2.pengantar Teknik & Manajemen Industri

1
4/26/2005 Pengantar Manajemen

Industri/Sritomo W.Soebroto
1
Pengantar Manajemen Industri
Sritomo W.Soebroto
Laboratorium Ergonomi & Pengukuran Sistem Kerja
Jurusan Teknik Industri
Institut Teknologi Sepuluh Nopember
SURABAYA
2
Engineers or Managers?
(Teknolog atau Ekonom)
2
3
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)
4
Sains, Rekayasa & Teknik Industri
Attributes
Rekayasa
(General Engineering)
Teknik Industri
(Industrial Engineering)
Obyek
Yang Dihasilkan
Ukuran Kinerja
Ukuran Nilai
Diawali/Diakhiri
Dengan :
Profesi
Sistem Alamiah
(Natural)
Teori/Pengetahuan
Sistem Buatan
Sains
Sistem Integral
(Mikro/Makro)
Kebenaran
Mutlak
(absolute)
Keingin-Tahuan
(Curiousity)
Ilmuwan
(Scientist)
Insinyur
(Engineer)
Produk/Proses
Manfaat
(Benefits for Mankind)
Relatif
Kebutuhan/Persoalan
(Needs & Problems)
Nilai Tambah
(Value Added)
Produktivitas,
Efektivitas dan Efisiensi
Kontekstual
Kebutuhan/Persoalan
(Needs & Problems)
Insinyur, Manager &
Leader
3
5
Management
Engineering VS Management ?
Engineering
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
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
6
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.
4
7
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 communi-
cation/ 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.
8
Engineering Employment By Discipline
(1,483,014 Employed Engineers in USA, 1990)
0 50 100 150 200 250 300 350 400 450 500
Electrical
Mechanical
Civil
Industrial
Aerospace
Chemical
Metallurgical/
Materials
Nuclear
Petroleum
Mining, Computer,
and All Others
420,187
(28.33%)
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%)
Estimated Number Employed, 1990 (thousands)
5
9
Engineering Employment by Type of Employer
(1.483.014 Employed Engineers in USA, 1990)
0 100 200 300 400 500 600 700 800 900 1000
Manufacturing
Services
Government
Transportation &
Public Utilities
Wholesale &
Retail Trade
Mining
Construction
Finance, Insurance,
and Real estate
Agriculture,
Forestry, and Fishing
739,314
(49.85%)
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%)
Estimated Number Employed, 1990 (thousands)
10
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.
6
11
Role Differences Between Engineers and Managers
Position Engineer Manager
1. Focus - More concerned with things - More concerned with people.
technical/scientific.
2. Decision Making - Makes decision with much - Makes decision often with inadequate
information, under conditions of information, under conditions of
greater certainty. greater uncertainty.
3. Involvement - Works on tasks and problem - Directs the work of others to goals.
solving personally.
4. Process Outcome - Work based on facts with - Work based on fewer facts, less
quantifiable outcomes. measurable outcomes.
5. Effectiveness - Depends on personal technical - Depends on interpersonal skills in
expertise, attention to detail, communication, conflict management,
mathematical/technical problem getting ideas across, negotiating and
solving and designing. Coaching.
6. Dependency - Experiences role as autonomous. - Experiences role as interdependent.
7. Responsibility Individual accomplishment in one - Many objectives at once, requiring
project, task, or problem at a time. orchestrating a broad range of
variables and organizational entities.
8. Creativity - Creative with products, design, - Creative with people and organizations
and materials.
9. Bottom Line - Will it work? - Will it make/save money for organiza-
tion?
(P. Morrison, Making Managers of Engineers, Journal of Management Engineering, Vol.2, No. 4, 1986)
12
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.
7
13
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
The Greatest Problems
1. People management
2. Projects
3. Industrial relations
4. Money (budgets, etc)
5. Innovation
6. Profit/efficiency
7. Interpersonal
8. Others
14
Manajemen ?
Managing is doing
some thing through
other person for some
goal
8
15
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.
16
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 satuan-
satuan 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).
9
17
Teori Organisasi Klasik
(The Classical Organization Theory)
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
18
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 man-
power 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?
10
19
Faktor-Faktor Produksi
Faktor-Faktor Produksi Pasif
(material, mesin, dll)
Problem terdefinisi/formulasi se-
cara jelas dan nyata (konkrit)
Obyek yang dihadapi berupa
benda fisik-tangible (material sub-
system)
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/ formu-
lasi 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
20
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.
11
21
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 = VT
n
).
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.
Frederick Winslow Taylor
(1856 1915)
22
Principle of
Scientific Management
1) Develop a science for
each element of mans work,
which replaces the old rule of
thumb method
2) 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.
3) 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.
4) 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.
12
23
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.
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.
Frank & Lillian Gilbreth
24
Chronological Development of Production Technology
(Hardware) and Production Methodology (Software)
Development curve
for technology
(hardware)
Development curve
for methodology
(software)
1750 1800 1850 1900 1950 2000
Present
Steam
Engine
Standardization
and
interchangeability
Adam Smith
Charles Babbage
F. W Taylor
Frank & Lillian Gilbreth
Operation
Research
TQC/QCC
Line Balancing
Electronic
Computer
Space Technology
Internet/
Information
Technology
D
e
g
r
e
e

