DR. SUYANTO, SE, MM, MAk
ALAMAT :
Perumahan : Kota Kembang Depok Raya
Sektor Melati Blok F1 No. 3 RT 05/05 Jatimulya,
Sukmajaya, Kota Depok 16413
Telephone : 021-87913345, Fax. 021-87913347
Mobile Phone : 0811-952956, 0813-14222230
Flexi : 021-7024 4569, 7027 7997
E-mail : suyanto@cbn.net.id
© 2006 Prentice Hall, Inc.
1–1
MANAJEMEN OPERASI DAN STRATEGI
DALAM MENGHADAPI PERSAINGAN
(Studi Kasus : ……………………………)
•
BAB I : PENDAHULUAN
I.1. Latar Belakang Masalah
I.2. Permasalahan
I.3. Ruang Lingkup
BAB II : PEMBAHASAN
II.1. Landasan Teori
II.2. Analisa Masalah (SWOT Analysis)
II.3. Pemecahan Masalah (Problem Solving)
PENUTUP
III.1. Kesimpulan
III.2. Saran
Daftar Pustaka
Lampiran
© 2006 Prentice Hall, Inc.
1–2
Good Corporate Governance
•
Governance: Mengatur/Mengelola -- accountable
•
Bad Governance – rendahnya akuntabilitas
•
Good Governance – accountable
•
Definisi:
–
Komite Cadburry: keseimbangan antara kekuatan &
kewenangan – akuntabilitas kpd share/stakeholders
–
OECD: akuntabilitas kpd shareholders via proses
pengambilan keputusan yg bernilai tambah
(transparan, responsible, accountable, dan fairness).
–
ADB: accountability, transparency, predictability, &
participation
© 2006 Prentice Hall, Inc.
1–3
Key aspect GCG
•
Struktur yg mengatur hubungan yg harmonis
tentang Dekom, Direksi, RUPS, & stakeholeders
•
Sistem check & balance ttg perimbangan
kewenangan atas pengendalian perusahaan utk
mencegah pengelolaan yg salah &
penyalahgunaan asset
•
Proses yg transparan atas
penentuan/pencapaian tujuan perusahaan &
pengukuran kinerja.
© 2006 Prentice Hall, Inc.
1–4
Tujuan GCG
•
Melindungi hak &
kepentingan
share/stakeholders
•
Meningkatkan nilai
perusahaan
•
Meningkatkan efisiensi &
efektifitas
•
Meningkatkan mutu
hubungan berbagai
elemen organisasi di
perusahaan
© 2006 Prentice Hall, Inc.
1–5
Manfaat GCG:
•
Mengurangi agency cost
•
Mengurangi cost of capital
•
Meningkatkan nilai saham perusahaan
•
Menciptakan dukungan dari para stakeholders
Lingkup:
•
Extern – sistem hukum
•
Intern – Budaya perusahaan
© 2006 Prentice Hall, Inc.
1–6
Prinsip GCG (OECD):
•
Transparency
•
Accountability
•
Responsibility
•
Independency
•
Fairness
© 2006 Prentice Hall, Inc.
1–7
Operations
Management
Chapter 1 –
Operations and Productivity
PowerPoint presentation to accompany
Heizer/Render
Principles of Operations Management, 6e
Operations Management, 8e
© 2006
Prentice
Hall, Inc. Hall, Inc.
©
2006
Prentice
1–8
Outline
 Global Company Profile: Hard Rock
Cafe
 What Is Operations Management?
 Organizing To Produce Goods And
Services
 Why Study OM?
 What Operations Managers Do
 How This Book Is Organized
© 2006 Prentice Hall, Inc.
1–9
Outline - Continued
 The Heritage Of Operations
Management
 Operations In The Service Sector
 Differences Between Goods And
Services
 Growth Of Services
 Service Pay
 Exciting New Trends In Operations
Management
© 2006 Prentice Hall, Inc.
1 – 10
Outline - Continued
 The Productivity Challenge
 Productivity Measurement
 Productivity Variables
 Productivity And The Service Sector
 Ethics And Social Responsibility
© 2006 Prentice Hall, Inc.
1 – 11
Learning Objectives
When you complete this chapter,
you should be able to:
Identify or Define:
 Production and productivity
 Operations management (OM)
 What operations managers do
 Services
© 2006 Prentice Hall, Inc.
