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4/26/2005 Pengantar Manajemen Industri/Sritomo W.Soebroto
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Pengantar Manajemen Industri
Sritomo W.SoebrotoLaboratorium Ergonomi & Pengukuran Sistem Kerja
Jurusan Teknik IndustriInstitut Teknologi Sepuluh Nopember
SURABAYA
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Engineers or Managers?(Teknolog atau Ekonom)
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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)
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Sains, Rekayasa & Teknik Industri
Attributes Rekayasa(General Engineering)
Teknik Industri(Industrial Engineering)
Obyek
Yang Dihasilkan
Ukuran Kinerja
Ukuran Nilai
Diawali/DiakhiriDengan :
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
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Management
Engineering VS Management ?
Engineering
Engineering Management
• Problem terdefinisikan jelas• Sub-sistem material• Penuh dengan faktor/variableserba pasti
• Asumsi berlaku secara kontinyu• Data bisa dikembangkan baik• Keputusan diambil secaraanalitis
• Problem tidak bisa didefinisikanjelas
• Sub-sistem manusia• Banyak berhadapan denganfaktor/variable
• Asumsi tidak berlaku kontinyu• Data base tidak lengkap• Keputusan lebih banyak diambilberdasarkan 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, andmaintenance 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.
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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.
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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/MaterialsNuclear
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)
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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)
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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 graduate’s career is likely to involve some degree of management responsibility.
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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 inadequateinformation, under conditions of information, under conditions ofgreater 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, lessquantifiable 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 andsolving 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 organizationsand 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)
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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
The Greatest Problems1. People management2. Projects3. Industrial relations4. Money (budgets, etc)5. Innovation6. Profit/efficiency7. Interpersonal8. 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 danAplikasi 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.
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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 peranyang terintegrasi secara operasional.
• Cenderung bersifat “mekanistik” dan mengikuti hukum-hukumoperasional (mesin) yang serba eksak, logis dan rasional.
• Konsep “division of labor”, spesialisasi kerja (assembly work), pengukuran kerja, studi gerak (tata cara kerja) danpenetapan standard-standard kerja (waktu, output, upah, dll).
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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
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Teori Perilaku Manusia
• Aliran “behavioralism”. Dipelopori oleh Hugo Munsterberg, Elton Mayo, dan Abraham Maslow.
• Fungsi dan peran manusia sebagai “faktor produksiaktif”. Melihat manusia tidak dalam arti sebagai “man-power” semata, melainkan sebagai “human resources” atau “human” yang bisa dikembangkansehubungan dengan knowledge, skill, pengalaman, motivasi, atttitude, perilaku, informasi, kompetensi dllyang dimilikinya (human as intellectual assets).
• Human is a non-linear machine with continually change its programming without telling us?
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Faktor-Faktor ProduksiFaktor-Faktor Produksi Pasif(material, mesin, dll)
• Problem terdefinisi/formulasi se-cara jelas dan nyata (konkrit)
• Obyek yang dihadapi berupabenda fisik-tangible (material sub-system)
• Permasalahan serba eksak/pasti(deterministik, complete certainty)
• Asumsi yang diambil cenderungberlaku seterusnya (konstan)
• Segala keputusan yang diambilberdasarkan data konkrit denganperhitungan-perhitungan yang bisadidekati secara analitis dengankalkulasi kuantitatif.
Manusia Sebagai FaktorProduksi Aktif• Problem sulit didefinisikan/ formu-
lasi secara jelas-nyata (abstraktif)• Obyek yang dihadapi berupa
manusia dengan segalaperilakunya (human sub-system)
• Permasalahan serba tidak pasti, sulit diduga dan berubah-ubah(probabilistik, uncertainty)
• Asumsi terputus-putus dan tidakmenentu (tidak kontinyu)
• Keputusan cenderung diambilberdasarkan sensitivitas, intuitif, timbang rasa dan memerlukanseni/ kiat-kiat menghadapi manusia
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Pioneer Teknik Industri, ManajemenIndustri, Engineering Management ?
Adam Smith (1976) – menulis buku “the Wealth of Nation”, meningkatkan produktivitas melalui spesialisasi pekerja danperancangan 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” dankonsep produksi massal (mass-production) melaluipembuatan cetakan (die mould).
Henry Towne (1886) – menulis paper “the Engineers as Economist” dalam jurnal Transaction of ASME yang menekankan perlunya engineer untuk memperhatikan aspekekonomis (costs/profits) dalam setiap proyek teknis maupunkeputusan yang diambil.
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Pioneer Teknik Industri, ManajemenIndustri, Engineering Management ?
• 1895 – menyajikan paper “A Piece of Rate System” pada pertemuan ASME.
