Manajemen Produksi - 1
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Manajemen Produksi Program Studi Teknik Mesin S1
Institut Teknologi Nasional Malang
Dr. Ellysa Nursanti, ST. MT.
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What is “Manajemen Produksi” ??
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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).
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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.
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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.
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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
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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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1 - 1 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 2 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 3 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 4 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 5 © 2011 Pearson Education, Inc. publishing as Prentice Hall
What Operations Managers Do
Planning
Organizing
Staffing
Leading
Controlling
Basic Management Functions
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1 - 6 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 7 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 8 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 9 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 10 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 11 © 2011 Pearson Education, Inc. publishing as Prentice Hall
Significant Events in OM
Figure 1.3
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1 - 12 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 13 © 2011 Pearson Education, Inc. publishing as Prentice Hall
Characteristics of Goods
Tangible product
Consistent product definition
Production usually separate from consumption
Can be inventoried
Low customer interaction
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1 - 14 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 15 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 16 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 17 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 18 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 20 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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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1 - 23 © 2011 Pearson Education, Inc. publishing as Prentice Hall
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