1 – 12
Learning Objectives
When you complete this chapter,
you should be able to:
Describe or Explain :
 A brief history of operations
management
 Career opportunities in operations
management
 The future of the discipline
 Measuring productivity
© 2006 Prentice Hall, Inc.
1 – 13
The Hard Rock Cafe
 First opened in 1971
 Now – 110 restaurants in over 40 countries
 Rock music memorabilia
 Creates value in the form of good food
and entertainment
 3,500+ custom meals per day in Orlando
 How does an item get on the menu?
 Role of the Operations Manager
© 2006 Prentice Hall, Inc.
1 – 14
What Is Operations
Management?
Production is the creation of
goods and services
Operations management (OM) is
the set of activities that creates
value in the form of goods and
services by transforming inputs
into outputs
© 2006 Prentice Hall, Inc.
1 – 15
Organizing to Produce
Goods and Services
 Essential functions:
 Marketing – generates demand
 Production/operations – creates
the product
 Finance/accounting – tracks how
well the organization is doing, pays
bills, collects the money
© 2006 Prentice Hall, Inc.
1 – 16
Organizational Charts
Commercial Bank
Operations
Finance
Marketing
Teller
Scheduling
Check Clearing
Collection
Transaction
processing
Facilities
design/layout
Vault operations
Maintenance
Security
Investments
Security
Real estate
Loans
Commercial
Industrial
Financial
Personal
Mortgage
Accounting
Auditing
Trust Department
Figure 1.1(A)
© 2006 Prentice Hall, Inc.
1 – 17
Organizational Charts
Airline
Operations
Ground support
equipment
Maintenance
Ground Operations
Facility
maintenance
Catering
Flight Operations
Crew scheduling
Flying
Communications
Dispatching
Management science
© 2006 Prentice Hall, Inc.
Finance/
accounting
Accounting
Payables
Receivables
General Ledger
Finance
Cash control
International
exchange
Marketing
Traffic
administration
Reservations
Schedules
Tariffs (pricing)
Sales
Advertising
Figure 1.1(B)
1 – 18
Organizational
Charts
Manufacturing
Operations
Facilities
Construction; maintenance
Production and inventory control
Scheduling; materials control
Quality assurance and control
Supply-chain management
Manufacturing
Tooling; fabrication; assembly
Design
Product development and design
Detailed product specifications
Industrial engineering
Efficient use of machines, space,
and personnel
Finance/
accounting
Disbursements/
credits
Receivables
Payables
General ledger
Funds Management
Money market
International
exchange
Capital requirements
Stock issue
Bond issue
and recall
Marketing
Sales
promotion
Advertising
Sales
Market
research
Process analysis
Development and installation of
production tools and equipment
© 2006 Prentice Hall, Inc.
Figure 1.1(C)
1 – 19
Why Study OM?
 OM is one of three major functions
(marketing, finance, and operations)
of any organization
 We want (and need) to know how
goods and services are produced
 We want to understand what
operations managers do
 OM is such a costly part of an
organization
© 2006 Prentice Hall, Inc.
1 – 20
Options for Increasing
Contribution
Marketing
Option
Current
Sales
Cost of Goods
Gross Margin
Finance Costs
Subtotal
Taxes at 25%
Contribution
© 2006 Prentice Hall, Inc.
$100,000
– 80,000
20,000
– 6,000
14,000
– 3,500
$ 10,500
Finance/
Accounting
Option
Increase
Reduce
Sales
Finance
Revenue 50% Costs 50%
$150,000
– 120,000
30,000
– 6,000
24,000
– 6,000
$ 18,000
$100,000
– 80,000
20,000
– 3,000
17,000
– 4,250
$ 12,750
OM
Option
Reduce
Production
Costs 20%
$100,000
– 64,000
36,000
– 6,000
30,000
– 7,500
$ 22,500
1 – 21
What Operations
Managers Do
Basic Management Functions
 Planning
 Organizing
 Staffing
 Leading
 Controlling
© 2006 Prentice Hall, Inc.
