Modul : VIII/INA

DOC. No. : 8.1.0002.00

March 2024 Version : 07- 2023
▪ Curriculum Vitae
• Personal data
Name : Ariyono W Ardi , Drs. Apt. MM
Contact : [email protected]. Mobile : 081289094998
• Professional Experience
• PT Smith Kleine Beecham Indonesia, Assistant Production Manager
• PT Schering Indonesia (the subsidiary of Schering AG, Germany), Quality Assurance Manager
• PT Bristol Myers Squibb Indonesia, Quality Operation Manager
• PT Schering-Plough Indonesia, Plant Director
• OPV Pharmaceutical Ltd., Vietnam, Technical Director
• PT Pradja Pharin (Prafa) Indonesia, Plant Manager Accountable
• PT Darya-Varia Laboratoria Tbk, Plant Manager Raise the bar
• PT Mitra Sigma Tekindo & PT Ventura, CEO
Develop
Innovative
Manajemen Operasi
Serangkaian kegiatan dalam memproduksi barang/jasa yang
menciptakan “nilai tambah” melalui proses perubahan input menjadi
output dengan cara seefisien mungkin untuk memaksimalkan
keuntungan perusahaan

Added Value
▪ Manfaat Bentuk
▪ Manfaat Waktu
▪ Manfaat Tempat
Manajemen Operasi
Tujuan:
1. Menghasilkan keluaran (output) sesuai
dengan yang diharapkan oleh pasar.
2. Menghasilkan keluaran yang efisien 1. Tepat jumlah
3. Mampu menghasilkan nilai tambah atau 2. Tepat Kualitas
manfaat yang maksimum 3. Tepat Waktu
4. Menjadi pemenang dalam setiap kegiatan 4. Tepat Beaya
persaingan 5. Fleksibilitas
5. Keluaran yang dihasilkan atau disediakan
semakin disukai oleh pelanggan.
Supply Chain Management Diagram
Manajemen Operasi
Manajemen produksi dan operasi melibatkan tiga
jenis keputusan utama:
1. Perencanaan Produksi (Production Planning)
2. Pengawasan Produksi
3. Perbaikan Manajemen Produksi dan Operasi
1. Perencanaan Produksi (Production Planning)
Pada tahap ini, manajer produksi memutuskan sarana produksi
mana, kapan, dan bagaimana produksi akan dijalankan serta
menyiapkan sumber daya yang diperlukan.