o
f

D
e
v
e
l
o
p
m
e
n
t
Time
Elton Mayo
13
25
Engineering Development
Military Engineering
Civilian Engineering
Mechanical Engineering
Industrial Engineering
Electrical
Engineering
Chemical
Engineering
Mathematics &
Physics
Computer
Science
Industrial &
Systems/Management
Engineering
Social
Sciences
Chemistry
Psychology
Management
Philosophy
Management
Science (OR)
Statistics
26
Phase-Phase Perkembangan
Aktivitas Produksi di Industri
Phase-Phase
Perkembangan
Job Order
Mass
Customization
Mass
Production
Mass
Marketing
Macam &
Volume Produk
Area Lokasi
Pemasaran
Sifat Perubahan
Terjadi
Periode
Customized,
kecil, terbatas
Lokal
Tersendat,
Trial & Error
Sebelum
Revolusi
Industri
Standard, seri,
batch, massal
Diversifikasi,
banyak model
Sangat terdiver
sifikasi & masal
Regional
Nasional
Global/
Internasional
Lambat,
Scientific Method
Cepat
Turbulent
1930 - 1950
1950 - Skg
Revolusi
Industri - 1930
14
27
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.
28
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.
15
29
Kronologis Perkembangan
Disiplin Teknik Industri
Phase
Perkembangan
Revolusi Industri
(1750-1900-an)
Scientific
Management
(1890 - 1930-an)
(1930-1950-an)
Operations
Research
(1945-1970-an)
Industrial &
System Engineering
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.
Control Theory, Large-Scale System, Total System
Design, Social System, Cybernetics, Behavioral Theory
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.
Skala
Pandang
MIKRO
MIKRO
&
MAKRO
30
The Role of the Industrial Engineers
in Integrating New Technologies
(1960 - 1980)
0%
1960 1965 1970 1975 1980
100%
50%
Perbaikan Metode
dan
Penyederhanaan
Kerja
Tata Letak Pabrik
(Layout)
Standard-2
Tenaga Kerja
Langsung
(Waktu, Output,
Upah, dll)
Standard-2
Tenaga Kerja
Langsung
Standard-2
Tenaga Kerja
Langsung
Standard-2
TK Langsung
Std TK Tak Langsung
Tata Letak Pabrik
Rekayasa
Proyek
Perbaikan Metoda &
Penyederhanaan Kerja
Standard-2
Tenaga Kerja
Tak Langsung
Std TK Tak Langsung
Rekayasa
Proyek
Rancangan Fasilitas
Rekayasa
Proyek
Manajemen Persediaan
Perenc.SistemNon-Mfg
Analisa Finansial
Desain SIM
Persediaan
Sumber : Pritsker, AB. Defining the Role of the Industrial Engineer in Integrating New
Technologies. Journal of Industrial Engineering, December 1985.
16
31
The Role of the Industrial Engineers
in Integrating New Technologies
(1980 - 2000)
0%
1980 1985 1990 1995 2000
100%
50%
Management
Control
Strategic
Planning
Strategic
Planning
Sumber : Pritsker, AB. Defining the Role of the Industrial Engineer in Integrating New
Technologies. Journal of Industrial Engineering, December 1985.
Management
Control
Operational
Control
Management
Control
Operational
Control Operational
Control
Operational
Control
Management
Control
Strategic Planning Strategic Planning
32
Kompetensi Teknik Industri Menyongsong Masa Depan
Sumber: Sinks, DS. Can IEs Become Master of Change? Journal Industrial Engineering, December 1985
Teknik Industri Teknik Industri
Aliran Tradisional Aliran Modern
- Work Measurement + (plus) Performance & Productivity Measurement
- Methods Engineering + (plus) Operation Analysis, I/O Analysis, etc
- Human Factors Engineering + (plus) Socio -Technical System Design
- Operation Research + (plus) Mgmt Support System Design, Development and
Facilitation
- Engineering Economy + (plus) Capital Productivity Management
- Manufacturing Processes, + (plus) Manufacturing Systems Mgmt, Productivity
Inventory Control, Facilities Management
Planing, Production Control
- Quality Control, Reliability + (plus) Quality Management (Total)
and Statistics
- Productivity Improvement + (plus) Strategic Planning/Mgmt, etc
- Computers Programming, + (plus) Corporate Finance, Cost Analysis, Organization
Industrial Organization/Mgmt Development/Behavior, Industrial Psychology
17
33
Kronologi Pengembangan Profesi Teknik Industri
1494 1750 1890 1900 1915 1929 1941 1958 1980 1990 2000
Industrial Revolution WW I Depression WW II Space age High Tech. Globalization
Accounting
Time Study
Division and
Specialization of
Labor
Interchangeable
Parts
Standardization
Mass Production
Efficiency Experts
