0.pengantar Teknik & Manajemen Industri PDF

Pengantar Manajemen Industri
Sritomo W.Soebroto Laboratorium Ergonomi & Pengukuran Sistem Kerja Jurusan Teknik Industri Institut Teknologi Sepuluh Nopember SURABAYA
4/26/2005 Pengantar Manajemen Industri/Sritomo W.Soebroto 1
Engineers or Managers?
(Teknolog atau Ekonom)
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Pengantar Manajemen Industri/Sritomo W.Soebroto
Engineering, Mathematicians & Economists?
Engineers solve problems, but so do mathematicians. Engineers analyze, but so do statisticians and economists. Engineers design systems, do others ?
(Wayne C. Turner, et.al. Introduction to Industrial and Systems Engineering, 2003)
Sains, Rekayasa & Teknik Industri

Attributes
Obyek Yang Dihasilkan Ukuran Kinerja Ukuran Nilai Diawali/Diakhiri Dengan : Profesi
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Sains Sistem Alamiah

(Natural)
Rekayasa
(General Engineering)
Teknik Industri
(Industrial Engineering)
Sistem Buatan Produk/Proses Manfaat

(Benefits for Mankind)
Sistem Integral
(Mikro/Makro)
Teori/Pengetahuan Kebenaran Mutlak

(absolute)
Nilai Tambah
(Value Added) Produktivitas, Efektivitas dan Efisiensi
Relatif
Kebutuhan/Persoalan (Needs & Problems)
Kontekstual
Kebutuhan/Persoalan (Needs & Problems) Insinyur, Manager & Leader
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Keingin-Tahuan
(Curiousity)
Ilmuwan
(Scientist)
Insinyur
(Engineer)
Engineering VS Management ?
Engineering Management
Engineering
Management
Problem terdefinisikan jelas Sub-sistem material Penuh dengan faktor/variable serba pasti Asumsi berlaku secara kontinyu Data bisa dikembangkan baik Keputusan diambil secara analitis
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Problem tidak bisa didefinisikan
jelas Sub-sistem manusia Banyak berhadapan dengan faktor/variable Asumsi tidak berlaku kontinyu Data base tidak lengkap Keputusan lebih banyak diambil berdasarkan intuisi
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Engineering ?
The profession in which a knowledge of the mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind.
(Accreditation Board for Engineering and Technology ABET, 1993)
Includes the application of these mathematical and scientific principles to the planning, design, construction, operation, and maintenance of products, systems, and large fixed work that serve humankind; as such it also includes the management of such activities, research and development related to such output, and the education of persons who will be responsible for these myriad forms of activity.
Skills and Qualities Needed for Engineering Profession

Good and math skills Strong time management skills Mechanical aptitude Good common sense A strong desire for organization and efficiency Excellent communication/ salesmanship Creative problem solving Inquisitive mind Continuous desire to learn Quantitative skills Technical competency Continuous drive for improvement Listening skills Negotiation skills Ability to adapt to many environments, wear many hat and interact with a diverse group of individuals Leadership skills Ethics Passion for improvement, etc.
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Engineering Employment By Discipline

(1,483,014 Employed Engineers in USA, 1990)
Electrical Mechanical Civil Industrial Aerospace Chemical Metallurgical/ Materials Nuclear Petroleum Mining, Computer, and All Others 0 50 100 150 200 250 300 228,335 (15.40%) 190,958 (12.88%) 132,843 (8.96%) 72,331 (4.88%) 46,482 (3.13%) 18.378 (1.24%) 17.999 (1.21%) 16.436 (1.11%) 339.065 (22.86%) 350 400 450 500 420,187 (28.33%)
Estimated Number Employed, 1990 (thousands)

Engineering Employment by Type of Employer

(1.483.014 Employed Engineers in USA, 1990)
Manufacturing Services Government Transportation & Public Utilities Wholesale & Retail Trade Mining Construction Finance, Insurance, and Real estate Agriculture, Forestry, and Fishing
351,172 (23.68%) 209,709 (14.14%) 83,772 (5.65%) 34,168 (2.30%) 25,379 (1.71%) 23,593 (1.58%) 14,604 (0.97%) 1,303 (0.08%) 0 100 200 300 400 500 600 700
739,314 (49.85%)
800
900
1000
Estimated Number Employed, 1990 (thousands)