• 1903 – menyajikan “Shop Management” yang menyangkut beberapa prinsip dan konsep mengenaimethods study, time study, standardization of tools, planning department, classification systems for parts and products, routing system, dll. Tanggapankurang positif.
• 1907 – menulis makalah panjang (200 halaman) berjudul “Study of Metal Cutting” pada Transaction of ASME (rumus Taylor yang terkait dengan biayaproduksi dan umur pahat : C = VTn).
• 1909 – menulis “The Principles of Scientific Management” yang sangat kontroversial danfenomental : (1) menaikkan output produksisekaligus menurunkan biaya operator, namun jugamenaikkan gaji/upah mereka, (2) melatih operator dan meminta mereka bekerja pada kemampuanmaksimal untuk kenaikan upah (bonus/insentif) yang melebihi standard.
Frederick Winslow Taylor(1856 – 1915)
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Principle of Scientific Management
1) Develop a science for each element of man’s work, which replaces the old rule of
thumb method2) 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 secarailmiah, bukan dengan cara sekedarcoba-coba.
2) Lakukan seleksi, pelatihan dan pembinaan karyawan secara ilmiah, bukansecara individual tanpa sistematika.
3) Bina kerjasama dan hubungan baikdengan prinsip-prinsip ilmiah, sehinggasemua pekerjaan dikerjakan sesuaidengan prinsip ilmiah yang dikembangkan.
4) Lakukan pembagian kerja dengan kadarbobot dan tanggung-jawabyang seimbang, baik padamanajemen maupun padakaryawan/pekerja.
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Pioneer Teknik Industri, ManajemenIndustri, Engineering Management ?
Frank Gilbreth (1868 -1924)Sambil bekerja sekaligus mengevaluasi danmemperbaiki sistem kerjanya sendiri.Meningkatkan produktivitas hampir tiga kali lipat hanya dengan cara mengurangigerakannya dengan mengatur lokasi/ penempatan bahan baku.Menganalisa kerja dan menyusun klasifikasigerakan kerja mikro (micro-motion study) dengan mengintroduksi elemen-elemengerakan Therbligs.
Lillian Gilbreth (1878-1972)Istri dari Frank Gilbreth, seorang doktorpsikologi.Mengkoreksi pendekatan yang menempatkan manusia sebagai bagian dari“mesin kerja” dengan lebih menekankanpada aspek perilaku (behavior) manusia.
Frank & Lillian Gilbreth
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Chronological Development of Production Technology (Hardware) and Production Methodology (Software)
Development curvefor technology (hardware)
Development curvefor methodology(software)
1750 1800 1850 1900 1950 2000
Present
SteamEngine
Standardization andinterchangeability
Adam Smith
Charles Babbage
F. W TaylorFrank & Lillian Gilbreth
OperationResearch
TQC/QCC
Line Balancing
ElectronicComputer
Space Technology
Internet/Information Technology
Deg
ree
of D
evel
opm
ent
Time
Elton Mayo
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Engineering DevelopmentMilitary Engineering
Civilian Engineering
Mechanical Engineering
Industrial Engineering
Electrical Engineering
ChemicalEngineering
Mathematics &Physics
ComputerScience
Industrial &Systems/Management
Engineering
SocialSciences
Chemistry
Psychology
ManagementPhilosophy
ManagementScience (OR) Statistics
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Phase-Phase PerkembanganAktivitas Produksi di Industri
Phase-PhasePerkembangan
Job Order
MassCustomization
MassProduction
MassMarketing
Macam &Volume Produk
Area LokasiPemasaran
Sifat PerubahanTerjadi Periode
Customized,kecil, terbatas Lokal Tersendat,
Trial & Error
SebelumRevolusiIndustri
Standard, seri,batch, massal
Diversifikasi, banyak model
Sangat terdiversifikasi & masal
Regional
Nasional
Global/Internasional
Lambat,Scientific Method
Cepat
Turbulent
1930 - 1950
1950 - Skg
RevolusiIndustri - 1930
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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.
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Ruang LingkupProfesi Teknik Industri
• Human Activity System DesignBerkaitan dengan area kerja fisik dimanakegiatan produksi (interaksi sistem manusia-mesin) dilaksanakan. Perancangan fasilitas produksi(layout), manufacturing processes, methods engineering, ergonomics, etc.
• Management Control System DesignBerkaitan dengan prosedur perencanaan, pengu
kuran dan pengendalian produksi, cost analysis & control, management information system, etc.
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Kronologis PerkembanganDisiplin Teknik Industri
Phase Perkembangan
Revolusi Industri(1750-1900-an)
Scientific Management
(1890 - 1930-an)
Industrial Engineering(1930-1950-an)
OperationsResearch
(1945-1970-an)
Industrial & System Engineering
Problematik, Kasus, Konsep, atauPengembangan Teori
Mekanisasi Proses-2 Produksi, Interchange-abilityParts, 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 SystemDesign, 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, ReliabilityAnalysis, Decision/Optimization Theory, System
Engineering, Automation, Mgmt Information System, etc.