Piecework
Incentives
Motion Study
Schedule
Charts
Statistical
Quality
Control
Inventory
Model EOQ
Line & Staff
Organization
Wage Incentive Plan
Line Balancing
& Queueing
Plant Layout
Material
Handling
Network
Planning
Human Relations
Engineering
Economy
Ergonomics/
Human
Factors
Productivity
Optimization
Theory
System
Engineering
Office
Automation
Computer
Integrated
Manufacturing
Management
Controls
Tool Design
Labor Union
Operation
Analysis
Simulation
Group
Technology
Flexible Mfg System
Decision
Theory
Flexible
Automation
Japanese
Production System
Artificial Intelligence
MRP
CAD/
CAM
System
Design
Statistical
Analysis
Robots
Reliability
Engineering
Resource
Management
Computer
Network
Scientific Management
Operation Research
Industrial & Systems Engineering
Micro View
Macro & Micro View
34
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.
18
35
Ruang Lingkup Aktivitas Profesi Teknik Industri
(What Do IEs Do?)
Think technically,
global view and
flexible concept
Work Method
and Measurement
Doing more,
less and less
Business
Profitability
Efficiency and
Productivity Improvement
Process Design,
Analysis & Improvement
Cost Analysis &
Reduction Program
Facilities Planning,
Design & Layout
Quality Engineering,
Management &
Improvement
Ergonomic Analysis
& Improvement
Production Planning
and Inventory Control
Production
Simulation
and
Modeling
Management
Information
System
Value Analysis/
Engineering
Organization Development
&
Industrial Management
System
Approach
Decision
Analysis
Human
Resources
Management
Product Design
and Development
36
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.
19
37
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)
38
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, brain-
ware, etc).
20
39
PRODUCTION EMPLOYMENT
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
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
New Style
Old Style
40
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).
21
41
Globalisasi
Change
Complexity
Competitiveness
Telecommunication
Transportation
Travel
42
Pola Pikir Menghadapi Tantangan Global?
Education/Training
Kompetensi
Professional People
Operation Management
(as Competitional Weapon)
Daya Saing Perusahaan
Persaingan Global
22
43
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 vertikal-
horizontal, 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.
44
23
45
Land
Capital
Labor
.. 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
Industri
46
Maybach 62
Mercedes Benz
U$ 900.000
24
47
Berapa Nilai Produk Sekarang Ini ?
48
Finished Goods
Products
Waste,
Defects, etc
Diagram SistemIndustri
Services
. Material
. Human
. Machines/
Equipment
. Information
. Energy
Proses Manajemen
Environment
Standard
Performance
* Quality
* Costs
* Time
Delivery
Proses
Produksi
25
49
Proses Produksi/Operasional
(Proses Konversi Uang Menjadi Produk yang Memiliki Nilai Tambah)
Tax
Dividends Bhn Baku
Tenaga
Kerja
Energi
Informasi,
dll
Capital
(Depresiasi)
Proses Distribusi & Pemasaran/Penjualan
(Proses Konversi Produk Menjadi Uang)
Finished Goods Product
Long Term
Capital Assets
Modal Kerja
(Working Capital)
Income
(Before Tax)
Aktivitas Produksi
Ditinjau dari Proses
Aliran Uang
50
Produktivitas, Unit Costs & Daya Saing
P C
P
1
P
2
t
1
t
2
2003 1998
t
1
1998
t
2
2003
UC
1
UC
2
U
n
i
t
s
/c
o
s
t
C
o
s
t
/u
n
it
26
51
52
Physical and Economic Criteria for
Evaluating Production System
Production
Process
Services
Products
Outputs
Performance Criteria
Labor
Material
Energy
Other
Inputs
Physical
Economic
Measurable Intangible
- Labor efficiency
- Material utilization
(scrap, waste, etc)
- Energy utilization
- Other
- Labor cost
- Materials cost
- Energy Cost
- Equipment utilization
- Output rate
- Inventory levels
- Quantity
- Timing
- Quality
- Location
Production overhead
. Rents
. Salaries
. Insurance
. Utilities
. Etc
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
27
53
Perkembangan Atribut Kompetisi
Cost Quality
Delivery
Flexibility/
Responsiveness
Innovation
1800 1960 1970 1980 1990 2000
54
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
I
m
p
r
o
v
e
d