Big Issues ?
The typical engineers spends at least part of his or her career in some sort of management role. As many as 82% of all engineers in USA have some form of engineering management responsibility (Engineering Manpower Commission, 1991). 30 years of surveys revealed that more than 60% of persons who earned engineering degrees became managers of some kind within 15 years or left the profession to pursue business opportunities of other kinds (Carnegie Foundation Reports). 40% of industrial executives and 34% of all top corporate managers in the USA have engineering background (Cleland and Kocaoglu, 1981). It is clear that the engineering graduates career is likely to involve some degree of management responsibility.
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Role Differences Between Engineers and Managers

(P. Morrison, Making Managers of Engineers, Journal of Management Engineering, Vol.2, No. 4, 1986)
Position
1. Focus 2. Decision Making
Engineer
- More concerned with things technical/scientific. - Makes decision with much information, under conditions of greater certainty. - Works on tasks and problem solving personally. - Work based on facts with quantifiable outcomes. - Depends on personal technical expertise, attention to detail, mathematical/technical problem solving and designing. - Experiences role as autonomous. Individual accomplishment in one project, task, or problem at a time. - Creative with products, design, and materials. - Will it work?
Manager
- More concerned with people. - Makes decision often with inadequate information, under conditions of greater uncertainty. - Directs the work of others to goals. - Work based on fewer facts, less measurable outcomes. - Depends on interpersonal skills in communication, conflict management, getting ideas across, negotiating and Coaching. - Experiences role as interdependent. - Many objectives at once, requiring orchestrating a broad range of variables and organizational entities. - Creative with people and organizations - Will it make/save money for organization? 11
3. Involvement 4. Process Outcome 5. Effectiveness
6. Dependency 7. Responsibility 8. Creativity 9. Bottom Line
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7 Engineering Management Functions

(Robert E.Shannon, Engineering Management, 1980)
Planning. Anticipating future events. Making preparations to meet those events. Long-and-short-range goal setting. Scheduling, Budgeting and Technological Forecasting. Organizing. Establishing communication, authority, and responsibility patterns. Assigning roles, facilities, and equipment. Organizational change. The informal organization. Staffing. Deciding staff needs. Finding, hiring, and training people. Matching organizational needs and employee expectations. Meeting employment regulations. Motivating. Providing incentives and a productive environment. Balancing hands off supervision with a more direct approach. Allowing and encouraging professional development. Communicating. Writing, speaking, reading, and listening. Conveying goals, purposes, information, instructions and inducements. Measuring. Monitoring and evaluating individual and group performances.
Comparing actual performance with goals and plans.
Correcting. Implementing change, based on the measuring function.

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Report Certain Activities Are Performed Frequently by Engineering Managers (I. Barclay, 1986)
People management Projects Interpersonal Innovation Profit/efficiency Information processing Money (budgets, etc) Production services Computing Industrial relations Production systems Corporate Management science Commercial Legal
1. 2. 3. 4. 5. 6. 7. 8.
The Greatest Problems People management Projects Industrial relations Money (budgets, etc) Innovation Profit/efficiency Interpersonal Others
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Manajemen ?
Managing is doing some thing through other person for some goal
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Manajemen SDM : Definisi, Arti dan Aplikasi dalam Aktivitas Produksi

The conventional definition of management is getting work done through people; but real management is developing people through work. Managers are people who do things right, and leaders are people who do the right thing.
Teori Manajemen Klasik

Robert Owen, Charles Babbage, Frederick W. Taylor, Henry Fayol, dll. Pendekatan management ilmiah (scientific management) dan teori organisasi klasik. Organisasi kerja diidentikkan sebagai kumpulan dari satuansatuan kegiatan yang ditata dalam satuan fungsi dan peran yang terintegrasi secara operasional. Cenderung bersifat mekanistik dan mengikuti hukum-hukum operasional (mesin) yang serba eksak, logis dan rasional. Konsep division of labor, spesialisasi kerja (assembly work), pengukuran kerja, studi gerak (tata cara kerja) dan penetapan standard-standard kerja (waktu, output, upah, dll).
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Teori Organisasi Klasik

(The Classical Organization Theory)