▪ 5 Tahap dalam Perencanaan

Produksi
• Tahap-1 : Demand Forecasting
• Tahap-2 : Petakan langkah dan opsi produksi.
• Tahap-3 : Pilih rencana dan jadwal produksi
• Tahap-4 : Monitor dan Control
• Tahap 5 : Lakukan Penyesuaian
Tahap-1 : Demand Forecasting
Perencanaan yang diperhitungkan secara teliti berapa jumlah
produk yang akan diproduksi dalam periode tertentu berdasarkan
data-data :
a. Trend Penjualan
b. Situasi Pasar
c. Kondisi Politik & Ekonomi
d. Persaingan
e. Harga
f. Ketersediaan Barang
g. Iklan
Tahap-1 : Demand Forecasting
Manfaat
a. Mengurangi Beaya Persediaan (Inventory Cost)
Bagaimana menentukan Optimal Stock Level?
▪ Customer demand.
The logistics manager, together with the
accounting department and management, should
analyze demand trends over the years, the demand
forecast for each SKU, seasonal demand for each
product, etc.
Tahap-1 : Demand Forecasting
Manfaat
a. Mengurangi Beaya Persediaan (Inventory Cost)
Bagaimana menentukan Optimal Stock Level?
▪ Stock turnover.
The manager needs to know the turnover for each
SKU to properly manage goods slotting. The ABC
analysis is a common method for organizing SKUs
according to their demand.
Tahap-1 : Demand Forecasting
Manfaat
a. Mengurangi Beaya Persediaan (Inventory Cost)
Bagaimana menentukan Optimal Stock Level?
▪ Product type.
The characteristics of each product, as well as the
company's business sector, will be fundamental when it
comes to assessing optimal stock levels based on the
storage systems installed.
For example, food logistics, which calls for cold storage
lest the goods expire, differs greatly from the warehousing
of cables and pipes, whose products require specific
storage systems that adapt to their characteristics.
Tahap-1 : Demand Forecasting
Manfaat
a. Mengurangi Beaya Persediaan (Inventory Cost)
Bagaimana menentukan Optimal Stock Level?
▪ Product type.
The characteristics of each product, as well as the
company's business sector, will be fundamental when it
comes to assessing optimal stock levels based on the
storage systems installed.
For example, food logistics, which calls for cold storage
lest the goods expire, differs greatly from the warehousing
of cables and pipes, whose products require specific
storage systems that adapt to their characteristics.
Tahap-1 : Demand Forecasting
Manfaat
a. Mengurangi Beaya Persediaan (Inventory Cost)
Bagaimana menentukan Optimal Stock Level?
▪ Lead time.
The warehouse manager also has to know the
lead time for each supplier. That is, the time
elapsed from the moment a stock entry order
is generated in the warehouse until the
supplier delivers the product.
Tahap-1 : Demand Forecasting
Manfaat
a. Mengurangi Beaya Persediaan (Inventory Cost)
Bagaimana menentukan Optimal Stock Level?
▪ Maximum, minimum, and safety stock levels.
With these three numeric values, you can calculate the
optimal stock level for each Stock Keeping Unit (SKU).
Thus, the space, methodology, storage systems, and
handling equipment will determine the maximum stock
level, while the demand and capacity to manage each
order will establish the minimum level. For its part, the
nature of the business will designate the necessary
safety stock in each facility.
Tahap-1 : Demand Forecasting
Manfaat :
a. Mengurangi Beaya Persediaan (Inventory Cost)
▪ Safety Stock/Buffer Stock
Tingkat persediaan barang/material yang digunakan untuk
menghidari kekurangan stok yang disebabkan oleh:
• Ketidakpastian permintaan
• Musim
• Pandemi
• Bencana Alam
• Perang
• Politik
Tahap-1 : Demand Forecasting
Manfaat :
a. Mengurangi Beaya Persediaan (Inventory Cost)
▪ Safety Stock/Buffer Stock
• Ketidakpastian supply
• Production lead time
• Picking/Packing time in the warehouse or
factory
• Waiting time before shipping
• Transportation time / transit time
• Customs
• Delivery time
Tahap-1 : Demand Forecasting
Manfaat :
a. Mengurangi Beaya Persediaan (Inventory Cost)
▪ Safety Stock/Buffer Stock
Jumlah persediaan suatu produk yang disimpan di gudang
untuk mencegah situasi kehabisan stok. Ini berfungsi sebagai
antisipasi terhadap fluktuasi permintaan
• Cara Perhitungan
Safety Stock = (MPLT – SLT) X APD
▪ Supplier lead time under normal circumstances (SLT).
▪ Maximum procurement lead time in the event of an
incident (MPLT).
▪ Average product demand (APD).
Case Study
We have 12,000 sales quantity over 12 months.
This is an average sale of 33 pieces per day.
Max Sales 39.5 piece per day
Over 12 months, we had 10 deliveries.
The average lead time was 35 days, and
the maximum lead time was 40 days.
Safety Stock (SS) = (MPLT – SLT)*APD
▪ Supplier lead time under normal circumstances (SLT).
▪ Maximum procurement lead time in the event of an
incident (MPLT).
▪ Average product demand (APD).
Safety Stock (SS) = (40-35)*33 = 165
Tahap-1 : Demand Forecasting
Manfaat :
a. Mengurangi Beaya Persediaan (Inventory Cost)
▪ Economic Order Quantity (EOQ)
Jumlah dan frekuensi pemesanan ke pemasok/vendor untuk
mencapai pengelolaan inventaris dan pengadaan bahan baku
yang optimal.
Q = jumlah pesanan yang optimal
D = permintaan bahan baku setiap
tahunnya
K = biaya setiap pesanan
G = biaya penyimpanan suatu produk
untuk jangka waktu tertentu
Case Study
The company requires 80,000 bolts a year to manufacture the metal sheeting it sells
Each order the firm places with its bolt supplier costs $100, while the cost of storing
a bolt is about $0.05 annually. So what’s the optimal stock level of bolts the company
should have in its facilities?
As seen above, the first step is to calculate the optimal order quantity. Using the
formula, where K (the cost of the order) is $100, D (the annual demand) is 80,000
bolts, and G (the unit cost of storing a bolt) is $0.05, we obtain a Q of 17,888 bolts.

Economic Order Quantity (Q) = ?