C
o
m
p
e
t
i
t
i
v
e
P
o
s
i
t
i
o
n

a
n
d

P
r
o
f
i
t
s
28
55
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 !
56
Business Paradigm
Transform from :
* Material Domination of
Capital
* Cheap Labor
* Availability of Raw
Into :
* Problem Solving Service
* Innovative Product
(Smart People)
* Base on knowledge :
- Science
- Technology
- Information
29
57
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.
58
Pergeseran Paradigma Bisnis
Perubahan lamban
Lokal
Hard technology
Tangible asset
Arm-length transaction
Functional
Product life-cycle lama
Kekuatan otot
Perubahan cepat
Global
Soft technology
Intangible asset
(information, knowledge)
Closed Supplier-Customer
Cross function
Product life-cycle pendek
Kekuatan Otak
Era Industri Era Informasi
30
59
Abad-Abad Perubahan
(Kresnayana Yahya, 2000)
Agricultural Age Industrial Age Information Age
Wealth Definition
People work as
People work in
Production system
Scarcity of resources Abundance of information
food
food &
things
knowledge
slaves/serfs employees partners
hierarchies
organization
bureaucracies
organization
team-nets/networks
organization
one-piece
customization
mass-production
mfg system
mass-customization
mfg-system
60
Paradigma Perubahan
(Aspek Kultural)
Nilai Lokal/Tradisional
Doktrin In-Loco Parentis
Reaktif & Defensive
Orientasi Masa Lalu
Maksimasi Proses
Pengendalian Ketat
Kaku & Tidak Fleksibel
Multikultural (Global)
Demokrasi
Inovatif & Proaktif
Tantangan Masa
Depan
Maksimasi Output
Empowering,
Dinamis & Fleksibel
31
61
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
62
Proses Perubahan Struktur Organisasi
Small Groups
Bureaucracy
Networks
Small Groups Small Groups
Hierarchy Hierarchy
Small Groups
Bureaucracy
Nomadic Age Agricultural Age Industrial Age Information Age
Hierarchy
32
63
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)
64
Strategic Options for
Manufacturing & Service Industries
Industry
Supplier base
Ownership
by backward integration
Partnership
Buyer-supplier
relationships
Ownership
of distributors
and/or retailers
Partnership
Licensing agreements
Distribution agreements
Related purchase
Buying other firm to
gain market share and to buy
the competition
Joint ventures
Directly related to
firms core activity
Joint ventures
Unrelated to core
activity, but adds value
for the firm
Unrelated purchase
Creating a portfolio,
supposedly to spread risk
Distribution
outlets
33
65
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)
66

2.pengantar Teknik & Manajemen Industri

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

2.pengantar Teknik & Manajemen Industri

Uploaded by

Copyright:

Available Formats

1

4/26/2005 Pengantar Manajemen

You might also like