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Division of labor Authority (right to command) Discipline Unity of Command Unity of Direction Sub-ordination of individual interest to the common good Remuneration Centralization The hierarchy Order (the right man on the right place) Equity Stability of staff Initiative Esprit de Corps
Teori Perilaku Manusia

Aliran behavioralism. Dipelopori oleh Hugo Munsterberg, Elton Mayo, dan Abraham Maslow. Fungsi dan peran manusia sebagai faktor produksi aktif. Melihat manusia tidak dalam arti sebagai manpower semata, melainkan sebagai human resources atau human yang bisa dikembangkan sehubungan dengan knowledge, skill, pengalaman, motivasi, atttitude, perilaku, informasi, kompetensi dll yang dimilikinya (human as intellectual assets). Human is a non-linear machine with continually change its programming without telling us?
Faktor-Faktor Produksi
Faktor-Faktor Produksi Pasif (material, mesin, dll) Problem terdefinisi/formulasi secara jelas dan nyata (konkrit) Obyek yang dihadapi berupa benda fisik-tangible (material subsystem) Permasalahan serba eksak/pasti (deterministik, complete certainty) Asumsi yang diambil cenderung berlaku seterusnya (konstan) Segala keputusan yang diambil berdasarkan data konkrit dengan perhitungan-perhitungan yang bisa didekati secara analitis dengan kalkulasi kuantitatif. Manusia Sebagai Faktor Produksi Aktif Problem sulit didefinisikan/ formulasi secara jelas-nyata (abstraktif) Obyek yang dihadapi berupa manusia dengan segala perilakunya (human sub-system) Permasalahan serba tidak pasti, sulit diduga dan berubah-ubah (probabilistik, uncertainty) Asumsi terputus-putus dan tidak menentu (tidak kontinyu) Keputusan cenderung diambil berdasarkan sensitivitas, intuitif, timbang rasa dan memerlukan seni/ kiat-kiat menghadapi manusia
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Pioneer Teknik Industri, Manajemen Industri, Engineering Management ?

Adam Smith (1976) menulis buku the Wealth of Nation, meningkatkan produktivitas melalui spesialisasi pekerja dan perancangan proses (pemilahan operasi). Charles Babbage (1832) menulis buku On the Economy of Machinery and manufacturers ; membuat prototipe different engine (prototipe kalkulator mekanis); serta analytical engine (prototipe komputer). Eli Whitney konsep produksi interchangeable dan konsep produksi massal (mass-production) melalui pembuatan cetakan (die mould). Henry Towne (1886) menulis paper the Engineers as Economist dalam jurnal Transaction of ASME yang menekankan perlunya engineer untuk memperhatikan aspek ekonomis (costs/profits) dalam setiap proyek teknis maupun keputusan yang diambil.
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1895 menyajikan paper A Piece of Rate System pada pertemuan ASME. 1903 menyajikan Shop Management yang menyangkut beberapa prinsip dan konsep mengenai methods study, time study, standardization of tools, planning department, classification systems for parts and products, routing system, dll. Tanggapan kurang positif. 1907 menulis makalah panjang (200 halaman) berjudul Study of Metal Cutting pada Transaction of ASME (rumus Taylor yang terkait dengan biaya produksi dan umur pahat : C = VTn). 1909 menulis The Principles of Scientific Management yang sangat kontroversial dan fenomental : (1) menaikkan output produksi sekaligus menurunkan biaya operator, namun juga menaikkan gaji/upah mereka, (2) melatih operator dan meminta mereka bekerja pada kemampuan maksimal untuk kenaikan upah (bonus/insentif) yang melebihi standard.
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Frederick Winslow Taylor (1856 1915)

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Principle of Scientific Management

1) Develop a science for each element of mans work, which replaces the old rule of thumb method Select scientifically and then train, teach and develop the workman, whereas previously he chose his own methods and trained himself as best as he could. Cooperate heartily with the men so as to ensure that all of the work being done is in accordance with the principles of the science which has been develop. There is almost an equal division of the work and responsibility between management and workmen. The management takes over all works for which they are better fitted than the workman. 1) Kembangkan setiap pekerjaan secara ilmiah, bukan dengan cara sekedar coba-coba. 2) Lakukan seleksi, pelatihan dan pem binaan karyawan secara ilmiah, bukan secara individual tanpa sistematika. 3) Bina kerjasama dan hubungan baik dengan prinsip-prinsip ilmiah, sehingga semua pekerjaan dikerjakan sesuai dengan prinsip ilmiah yang dikem bangkan. 4) Lakukan pembagian kerja dengan kadar bobot dan tanggung-jawab yang seimbang, baik pada manajemen maupun pada karyawan/pekerja.
2)
3)
4)
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11