√((2 × 100 × 80,000) / 0.05) = 17,888 bolts
Tahap-1 : Demand Forecasting
Manfaat :
a. Mengurangi Beaya Persediaan (Inventory Cost)
▪ Re-order Point (ROP)
This level is an indicator or trigger which use to
indicate a warehouse person to order more
inventory because our stock is looking low.
ROP = (lead time x demand rate) + safety stock level
Case Study
We have 12,000 sales quantity over 12 months.
This is an average sale of 33 pieces per day.
Max Sales 39.5 piece per day
Over 12 months, we had 10 deliveries.
The average lead time was 35 days, and
the maximum lead time was 40 days.
Re-order Point (ROP) = (lead time x demand rate) + safety stock level =
(35*33) + 165 = 1,155 + 165 = 1,320
Ringkasan
Penjualan rata-rata adalah 100 unit per hari untuk produk dengan rata-rata lead time
10 hari. Berdasarkan pengalaman, menyimpan persediaan produk setara dengan 5
hari penjualan sudah mencukupi untuk menghindari “Out of Supply”.
Safety stock = 100 × 5 = 500 pieces
Re-order Point = (Safety Stock (SS) + (Average Sales (AS)* Lead Time)
= 500 + (100*10) = 1,500 pcs.
Asumsikan EOQ adalah 2,000 unit → manajemen stok barang adalah sebagai berikut:

Jika sisa persediaan tinggal 1,500 unit →

order 2000 unit
Selama menunggu barang datang (10-hari)
penggunaan barang =1000 unit, persediaan
barang akan turun ke 500 unit.
Pada saat barang datang, stock level akan
mencapai 2500 unit.
Ringkasan
Let’s say you have an average sale of 100 quantities per day for a product with an
average lead time of 10 days. From experience, you know that owning 5 days of
supplies is enough to mitigate supply and demand risks.
Safety stock is simply 100 × 5 = 500 pieces
Re-order Point = (Safety Stock (SS) + (Average Sales (AS)* Lead Time)
= 500 + (100*10) = 1,500 pcs.
If we assume the EOQ to be 2000, then the stock level versus time looks like this

