OPERATIONS & QUALITY

MANAGEMENT
(oqm)

Dr. Eriana Astuty, S.T., M.M.

1.1
OPERATIONS & QUALITY
MANAGEMENT
INTRODUCTION
 Learning Objectives

What you will learn in this unit:

 Define Operations Management?
 The role and activities of operation management
 The input-transformation-output model
 Difference between goods and services
 What is Operations strategy
 Performance objectives of operations strategy
 Productivity Measurement
 What is Operations
Management?

“ Operation Management is the set of

activities that create goods and
services through the transformation of
inputs into outputs effectively and
efficient.”
(Slack, 2001)
 Typical Organization Chart

Source: Reid and Sanders, 2005.

Activities of Operations manager

- Understand the operation’s strategic

objectives
- Developing an operation’s strategy for the
organization
- Designing the operation’s products, services
and processes
- Planning and controlling the operation
- Improving the performance of the
operation.
 OM’s Transformation Role

Source: Reid and Sanders, 2005.

 The input-transformation-output model

Transformed
resources

Materials
Information
Customers

Goods
Input Transformation Output and
process services

Transforming
resources

Facilities
Staff

Source: Slack, 2001

Inputs

Transformed resources – the resources that are treated,

transformed or converted in some way. The transformed
resources which operations take in are usually a mixture of
materials, information and customers.

Transforming resources – the resources that act upon the

transformed resources. Facilities and staff are the two types
of transforming resources. Facilities include building,
equipment, plant and process technology etc., Staff includes
all those who operate, maintain, plan and manage the
operation.
 The output from most operations is a mixture of
goods and services
PURE GOODS
Tangible
CRUDE OIL PRODUCTION

Can be stored
ALUMINIUM SMELTING Production precedes
consumption
SPECIALIST MACHINE TOOL
Low customer
contact
MANUFACTURER
Can be transported
Quality is evident
RESTAURANT

COMPUTER SYSTEMS
SERVICES

PSYCHOTHERAPY CLINIC
CONSULTANCY
MANAGEMENT
Intangible
Cannot be stored
Production and
consumption are
simultaneous
High customer contact
Cannot be transported
Quality difficult to judge
PURE SERVICES
Source: Slack, 2001
Similarities-
Service/Manufacturers
 All use technology
 Both have quality, productivity, &
response issues
 All must forecast demand
 Each will have capacity, layout, and
location issues
 All have customers and suppliers
 All have scheduling and staffing
issues
 The activities of operations
management
ENVIRONMENT
INPUT
TRANSFORMED OPERATIONS
RESOURCES STRATEGY
MATERIALS
INFROMATION
CUSTOMERS
IMPROVEMENT
DESIGN GOODS
INPUT OUTPUT AND
SERVICES
PLANNING AND
FACILITIES CONTROL
STAFF
INPUT
TRASNFORMING
RESOURCES ENVIRONMENT
Operations Strategy

Operations strategy is the

total patterns of decisions
and actions which set the
role, objectives and activities
of the operation so that they
contribute to, and support,
the organisation’s business
strategy
Operations Strategy – Designing
the Operations Function
References

 Reid R.D., and Sanders N. R., (2005)

Operations Management, 2nd Edition,
Wiley Publication.
 Slacks Nigel and Lewis Mike, (2002)
Operations Management, Prentice
Hall.
INTRODUCTION TASK

1. Mentioned 2 exist companies

(manufacturer company and
services company), and then
describe the operation for
each company through the
input-transformation-output
model

(See the slide of The input-transformation-output model)

INTRODUCTION TASK

2.Give some examples for

companies that create
output from most
operations as a mixture of
goods and services

(See: the slide of The output from most operations is a

mixture of goods and services)
1.2
Productivity
(Produktivitas)
PRODUKTIVITAS

Produktivitas adalah perbandingan

antara output (barang/jasa) dengan
input (tenaga kerja, modal, energy, dll).
Pengukuran produktivitas dapat
dilakukan dengan menggunakan
persamaan di bawah ini:

OUTPUT
PRODUKTIVITAS =
INPUT
 JENIS PERHITUNGAN
PRODUKTIVITAS
1. PRODUKTIVITAS TUNGGAL (Single Factor):
Contoh:
Satuan Output
Produktivitas Tenaga Kerja =
Satuan Jam Kerja Yang Dipakai