Frank Gilbreth (1868 -1924)
Sambil bekerja sekaligus mengevaluasi dan memperbaiki sistem kerjanya sendiri. Meningkatkan produktivitas hampir tiga kali lipat hanya dengan cara mengurangi gerakannya dengan mengatur lokasi/ penempatan bahan baku. Menganalisa kerja dan menyusun klasifikasi gerakan kerja mikro (micro-motion study) dengan mengintroduksi elemen-elemen gerakan Therbligs.
Frank & Lillian Gilbreth
Lillian Gilbreth (1878-1972)

Istri dari Frank Gilbreth, seorang doktor psikologi. Mengkoreksi pendekatan yang menempatkan manusia sebagai bagian dari mesin kerja dengan lebih menekankan pada aspek perilaku (behavior) manusia.
Chronological Development of Production Technology (Hardware) and Production Methodology (Software)

Present Degree of Development
Internet/ Information Space Technology Technology Electronic Computer Standardization Line Balancing and interchangeability Operation Charles Babbage Research Steam Engine Adam Smith TQC/QCC Elton Mayo Frank & Lillian Gilbreth F. W Taylor
Development curve for technology (hardware)
Development curve for methodology (software)
1750
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1800
1850
1900
1950
2000
Time
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Engineering Development
Military Engineering Mathematics & Physics Civilian Engineering Mechanical Engineering Electrical Engineering Industrial Engineering Chemical Engineering Psychology Computer Science Social Sciences Management Philosophy Statistics Chemistry
Management Science (OR) Industrial & Systems/Management Engineering

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Phase-Phase Perkembangan Aktivitas Produksi di Industri

Phase-Phase Perkembangan Macam & Volume Produk Customized, kecil, terbatas Standard, seri, batch, massal Diversifikasi, banyak model Area Lokasi Pemasaran Sifat Perubahan Terjadi Tersendat, Trial & Error
Periode
Sebelum Revolusi Industri
Job Order Mass Production Mass Marketing
Lokal Regional Nasional Global/ Internasional
Revolusi Lambat, Scientific Method Industri - 1930
Cepat Turbulent
1930 - 1950 1950 - Skg

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Mass Sangat terdiver Customization sifikasi & masal

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PERAN INDUSTRIAL ENGINEERS

Engineering role : (1) Design (production system, service system, methods/work, facilities, product, etc); (2) Operation (productivity, quality, reliability, maintenance, etc). Business Role (Development) : system, culture, organization, entrepreneurial, R & D, etc. Financial Role : financial structuring. Strategic Role : product development/diversi fication, marketing strategy, alliance/ partnership/collaboration, human development, etc.
Ruang Lingkup Profesi Teknik Industri

Human Activity System Design Berkaitan dengan area kerja fisik dimana kegiatan produksi (interaksi sistem manusia-mesin) dilaksanakan. Perancangan fasilitas produksi (layout), manufacturing processes, methods engineering, ergonomics, etc. Management Control System Design Berkaitan dengan prosedur perencanaan, pengu kuran dan pengendalian produksi, cost analysis & control, management information system, etc.
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Kronologis Perkembangan Disiplin Teknik Industri

Phase Perkembangan Revolusi Industri (1750-1900-an) Scientific Management (1890 - 1930-an)
Industrial Engineering (1930-1950-an)
Problematik, Kasus, Konsep, atau Pengembangan Teori

Mekanisasi Proses-2 Produksi, Interchange-ability Parts, Standardisasi Produk (awal Mass Production) Time & Motion Studies, Organization (Functional) Design, Production Planning & Scheduling, Inventory Model (EOQ), Statistical QC, Line Balancing, etc. Tool Design, Engineering Economy, Human Engineering (Ergonomics), Facilities Location & Layout, Queuing Theory, Analyzing Productivity, Management Controls, etc Digital Computer, Mathematical Programming, Reliability Analysis, Decision/Optimization Theory, System Engineering, Automation, Mgmt Information System, etc. Control Theory, Large-Scale System, Total System Design, Social System, Cybernetics, Behavioral Theory
Skala Pandang
MIKRO
Operations Research (1945-1970-an) Industrial & System Engineering