When there are 1500 remaining quantities, →

order 2000 pieces
During the 10-day transit time, you consume
1000 pieces, which brings your stock level
down to 500.
You receive the pieces ordered, and your stock
level suddenly reaches the maximum quantity
of 2500.
Tahap-1 : Demand Forecasting
Manfaat :
a. Mengurangi Beaya Persediaan (Inventory Cost)
▪ Stock turnover
How efficiently a company uses its inventory by dividing the
cost of goods sold by the average inventory value during
the period.
The ideal inventory turnover ratio will be between 5 and 10,
meaning the company will sell and restock inventory
roughly every one to two months.
A high inventory turnover ratio usually indicates that
products are selling in a timely manner, and that sales are
good in a given period
Tahap-1 : Demand Forecasting
Manfaat :
a. Mengurangi Beaya Persediaan (Inventory Cost)
▪ ABC Analysis
• Material inventory categorization technique.
• The main objective of ABC analysis is to make maximum out of
minimum investment without wasting any resources or
inventory
Tahap-1 : Demand Forecasting
Manfaat :
a. Mengurangi Beaya Persediaan (Inventory Cost)
▪ ABC Analysis
Segmant A:
Products included in category A are the most essential
goods with the highest value. Segment A goods
consist of approximately 20% of the total products
with 80% of revenue generation for your business.
It is considered as a small category with minimal
goods, but maximum revenue
Tahap-1 : Demand Forecasting
Manfaat :
a. Mengurangi Beaya Persediaan (Inventory Cost)
▪ ABC Analysis
Segment B:
Products included in category B have a slightly higher
value than segment B. It approximately regulates 30%
of goods with 15% revenue generation. Not to
mention, the goods included in this category are more
in number but less in utility.
Tahap-1 : Demand Forecasting
Manfaat :
a. Mengurangi Beaya Persediaan (Inventory Cost)
▪ ABC Analysis
Segment C:
Products included in category C are more
in numbers but least valuable when it
comes to generating revenue. As compared
to category A & B, segment C has the
maximum share of 50% of the stock,
generating just 5% revenue.
Tahap-1 : Demand Forecasting
Manfaat :
a. Mengurangi Beaya Persediaan (Inventory Cost)
▪ Vendor Manage Inventory (VMI)
Stock owned by the vendor, but located at the buyer or retailer
premises. It's a form of consignment inventory, where a vendor
consigns their inventory to the care of another while still
maintaining ownership of it.
A vendor managed inventory model shifts this responsibility
from the buyer to the supplier
Tahap-1 : Demand Forecasting
Manfaat :
b. Menyelaraskan fungsi kerja bagian pembelian dan
penjualan
Over-stocking dan under-stocking seringkali
merupakan konsekuensi dari departemen pembelian
dan penjualan yang tidak selaras satu sama lain
Data Trend Penjualan, Situasi Pasar, Situasi
Politik dan Ekonomi → Safety Stock
Tahap-1 : Demand Forecasting
Manfaat :
c. Meningkatkan Efisiensi Rantai Pasokan
Memahami waktu/periode penjualan yang tepat serta
gambaran kebutuhan musiman dapat membantu dalam
penjadwalan setiap aspek rantai pasokan seperti: produksi,
pergudangan (warehousing), dan pengiriman (shipping).
Contoh:
Jika prakiraan stock mengalami lonjakan
permintaan → hubungi pemasok untuk
memastikan mereka memiliki persediaan
bahan baku yang cukup untuk memenuhi
permintaan Anda.
Tahap-1 : Demand Forecasting
Manfaat :
d. Membantu dalam perencanaan keuangan (Budgeting)
Penganggaran menjadi jauh lebih mudah ketika Anda
dapat memperkirakan permintaan, termasuk waktu
penjualan Anda.
Misalnya, perusahaan dengan anggaran terbatas
dapat mengganti upaya penggunaan iklan berbayar
dengan alternatif iklan yang lebih efektif seperti
kampanye lewat media sosial.
1. Perencanaan Produksi (Production Planning)
▪ Tahap-2 : Petakan langkah dan opsi produksi
• Langkah ini menentukan proses yang dipilih dan sumber daya
yang diperlukan untuk menghasilkan output yang dibutuhkan.
• Perusahaan juga dapat menentukan opsi yang berbeda untuk
mencapai tujuan produksinya, seperti mengalihdayakan
beberapa tahapan.
• Identifikasi langkah mana yang saling bergantung dan mana
yang dapat dilakukan secara bersamaan.
• Tindakan/solusi apa yang perlu dilakukan jika terjadi
kerusakan mesin
• Apakah pemasok mampu memenuhi permintaan bahan
sesuai yang diminta?
1. Perencanaan Produksi (Production Planning)
▪ Tahap-3 : Buat rencana dan jadwal produksi
• Pilih rencana produksi setelah membandingkan biaya,
waktu yang diperlukan, dan risiko yang mungkin terjadi
untuk setiap opsi
• Informasikan rencana yang dipilih ke seluruh bagian
yang terkait untuk memastikan proses produksi yang
lancar karena semua pemangku kepentingan
mengetahui apa yang dibutuhkan.
• Buat jadwal produksi secara rinci
termasuk cara eksekusi, sumber daya
dan waktu yang diperlukan untuk
setiap step produksi yang dilakukan.
1. Perencanaan Produksi (Production Planning)
▪ Tahap-4 : Monitoring & Control
• “cross-check” target vs rencana produksi
• Deteksi secara dini jika terjadi masalah → segera tangani.
1. Perencanaan Produksi (Production Planning)
▪ Tahap-5 : Penyesuaian Schedule
Dapat diakibatkan oleh :
• Perubahan spesifikasi customer
Adjust Production
• Keterlambatan pada rantai pasokan
Schedule
• Down Time

FLEXIBILITY
2. Perencanaan Produksi (Production Planning)
Proses pengawasan yang dilakukan:
▪ Pengendalian kualitas
▪ Pengendalian beaya
▪ Pengawasan terhadap ketepatan jadwal produksi
▪ Operasional produksi sehari-hari
3. Meningkatkan produksi dan operasi
Tahap akhir manajemen operasi berfokus pada pengembangan
metode yang lebih efisien dalam memproduksi barang atau jasa
perusahaan
Peningkatan kinerja operasi dapat dilakukan melalui:
A. Peningkatan Nilai Overall Equipment Effectiveness (OEE)
B. LEAN + SIX SIGMA
C. Operation Excellence
D. Standardized Task
A. Meningkatkan nilai Overall Equipment
Effectiveness (OEE)
▪ OEE adalah suatu cara terbaik untuk memonitor dan meningkatkan
efektifitas dari suatu proses pengolahan (Manufacturing Process),
spt: Mesin Produksi, Manufacturing Cell, Assembly Line.
OEE (%) = Availability (%) x Performance efficiency (%) x
Rate of Quality Product (%)

ASTRA Company
• Ketersediaan (Availability) > 90%
• Efisiensi daya (Performance) > 95%
• Kualitas produk (Quality) > 99%
• Idealnya, nilai OEE adalah: 0,90 x 0,95 x 0,99 = 85%
Component of Plant Operating Time

VALUE
ADDED
ACTIVITY
▪ Availability
• Availability menunjukkan persentase waktu yang dijadwalkan
bahwa peralatan tersedia untuk dioperasikan.
• Availability memperhitungkan waktu yang hilang karena mesin
tidak beroperasi (down time) .
• Availability mempertimbangkan ketersediaan peralatan,
personel dan material