SkalaPandang
MIKRO
MIKRO&
MAKRO
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The Role of the Industrial Engineersin Integrating New Technologies
(1960 - 1980)
0%1960 1965 1970 1975 1980
100%
50%
Perbaikan Metodedan
PenyederhanaanKerja
Tata Letak Pabrik(Layout)
Standard-2Tenaga Kerja
Langsung(Waktu, Output,
Upah, dll)
Standard-2Tenaga Kerja
LangsungStandard-2
Tenaga KerjaLangsung
Standard-2TK Langsung
Std TK Tak Langsung
Tata Letak Pabrik
RekayasaProyek
Perbaikan Metoda &Penyederhanaan Kerja
Standard-2Tenaga KerjaTak Langsung
Std TK Tak Langsung
RekayasaProyek
Rancangan Fasilitas
RekayasaProyek
Manajemen Persediaan
Perenc.Sistem Non-Mfg
Analisa Finansial
Desain SIMPersediaan
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 Engineersin Integrating New Technologies
(1980 - 2000)
0%1980 1985 1990 1995 2000
100%
50%
ManagementControl
StrategicPlanning
StrategicPlanning
Sumber : Pritsker, AB. Defining the Role of the Industrial Engineer in Integrating New Technologies. Journal of Industrial Engineering, December 1985.
ManagementControl
OperationalControl
ManagementControl
Operational Control Operational
Control OperationalControl
ManagementControl
Strategic PlanningStrategic Planning
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Kompetensi Teknik Industri Menyongsong Masa DepanSumber: Sinks, DS. Can IE’s Become Master of Change? Journal Industrial Engineering, December 1985
Teknik Industri Teknik IndustriAliran 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, ProductivityInventory Control, Facilities ManagementPlaning, 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, OrganizationIndustrial Organization/Mgmt Development/Behavior, Industrial Psychology
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Kronologi Pengembangan Profesi Teknik Industri
1494 1750 1890 1900 1915 1929 1941 1958 1980 1990 2000Industrial Revolution WW I Depression WW II Space age High Tech. Globalization
Accounting Time Study
Division andSpecialization of
Labor
InterchangeableParts
Standardization
Mass Production
Efficiency Experts
PieceworkIncentives
Motion Study
ScheduleCharts
StatisticalQualityControl
Inventory Model EOQ
Line & StaffOrganization
Wage Incentive Plan
Line Balancing& Queueing
Plant Layout
MaterialHandling
NetworkPlanning
Human Relations
EngineeringEconomy
Ergonomics/HumanFactors
Productivity
OptimizationTheory
SystemEngineering
OfficeAutomation
Computer Integrated
Manufacturing
ManagementControls
Tool Design
Labor Union
OperationAnalysis
Simulation
Group Technology
Flexible Mfg System
DecisionTheory
FlexibleAutomation
JapaneseProduction System
Artificial Intelligence
MRP
CAD/CAM
SystemDesign
StatisticalAnalysis
RobotsReliability
Engineering
ResourceManagement
ComputerNetwork
Scientific Management Industrial EngineeringOperation Research
Industrial & Systems EngineeringMicro View
Macro & Micro View
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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?)
Think technically,global view and flexible concept
Work Methodand Measurement
Doing more, less and less
BusinessProfitability
Efficiency andProductivity Improvement
Process Design,Analysis & Improvement
Cost Analysis &Reduction Program
Facilities Planning, Design & Layout
Quality Engineering,Management &Improvement
Ergonomic Analysis & Improvement
Production Planningand Inventory Control
ProductionSimulation
andModeling
ManagementInformation
System
Value Analysis/Engineering
Organization Development &
Industrial Management
SystemApproach
DecisionAnalysis
HumanResources
ManagementProduct Design
and Development
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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 peningkatandaya saing, maka mereka harus mampu memperbaiki kualitas/produktivitas, menekanbiaya, 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 sebabnyabanyak perusahaan yang kemudian merekrut lulusan TI/MI dan mempromosikandalam posisi manajemen karena orang-orang TI/MI dianggap bisa memahami prosestetapi 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 possessthe ability to communicate effectively, for without it
you cannot sell your ideas. You must be ableto 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 understandwhy they are doing what they do, for without that
change is an uphill battle”(Advice from an IIE Member)
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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).