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MIKRO & MAKRO

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The Role of the Industrial Engineers in Integrating New Technologies

(1960 - 1980)
100%
Perbaikan Metode Perbaikan Metoda & Penyederhanaan Kerja dan Penyederhanaan Rekayasa Kerja Proyek
Manajemen Persediaan
Rekayasa Proyek
Rancangan Fasilitas
Desain SIM Persediaan
Analisa Finansial
Perenc.Sistem Non-Mfg
50%
Tata Letak Pabrik Tata Letak Pabrik (Layout) Std TK Tak Langsung Standard-2 Tenaga Kerja Langsung Standard-2 Tenaga Kerja Langsung 1965 1970
Standard-2 Tenaga Kerja Tak Langsung Standard-2 Tenaga Kerja Langsung
Rekayasa Proyek
Std TK Tak Langsung
0%
(Waktu, Output, Upah, dll)
Standard-2 TK Langsung
1960
1975
1980
30
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Sumber : Pritsker, AB. Defining the Role of the Industrial Engineer in Integrating New Technologies. Journal of Industrial Engineering, December 1985.
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The Role of the Industrial Engineers in Integrating New Technologies

(1980 - 2000)
100%
Strategic Planning
Strategic Planning Management Control
Management Control
Strategic Planning Management Control
Strategic Planning
50% Operational Control Operational Control Operational Control

1990
Management Control
Operational Control
1995 2000
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0%
1980
1985
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Sumber : Pritsker, AB. Defining the Role of the Industrial Engineer in Integrating New Technologies. Journal of Industrial Engineering, December 1985.
Kompetensi Teknik Industri Menyongsong Masa Depan

Sumber: Sinks, DS. Can IEs Become Master of Change? Journal Industrial Engineering, December 1985 Teknik Industri Aliran Tradisional - Work Measurement - Methods Engineering - Human Factors Engineering - Operation Research + (plus) + (plus) + (plus) + (plus) Teknik Industri Aliran Modern Performance & Productivity Measurement Operation Analysis, I/O Analysis, etc Socio -Technical System Design Mgmt Support System Design, Development and Facilitation Capital Productivity Management Manufacturing Systems Mgmt, Productivity Management Quality Management (Total) Strategic Planning/Mgmt, etc Corporate Finance, Cost Analysis, Organization Development/Behavior, Industrial Psychology
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- Engineering Economy + (plus) - Manufacturing Processes, + (plus) Inventory Control, Facilities Planing, Production Control - Quality Control, Reliability + (plus) and Statistics - Productivity Improvement + (plus) - Computers Programming, + (plus) Industrial Organization/Mgmt
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Kronologi Pengembangan Profesi Teknik Industri

Micro View Macro & Micro View
Industrial & Systems Engineering Operation Research Scientific Management Industrial Engineering
Labor Union Tool Design Management Controls Efficiency Experts Mass Production Wage Incentive Plan Standardization Interchangeable Parts Accounting Division and Specialization of Labor Time Study Line & Staff Organization Motion Study Piecework Incentives Line Balancing & Queueing Reliability Engineering Statistical Analysis Resource Management System Design MRP Decision Theory Simulation Operation Analysis
Ergonomics/ Human Factors
Robots
CAD/ CAM
Artificial Intelligence Japanese Production System Group Technology System Engineering Computer Network Flexible Automation Flexible Mfg System
Computer Integrated Manufacturing
Productivity Engineering Economy Human Relations
Inventory Model EOQ

Statistical Quality Control
Material Handling
Schedule Charts
Network Plant Layout Planning
Optimization Theory
Office Automation
1494
1750 1890 Industrial Revolution
1900
1915 1929 WW I Depression
1941 1958 WW II Space age
1980 High Tech.
1990 2000 Globalization
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What Do IEs Do ?
As a management engineer in a hospital, you may help doctors and nurses make the best use of their time in treating patients. You may also design procedures for optimum use of medical facilities to help bring the cost of healthcare down. As an ergonomist in a television manufacturing plant, you may change the tools workers use to assemble televisions to reduce the risk of repetitive stress injuries. As an operations analysts for an airline, you may design a bar coding system for identifying and transporting passengers luggage to ensure that it does not get lost. As a quality engineer for a public gas and electric company, you may improve customer satisfaction by designing a process to schedule service calls around the availability of the customer.
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Ruang Lingkup Aktivitas Profesi Teknik Industri (What Do IEs Do?)