Example Calculation
Machine operating 1,080 minutes in 1 Day (24X60 minutes = 1,440 minutes).
Availability Time = (1,080/1,440)X100 = 75%
Available Losses = 25%
▪ Performance
• Performa mewakili kecepatan pengoperasian mesin sebagai
persentase dari kecepatan yang dirancang (kecepatan standard)
• Performa memperhitungkan Kehilangan Kecepatan pada saat operasi
• Apakah peralatan dan personel bekerja sesuai kapasitasnya

Example Calculation
Machine operate (Design) = 500 Kg/Hour
Operating time = 1,080 minutes = (1,080/60) X 500 Kg = 9,000 Kg
Actual Output = 8,640 Kg
Performance = (8,640/9,000) X 100 = 96%
Performance Losses = 4%
▪ Quality
• Kualitas mewakili unit yang baik yang diproduksi sebagai
persentase dari Total unit yang diproduksi
• Sebaiknya produk diproduksi secara benar sejak dari awal
proses (first pass yield)

Example Calculation
Actual Product = 8,640 Kg
Rejected = 60 Kg
Good Product = 8,640 – 60 = 8,580 Kg
Quality = (8,580/8,640) x 100 = 99,3%
Quality Losses = 0,7%
Case Study

Kecepatan standard mesin sesuai buku manual adalah 4,500 strip/jam, karena ditemukan
banyak strip yang bocor,maka mesin dijalankan dengan kecepatan 3,750 strip/jam.
Berapakah Nilai OEE dari Mesin Strip tersebut?
OEE – Continuous Improvement (CI)
OEE in Packaging Area
Critical Process Parameter

▪ Machine Speed Automated

▪ Vibrator Speed Symptom
▪ Sealing Temperature Identification by
▪ Pressure Sensor

Propose
Corrective
Action HMI
Monitor
Down Time
OEE Monitoring Dashboard
Recorded
Stripping Machine
Defect Identification
N o. Descriptions No. Descriptions
Sorting 1 Strip/Blister bocor,
1 Missing leaflet
2 Strip/Blister berlubang
2 Printing batch no./ Mfg Date/ Exp Date/
No 3 Strip/Blister terpotong HET pada pengemas sekunder tidak
Pass Reject jelas/ sebagian
4 Tablet gompal/pecah/belah/patah 3 Batch no./ Mfg Date/ Exp. Date/ HET
5 Strip/Blister kosong (tidak ada produk) pada strip/ blister / individual box
Yes
6 Tablet tergencet seal tercetak tidak benar
Boxing 7 Tablet double 4 Batch no./ Mfg Date/ Exp. Date/ HET
8 Printing batch no./ Mfg Date/ Exp pada strip/ blister / individual box tidak
Date/ HET pada pengemas primer tidak
tercetak
jelas/ sebagian
No 5 Dalam 1 box kurang jumlah strip
IPC 9 Alufoil wrinkle

Yes
Sealing

Shipper
Automated Product
Defect Identification
Problem Solving Support
▪ 5 Why’s
Problem Solving Support
• Root Cause Analysis
Problem Solving Support
Propose Countermeasures
C. LEAN+ SIX SIGMA
D. Operation Excellence Management
System (OEMS)
Implement Operational Excellence Management System (OEMS)
in order to minimized WASTE (Defect, Overproduction, Waiting,
Non-Utilized Talent, Transportation, Inventory, Motion and
Excess Processing)
E. Standardized Task
References
▪ Duggan, K. (2012) Design for Operational Excellence: A Breakthrough Strategy for
Business Growth. McGraw Hill, 2012
▪ Shingo, S. (2009) Fundamental Principles of Lean Manufacturing. Enna Products
Corporation
▪ Operations Management, S. Anil Kumar, NEW AGE INTERNATIONAL (P) LIMITED, PUBLISHERS,
New Delhi, 2009
▪ Key Concepts in Operation Management, Michel Leseure, SAGE Publications, London,
2010
▪ Operations Management, Prof. Fabio et,all, 2013
▪ Single Minute Exchange Die Approach for Optimising Setup Time in Labelling Printing
Company, Elmi Abubakar, Journal of Engineering Science, Vol. 16(2), 35–56, 2020.
▪ A Revolution in Manufacturing: The SMED System, Shigeo Shingo, Productivity Press,
Cambrige, 1988
▪ Quick Changeover Concepts Applied, Karsten Herr, CRC Press, New York, 2014