported Tools and equipment

16 Aggregate Planning Requires Logical overall unit for measuring sales and outputs Forecast of demand for intermediate planning period in these aggregate units Method for determining costs Model that combines forecasts and costs so that planning decisions can be made

17 Sales and Operations Planning Determines the resource capacity needed to meet demand over an intermediate time horizon Aggregate refers to sales and operations planning for product lines or families Sales and Operations planning (S&OP) matches supply and demand Objectives Establish a company wide game plan for allocating resources Develop an economic strategy for meeting demand

18 Planning Setting goals & objectives Example: Meet demand within the limits of available resources at the least cost Determining steps to achieve goals Example: Hire more workers Setting start & completion dates Example: Begin hiring in Jan.; finish, Mar. Assigning responsibility

19 Material Requirements Planning (MRP) Manufacturing computer information system Determines quantity & timing of dependent demand items G ross R equirem ents Scheduled Receipts 5 30 Available Net R equirem ents 7 Planned O rder Receipts 7 Planned O rder Releases 7

20 MRP Requirements Computer system Mainly discrete products Accurate bill-of-material Accurate inventory status 99% inventory accuracy Stable lead times

21 Enterprise Resource Planning (ERP) Software that organizes and manages a company s business processes by sharing information across functional areas integrating business processes facilitating customer interaction providing benefit to global companies

22 What is Scheduling? Last stage of planning before production occurs Specifies when labor, equipment, and facilities are needed to produce a product or provide a service

23 Short-Term Scheduling Deals with timing of operations Short run focus: Hourly, daily, weekly Types Forward Scheduling Backward Scheduling B E B E Today Due Date Today Due Date

24 Objectives in Scheduling Meet customer due dates Minimize job lateness Minimize response time Minimize completion time Minimize time in the system Minimize overtime Maximize machine or labor utilization Minimize idle time Minimize work-inprocess inventory

25 What is Just-in-Time? Management philosophy of continuous and forced problem solving Supplies and components are pulled through system to arrive where they are needed when they are needed.

26 What Does Just-in-Time Do? Attacks waste Anything not adding value to the product From the customer s perspective Exposes problems and bottlenecks caused by variability Deviation from optimum Achieves streamlined production By reducing inventory

27 Model membantu manajer Secara lebih akurat mewakili realitas. Memperoleh gambaran mendalam tentang hubungan antar fenomena bisnis Menemukan cara yang lebih baik guna menetapkan pasangan kombinasi nilai variabel keputusan. Membantu pengambil keputusan memahami masalah. Membantu mengkomunikasikan masalah dan solusi dengan orang lain. Menyederhanakan masalah yang besar dan komplek berdasarkan waktu

28 Ruang Lingkup QM Forecasting Inventory Control Linear Programming Models: Graphical and Computer Methods Transportation and Assignment Models Waiting Lines and Queuing Theory Models Markov Analysis

29 QM yang didiskusikan di MO II Inventory Control Linear Programming Models: Graphical and Computer Methods Transportation and Assignment Models Waiting Lines and Queuing Theory Models

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Perencanaan Kebutuhan Material (MRP)

Perencanaan Kebutuhan Material (MRP) Komponen-komponen: 1. Sistem penjadwalan produksi menghasilkan master jadwal produksi yang mencakup lead time terpanjang ditambah waktu produksi terpanjang. 2. Sistem