Doing more, less and less Think technically, global view and flexible concept Work Method and Measurement Product Design and Development Value Analysis/ Engineering
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Business Profitability
Quality Engineering, Management & Improvement Ergonomic Analysis & Improvement
Efficiency and Productivity Improvement Production Simulation and Modeling System Approach
Decision Analysis Management Information System Human Resources Management
Cost Analysis & Reduction Program Facilities Planning, Design & Layout
Production Planning and Inventory Control Organization Development & Industrial Management
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Karakteristik Keilmuan TI/MI

TI/MI memberikan peluang untuk bekerja dalam berbagai jenis bidang kerja (bisnis/ industri). Aspek yang paling menonjol dari disiplin TI/MI adalah flexibility dalam aplikasi ilmu TI/MI (all share the common goal of saving companies money and increasing efficiencies). Dalam kondisi dimana banyak manajer perusahaan menghadapi masalah peningkatan daya saing, maka mereka harus mampu memperbaiki kualitas/produktivitas, menekan biaya, dan mempercepat waktu penyerahan barang. Disini diperlukan lulusan TI/MI, karena disiplin TI/MI memang mengajarkan kompetensi dan/atau kemampuan (spesialis) untuk permasalahan ini (eliminate waste of time, money, materials, energy, and other commodities). Disiplin TI/MI diharapkan mampu menyelamatkan uang perusahaan, itu sebabnya banyak perusahaan yang kemudian merekrut lulusan TI/MI dan mempromosikan dalam posisi manajemen karena orang-orang TI/MI dianggap bisa memahami proses tetapi juga sekaligus melihat proses produksi tidak hanya sebagai proses aliran material (material flow) namun juga sekaligus sebagai proses aliran uang (cash flow). Industrial engineers figure out how to do things better; they engineer processes and systems that improve quality and productivity.
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Successful industrial engineers must possess the ability to communicate effectively, for without it you cannot sell your ideas. You must be able to manage projects and multiple tasks, for without those skills you will be able less efficient and of less use to your employer. You must be able to observe others and understand why they are doing what they do, for without that change is an uphill battle (Advice from an IIE Member)
Performance Industri Masa Depan

Manufacturing : focus on processes, continuous improvement, mass-customization. Reach the market faster, at lower costs, at higher quality, high customer satisfaction and loyalty. Quality - reliability - maintainability - sustainability Manufacturing ethics : emphasis on people and environment (human capital/assets, human-ware, brainware, etc).
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PRODUCTION EMPLOYMENT
Old Style
Dominated by Technology Hierarchical Structures Authoritarian Management Specialization and Rigidly Define Roles Repetitive Tasks Jobs Designed Wholly by Experts De -skilling Close Supervision Minimal Workforce Cooperation
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New Style
Emphasis on People Network Structures Employee Participation in Decision Making Flexible Workforce Job Enrichment Workforce Involvement in Job Design Continual Upgrading of skills Greater Autonomy Substantial Workforce Cooperation
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Proyeksi Perkembangan Dunia Abad 21

Pengaruh Teknologi Informasi
Perubahan pola kerja, gaya kerja dan bentuk transaksi Kerja individual, outsourcing/networking, modal maya (virtual capital) Internet driven: e-commerce/business, e-mail, distance learning & services Perubahan gaya kepemimpinan dan manajemen Visioner, kreatif, transformatif dan komunikatif Empowering, intergratif-networking-sinergis, high-touch & high-tech, antisipatif, adaptif, dan kompeten Pergeseran pengendali kekuasaan ekonomi dan politik Bergeser dari pimpinan negara ke pimpinan pengendali informasi Hard-Skill ke Soft-Skill
Tantangan & Peluang

Kompetisi bebas dan terbuka Kemampuan pemenuhan persyaratan mengenai mutu, waktu, biaya akan ditentukan oleh pemakai (users) dan mengharuskan untuk peningkatan fleksibilitas/responsiveness serta inovasi produk (customer satisfaction) Pasar luas (global).
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Globalisasi
Telecommunication Change Transportation Complexity Travel

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Competitiveness
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Pola Pikir Menghadapi Tantangan Global?