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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 StyleOld Style
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Proyeksi Perkembangan Dunia Abad 21Pengaruh Teknologi Informasi
Perubahan pola kerja, gaya kerja dan bentuk transaksiKerja individual, outsourcing/networking, modal maya
(virtual capital)Internet driven: e-commerce/business, e-mail, distance
learning & servicesPerubahan gaya kepemimpinan dan manajemen
Visioner, kreatif, transformatif dan komunikatifEmpowering, intergratif-networking-sinergis, high-touch &
high-tech, antisipatif, adaptif, dan kompetenPergeseran pengendali kekuasaan ekonomi dan politik
Bergeser dari pimpinan negara ke pimpinan pengendali informasiHard-Skill ke Soft-Skill
Tantangan & PeluangKompetisi bebas dan terbukaKemampuan pemenuhan persyaratan mengenai mutu, waktu, biaya akan ditentukan oleh pemakai (users) danmengharuskan untuk peningkatan fleksibilitas/responsiveness serta inovasi produk (customer satisfaction)Pasar luas (global).
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Globalisasi
• Change• Complexity• Competitiveness
• Telecommunication• Transportation• Travel
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Pola Pikir Menghadapi Tantangan Global?
Education/Training
Kompetensi
Professional People
Operation Management(as Competitional Weapon)
Daya Saing Perusahaan
Persaingan Global
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Dampak Globalisasi danKrisis Ekonomi di Indonesia
• Globalisasi membawa dampak semakin ketatnyapersaingan 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 banyakfaktor (variabel) baik eksternal maupun internal, mata uang (hutangLN), ketidak-stabilan politik, dan lain-lain.
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Land Capital
Labor
….. industri adalah lokasi (tempat) dimana aktivitas produksiakan diselenggarakan …..
Aktivitas produksi …. sekumpulan aktivitas yang diperlukanuntuk merubah satu kumpulan masukan (inputs) menjadi produkluaran akhir (finished goods output) yang memiliki nilai tambah
Industri
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Maybach 62Mercedes Benz
U$ 900.000
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Berapa Nilai Produk Sekarang Ini ?
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Finished Goods Products
Waste,Defects, etc
“Diagram Sistem Industri”
Services
. Material
. Human
. Machines/Equipment
. Information
. Energy
Proses Manajemen
Environment
StandardPerformance* Quality* Costs* Time
Delivery
ProsesProduksi
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Proses Produksi/Operasional(Proses Konversi Uang Menjadi Produk yang Memiliki Nilai Tambah)
TaxDividends Bhn Baku Tenaga
KerjaEnergi Informasi,
dllCapital(Depresiasi)
Proses Distribusi & Pemasaran/Penjualan(Proses Konversi Produk Menjadi Uang)
Finished Goods Product
Long TermCapital Assets
Modal Kerja(Working Capital)
Income(Before Tax)
Aktivitas ProduksiDitinjau dari ProsesAliran Uang
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Produktivitas, Unit Costs & Daya Saing
P CP1
P2
t1 t220031998
t11998
t22003
UC1
UC2
Units/cost
Cost/unit
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Physical and Economic Criteria for Evaluating Production System
ProductionProcess
ServicesProducts
Outputs
Performance Criteria
Labor
Material
Energy
Other
Inputs
PhysicalEconomic
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
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Perkembangan Atribut Kompetisi
Cost Quality Delivery Flexibility/Responsiveness Innovation
1800 1960 1970 1980 1990 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
EmployeeProductivity
CapitalProductivity
ProductionProductivity
OrganizationProductivity
Sales MarketProductivity
ProductProductivity
Impr
oved
Com
petit
ive
Posi
tion
and
Prof
its
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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 !
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Business Paradigm
Transform from :
* Material Domination ofCapital
* Cheap Labor
* Availability of Raw
Into :
* Problem Solving Service
* Innovative Product(Smart People)
* Base on knowledge :- Science- Technology- Information
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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.
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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
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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
foodfood &things
knowledge
slaves/serfs employees partners
hierarchiesorganization
bureaucraciesorganization
team-nets/networksorganization
one-piececustomization
mass-productionmfg system
mass-customizationmfg-system
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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
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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
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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
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Organisasi Masa Depan ?
• Level management semakinsedikit, hirarki semakin pendek
• Adhocracy & porous departments• Pelepasan sistem dari ikatan strukturnya
(organisasi lebih fleksibel, otonom ?)• Sharing resources (collaboration,
partnership, dsb)
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Strategic Options for Manufacturing & Service Industries
Industry
Supplier base
Ownershipby backward integration
PartnershipBuyer-supplierrelationships
Ownershipof distributors and/or retailers
PartnershipLicensing agreements
Distribution agreements
Related purchaseBuying other firm to
gain market share and to buy the competition
Joint venturesDirectly related tofirm’s core activity
Joint venturesUnrelated to core
activity, but adds valuefor the firm
Unrelated purchaseCreating a portfolio,
supposedly to spread risk
Distributionoutlets
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Industrial engineer is synonymous with systems integrator ( a big picture thinker, in other
words). It’s 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)
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