Satuan Output
Produktivitas Bahan Baku =
Satuan Bahan Baku Yang Dipakai

Satuan Output
Produktivitas Energi =
Satuan Energi Yang Dipakai

Satuan Output
Produktivitas Modal=
Satuan Modal Yang Dikeluarkan
 JENIS PERHITUNGAN
PRODUKTIVITAS
2. PRODUKTIVITAS MULTI FAKTOR
Produktivitas Multi Faktor

=
Satuan Output
(TK+BB+Energi+Modal+dll) dalam 𝑚𝑎𝑡𝑎 𝑢𝑎𝑛𝑔
CONTOH SOAL
Collins ingin menghitung produktivitas tunggal
dan multifaktor dengan melakukan sistem
pencarian judul terbaru dengan cara
terkomputerisasi.
Di perusahaan tersebut dipekerjakan 4 orang
yang masing-masing bekerja 8 jam perhari
(dengan upah $640 perhari) dan biaya rutin $400
perhari. Collins memproses dan menyelesaikan 8
judul perhari.
Menggunakan sistem yang terkomputerisasi
ternyata meningkat hingga 14 judul perhari.
Walaupun jumlah pekerja, jumlah jam kerja, dan
upah mereka tetap sama, biaya rutin sekarang
menjadi $800 per hari
JAWABAN:

PRODUKTIVITAS TUNGGAL:
Sistem Lama: Produktivitas TK = 0,25 judul/jam orang
Sistem Baru: Produktivitas TK = 0,44 judul/jam orang
Meningkat = 0,19 judul/jam orang
Meningkat sebesar 75%

PRODUKTIVITAS MULTI FAKTOR:

Sistem Lama: Produktivitas = 0,0077 judul/dolar
Sistem Baru: Produktivitas = 0,0097 judul/dolar
Meningkat = 0,002 judul/dolar
Meningkat sebesar 26%
 LATIHAN SOAL
Bob memberikan laporan operasional perusahaannya sebagai
berikut:
2006 2007
- Produksi (unit) 4.500 6000
- Bahan Baku (Produk sampingan minyak 700 900
bumi dalam satuan barrel)
Bob menyadari
- Jam kerja (jam orang) 22.000 28.000
- Investasi modal untuk dept. operasional ($) $375.000 $620.000

Bob menyadari terjadi peningkatan sbb:

- Upah pekerja dari $13 per jam menjadi $14 per jam.
- Biaya bahan baku dari $320 per barrel menjadi $360 per barrel
- Investasi modal dari $375.000 menjadi $620.000

Hitunglah PRODUKTIVITAS TUNGGAL DAN MULTIFAKTORNYA:

 JAWABAN:
PRODUKTIVITAS TUNGGAL:
Produktivitas TK:
2006= 0,2 unit/jam 2007=0,2 unit/jam
Produktivitas konstan
Produktivitas BB:
2006= 6,43 unit/barrel 2007=6,67 unit/barrel
Produktivitas naik sebesar 0,24 unit/barrel (3,7%)
Produktivitas Modal:
2006= 0,012 unit/$ 2007=0,009 unit/$
Produktivitas turun sebesar 0,003 unit/$ (25%)
PRODUKTIVITAS MULTIFAKTOR:
2006
Produktivitas = 0,0051 unit/$
2007
Produktivitas = 0,0045 unit/$

Sehingga disimpulkan produktivitas multifaktor

MENURUN sebesar = 0,0006 unit/$ (11,7%)
1.3
TEN (10) Strategic
OM Decisions
 10 Strategic OM Decisions

1. Goods and 6. Human resources

service design and job design
2. Quality 7. Supply chain
3. Process and management
capacity design
4. Location 8. Inventory
selection 9. Scheduling
5. Layout design 10. Maintenance
 Goods and Services and
the 10 OM Decisions

Operations
Decisions Goods Services
Goods and Product is usually Product is not
service tangible tangible
design
Quality Many objective Many subjective
standards standards
Process Customers not Customer may be
and involved directly involved
capacity Capacity must
design match demand
Operations
Decisions Goods Services
Location Near raw Near customers
selection materials and
labor
Layout Production Enhances product
design efficiency and production
Human Technical skills, Interact with
resources consistent labor customers, labor
and job standards, output standards vary
design based wages
Operations
Decisions Goods Services
Supply Relationship Important, but
chain critical to final may not be
product critical
Inventory Raw materials, Cannot be stored
work-in-process,
and finished
goods may be
held
Scheduling Level schedules Meet immediate
possible customer demand
Operations
Decisions Goods Services
Maintenance Often preventive Often “repair” and
and takes place takes place at
at production site customer’s site