Persaingan Global Daya Saing Perusahaan Operation Management
(as Competitional Weapon)
Professional People Kompetensi Education/Training

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Dampak Globalisasi dan Krisis Ekonomi di Indonesia

Globalisasi membawa dampak semakin ketatnya persaingan antar negara didalam upaya mereka untuk mendorong lebih cepat pertumbuhan ekonomi (industrialisasi) yang berorientasi outward looking. Semakin terkaitnya Indonesia dalam percaturan internasional yang mengakibatkan hentakan dan benturan dalam skala global, regional dan konflik internal didalam negeri sendiri (reformasi, konflik vertikalhorizontal, kesulitan ekonomi, dll). Dampak global yang menimbulkan kesulitan ekonomi di Indonesia merupakan krisis multi-dimensional yang disebabkan oleh banyak faktor (variabel) baik eksternal maupun internal, mata uang (hutang LN), ketidak-stabilan politik, dan lain-lain.
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Labor
Land
Industri
Capital
.. industri adalah lokasi (tempat) dimana aktivitas produksi akan diselenggarakan .. Aktivitas produksi . sekumpulan aktivitas yang diperlukan untuk merubah satu kumpulan masukan (inputs) menjadi produk luaran akhir (finished goods output) yang memiliki nilai tambah
Maybach 62 Mercedes Benz
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U$ 900.000
46
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Berapa Nilai Produk Sekarang Ini ?

Diagram Sistem Industri

Proses Manajemen
Environment
Standard Performance * Quality * Costs * Time Delivery
. Material . Human . Machines/ Equipment . Information . Energy
Finished Goods Products
Proses Produksi
Services
Waste, Defects, etc
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Aktivitas Produksi Ditinjau dari Proses Aliran Uang
Income
(Before Tax)
Modal Kerja
(Working Capital)
Long Term Capital Assets
Dividends Tax
Bhn Baku
Tenaga Energi Kerja
Informasi, dll
Capital (Depresiasi)
Proses Produksi/Operasional
(Proses Konversi Uang Menjadi Produk yang Memiliki Nilai Tambah)
Finished Goods Product
Proses Distribusi & Pemasaran/Penjualan

(Proses Konversi Produk Menjadi Uang)
Produktivitas, Unit Costs & Daya Saing

P2
ost ts/c U ni
UC1
P
P1 UC2
C
C os t/un it
t1 1998
t2 2003
t1 1998
t2 2003
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25
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Physical and Economic Criteria for Evaluating Production System

Inputs Labor Material Energy Other - Labor efficiency - Material utilization (scrap, waste, etc) - Energy utilization - Other - Labor cost - Materials cost - Energy Cost Poor selection of : . Suppliers . Parts and/or materials - Improved by trained workers - Unused capacity - Machine breakdowns - Shortages Loss of goodwill from dissatisfied customers . Poor quality . Late deliveries . Poor services
Performance Criteria Physical Economic Measurable Intangible
- Equipment utilization
Production Process
- Output rate - Inventory levels
Production overhead . Rents . Salaries . Insurance . Utilities . Etc
Products Services Outputs
- Quantity - Timing - Quality - Location
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Perkembangan Atribut Kompetisi
Cost
Quality
Delivery
Flexibility/ Responsiveness 1980 1990
Innovation
1800
1960
1970
2000
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Areas of Opportunity for Productivity Improvement

- Education & Training - Developments of Work Methods - Attitude & Motivation - Performance Related Pay - Working Environment - Inventory Control - Cash Management - Investment Analysis - Economic Planning & Control - Production Planning & Control - Plant Layout & Material Handling - Cost & Quality Control - Manufacturing Methods Analysis - Maintenance Scheduling - Company Strategy - Organizational Development - Management Development - Administration Rationalization - Manpower Analysis - General Market Analysis - Market Segmentation - Manufacturing & Price Strategy - Distribution Analysis - Organization of Marketing Function - Product Planning & Development - Product Profitability - Value Engineering & Analysis
Employee Productivity
Capital Productivity
Production Productivity
Organization Productivity
Sales Market Productivity
Product Productivity Pengantar Manajemen Industri/Sritomo W.Soebroto 54
4/26/2005
Improved Competitive Position and Profits
27
Megatrend 2000
(Paradigm Shift)
Masyarakat industri informasi Perekonomian lokal/nasional global Kebijakan sentralisasi desentralisasi Hirarki jaringan kerja (network) Era kejayaan individu (penguasaan teknologi/ informasi memungkinkan individu memiliki bargaining power yang lebih besar). Peningkatan kualitas SDM mutlak !
4/26/2005
Business Paradigm
Transform from : Into :
* Material Domination of * Problem Solving Service Capital * Innovative Product * Cheap Labor (Smart People) * Base on knowledge : * Availability of Raw - Science - Technology - Information
28
Faktor Keunggulan Bangsa

