Manajemen Produksi - 1

Manajemen Produksi Program Studi Teknik Mesin S1

Institut Teknologi Nasional Malang

Dr. Ellysa Nursanti, ST. MT.

What is “Manajemen Produksi” ??

Production

O Production is a process of combining various

material inputs and immaterial inputs

(plans, know-how) in order to make

something for consumption (the output).

Production Management

O Product management is an organizational

lifecycle function within a company dealing

with the planning, forecasting, or marketing

of a product or products at all stages of the

product lifecycle.

Kompetensi

O Memahami dan mengerti sistem produksi di manufaktur, mengetahui segala pendukung kegiatan produksi, hubungan diantara elemen pendukung dan kontribusinya terhadap performansi produksi.

O Mampu merencanakan kegiatan produksi secara sederhana.

O Mampu mengorganisasikan kegiatan produksi dan mengukur kinerja performansinya.

Rencana Perkuliahan (pertemuan

ke..)

1. Production Management

2. Quality in Production system

O Production Planning and designing

3. Design goods and services

4. Plant Location and Lay Out

5. Human Resource and Job design

6. Process Strategy and Capacity Planning

7. Inventory Management (EOQ, EPQ) & JIT

O Production Control

8. Agregat & MRP

9. Production Scheduling

10. Kanban System

11. Statistical Process Control

12. Reliability and Maintenance

O Production Performance Control

13. OEE

14. Financial Performance Control

Aturan Umum Perkuliahan

O Absensi, minimal 75% dari 14x pertemuan

O Tidak menggunakan HP selama kuliah berlangsung

O Pengumpulan tugas tepat waktu

O Tidak ada toleransi untuk copy paste

O Prosentase nilai akhir

40% absensi dan keaktifan + 30% tugas

+ 30% UTS/UAS murni

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What Is Operations Management?

Production is the creation of goods and services

Operations management (OM) is the set of activities that create value in the form of goods and

services by transforming inputs into outputs

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Organizing to Produce Goods and Services

Essential functions:

1. Marketing – generates demand

2. Production/operations – creates the product

3. Finance/accounting – tracks how well the organization is doing, pays bills, collects the money

4. Human Resources – provides labor, wage and salary administration and job evaluation

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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

Human Resources

Recruitment

Job evaluation

Performance evaluation

Wage and Salary Adm.

Personnel records

Organizational Charts

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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

Human Resources

Recruitment

Job evaluation

Performance evaluation

Wage and Salary Adm.

Personnel records

Organizational Charts

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What Operations Managers Do

Planning

Organizing

Staffing

Leading

Controlling

Basic Management Functions

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The Critical Decisions

1. Design of goods and services

What good or service should we offer?

How should we design these products and services?

2. Managing quality

How do we define quality?

Who is responsible for quality?

Table 1.2 (cont.)

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The Critical Decisions

3. Process and capacity design

What process and what capacity will these products require?

What equipment and technology is necessary for these processes?

4. Location strategy

Where should we put the facility?

On what criteria should we base the location decision?

Table 1.2 (cont.)

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The Critical Decisions

5. Layout strategy

How should we arrange the facility?

How large must the facility be to meet our plan?

6. Human resources and job design

How do we provide a reasonable work environment?

How much can we expect our employees to produce?

Table 1.2 (cont.)

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The Critical Decisions

7. Supply-chain management

Should we make or buy this component?

Who should be our suppliers and how can we integrate them into our strategy?

8. Inventory, material requirements planning, and JIT

How much inventory of each item should we have?

When do we re-order?

Table 1.2 (cont.)

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The Critical Decisions

9. Intermediate and short–term scheduling

Are we better off keeping people on the payroll during slowdowns?

Which jobs do we perform next?

10.Maintenance

How do we build reliability into our processes?

Who is responsible for maintenance?

Table 1.2 (cont.)

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Significant Events in OM

Figure 1.3

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New Challenges in OM

Global focus

Just-in-time

Supply-chain partnering

Rapid product development, alliances

Mass customization

Empowered employees, teams

To From

Local or national focus

Batch shipments

Low bid purchasing

Lengthy product development

Standard products

Job specialization

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Characteristics of Goods

Tangible product

Consistent product definition

Production usually separate from consumption

Can be inventoried

Low customer interaction

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Characteristics of Service

Intangible product

Produced and consumed at same time

Often unique

High customer interaction

Inconsistent product definition

Often knowledge-based

Frequently dispersed

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Industry and Services as Percentage of GDP

Services Manufacturing

Au

str

alia

Can

ad

a

Ch

ina

Czech

Rep

Fra

nce

Germ

an

y

Ho

ng

Ko

ng

Jap

an

Mexic

o

Ru

ssia

n F

ed

So

uth

Afr

ica

Sp

ain

UK

US

Tu

rkey

90 −

80 −

70 −

60 −

50 −

40 −

30 −

20 −

10 −

0 −

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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% | | | | | | | | |

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New Trends in OM Ethics

Global focus

Environmentally sensitive production

Rapid product development

Mass customization

Empowered employees

Supply-chain partnering

Just-in-time performance

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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 productivity!

Important Note! Production is a measure of output

only and not a measure of efficiency

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Efficiency Versus Effectiveness

The difference between efficient and effective is that efficiency refers to how well you do something, whereas effectiveness refers to how useful it is.

“Efficiency is doing things right; effectiveness is doing the right things.”

Doing the Right Things is More Important than Doing Things Right

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Feedback loop

Outputs

Goods

and

services

Transformation

Economic system

transforms inputs to outputs

/CONVERSITION PROCESS

The Economic System

Inputs

Labor,

capital,

management

Figure 1.6

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Measure of process improvement

Represents output relative to input

Only through productivity increases can our standard of living improve

Productivity

Productivity = Units produced

Input used

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Multi-Factor Productivity

Output

Labor + Material + Energy + Capital + Miscellaneous

Productivity =

Also known as total factor productivity

Output and inputs are often expressed in dollars

Multiple resource inputs multi-factor productivity

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Productivity Variables

1. Labor - contributes about 10% of the annual increase

2. Capital - contributes about 38% of the annual increase

3. Management - contributes about 52% of the annual increase