0.Pengantar Teknik & Manajemen Industri.pdf

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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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• 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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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

25


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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

26


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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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0.Pengantar Teknik & Manajemen Industri.pdf

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