(Survey World Bank, 150 negara)
Innovation and Creativity 45% Networking 25% Technology 20% Natural Resources 10%
Catatan : *) Inovasi, kreatifitas, networking dan pengembangan teknologi di Indonesia dirasakan lemah/kurang. *) Inovasi, kreativitas, networking dan pengembangan teknologi sangat diperlukan dalam proses desain, manufakturing dan marketing produk-produk industri.
Pergeseran Paradigma Bisnis

Era Industri Perubahan lamban Lokal Hard technology Tangible asset Arm-length transaction Functional Product life-cycle lama Kekuatan otot
4/26/2005
Era Informasi Perubahan cepat Global Soft technology Intangible asset (information, knowledge) Closed Supplier-Customer Cross function Product life-cycle pendek Kekuatan Otak
58
29
Abad-Abad Perubahan
(Kresnayana Yahya, 2000)
Agricultural Age Industrial Age Information Age
Wealth Definition People work as People work in
food slaves/serfs hierarchies organization one-piece customization
food & things employees bureaucracies organization mass-production mfg system
knowledge partners team-nets/networks organization mass-customization mfg-system
Production system
Scarcity of resources
Abundance of information
4/26/2005
59
Paradigma Perubahan
(Aspek Kultural) Nilai Lokal/Tradisional Doktrin In-Loco Parentis Reaktif & Defensive Orientasi Masa Lalu Maksimasi Proses Pengendalian Ketat Kaku & Tidak Fleksibel
4/26/2005
Multikultural (Global) Demokrasi Inovatif & Proaktif Tantangan Masa Depan Maksimasi Output Empowering, Dinamis & Fleksibel
60
30
Paradigma Perubahan
(Aspek Struktural) Hirarki-Birokrasi Sentralisasi Interaksi Vertikal Rigid, Dependence Formal Channels Command Appointed Leaders Formal Jobs Network (Team-Net) Desentralisasi Interaksi Lateral (Sharing) Flexible, Independence Voluntary Relations Consultation/Participative Natural Leaders Loosely Defined Jobs
61
4/26/2005
Proses Perubahan Struktur Organisasi
Networks Bureaucracy Hierarchy Small Groups

Nomadic Age 4/26/2005
Bureaucracy Hierarchy Small Groups

Information Age 62
Hierarchy Small Groups

Industrial Age
Small Groups
Agricultural Age
31
Organisasi Masa Depan ?

Level management semakin sedikit, hirarki semakin pendek Adhocracy & porous departments Pelepasan sistem dari ikatan strukturnya (organisasi lebih fleksibel, otonom ?) Sharing resources (collaboration, partnership, dsb)
Strategic Options for Manufacturing & Service Industries

Related purchase Ownership
by backward integration
Buying other firm to gain market share and to buy the competition
Unrelated purchase
Creating a portfolio, supposedly to spread risk
Ownership
of distributors and/or retailers
Supplier base
Distribution outlets
Industry
Partnership
Buyer-supplier relationships
Joint ventures
Directly related to firms core activity
Joint ventures
Unrelated to core activity, but adds value for the firm
Partnership
Licensing agreements Distribution agreements
4/26/2005
64
32
Industrial engineer is synonymous with systems integrator ( a big picture thinker, in other words). Its an employee who takes what exists today and conceptualizes what exist in the future. IEs spend most of their time out in the real operating environment, coming up with scientific approaches to problems rather than seat-of-the pants, temporary solutions (The Institute of Industrial Engineers, 2001)
4/26/2005
66
33

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Pengantar Manajemen Industri

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Development curve for methodology (software)

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