1 – 22
Ten Critical Decisions
Ten Decision Areas
 Service and product design
 Quality management
 Process and capacity
design
 Location
 Layout design
 Human resources,
job design
 Supply-chain
management
 Inventory management
 Scheduling
 Maintenance
© 2006 Prentice Hall, Inc.
Chapter(s)
5
6
6 Supplement
7
7 Supplement
8
9
10
10 Supplement
11
11 Supplement
12, 14, 16
13, 15
17
Table 1.2
1 – 23
The Critical Decisions
 Service and product design
 What good or service should we
offer?
 How should we design these products
and services?
 Quality management
 How do we define quality?
 Who is responsible for quality?
Table 1.2 (cont.)
© 2006 Prentice Hall, Inc.
1 – 24
The Critical Decisions
 Process and capacity design
 What process and what capacity will
these products require?
 What equipment and technology is
necessary for these processes?
 Location
 Where should we put the facility?
 On what criteria should we base the
location decision?
Table 1.2 (cont.)
© 2006 Prentice Hall, Inc.
1 – 25
The Critical Decisions
 Layout design
 How should we arrange the facility
and material flow?
 How large must the facility be to meet
our plan?
 Human resources and job design
 How do we provide a reasonable work
environment?
 How much can we expect our
employees to produce?
Table 1.2 (cont.)
© 2006 Prentice Hall, Inc.
1 – 26
The Critical Decisions
 Supply-chain management
 Should we make or buy this component?
 Who are our suppliers and who can
integrate into our e-commerce program?
 Inventory, material requirements
planning, and JIT
 How much inventory of each item should
we have?
 When do we re-order?
Table 1.2 (cont.)
© 2006 Prentice Hall, Inc.
1 – 27
The Critical Decisions
 Intermediate and short–term
scheduling
 Are we better off keeping people on
the payroll during slowdowns?
 Which jobs do we perform next?
 Maintenance
 Who is responsible for maintenance?
 When do we do maintenance?
Table 1.2 (cont.)
© 2006 Prentice Hall, Inc.
1 – 28
Where are the OM Jobs?
© 2006 Prentice Hall, Inc.
Figure 1.2
1 – 29
Where are the OM Jobs?










© 2006 Prentice Hall, Inc.
Technology/methods
Facilities/space utilization
Strategic issues
Response time
People/team development
Customer service
Quality
Cost reduction
Inventory reduction
Productivity improvement
1 – 30
Significant Events in OM
Figure 1.3
© 2006 Prentice Hall, Inc.
1 – 31
The Heritage of OM
 Division of labor (Adam Smith 1776;
Charles Babbage 1852)
 Standardized parts (Whitney 1800)
 Scientific Management (Taylor 1881)
 Coordinated assembly line (Ford/
Sorenson/Avery 1913)
 Gantt charts (Gantt 1916)
 Motion study (Frank and Lillian Gilbreth
1922)
 Quality control (Shewhart 1924; Deming
1950)
© 2006 Prentice Hall, Inc.
1 – 32
The Heritage of OM
 Computer (Atanasoff 1938)
 CPM/PERT (DuPont 1957)
 Material requirements planning (Orlicky 1960)
 Computer aided design (CAD 1970)
 Flexible manufacturing system (FMS 1975)
 Baldrige Quality Awards (1980)
 Computer integrated manufacturing (1990)
 Globalization (1992)
 Internet (1995)
© 2006 Prentice Hall, Inc.
1 – 33
Eli Whitney
 Born 1765; died 1825
 In 1798, received government
contract to make 10,000 muskets
 Showed that machine tools could
make standardized parts to exact
specifications
 Musket parts could be used in any
musket
© 2006 Prentice Hall, Inc.
1 – 34
Frederick W. Taylor
 Born 1856; died 1915
 Known as ‘father of scientific
management’
 In 1881, as chief engineer for
Midvale Steel, studied how tasks
were done
 Began first motion and time studies
 Created efficiency principles
© 2006 Prentice Hall, Inc.
1 – 35
Taylor’s Principles
Management Should Take More
Responsibility for:
 Matching employees to right job
 Providing the proper training
 Providing proper work methods and
tools
 Establishing legitimate incentives for
work to be accomplished
© 2006 Prentice Hall, Inc.
1 – 36
Frank & Lillian Gilbreth
 Frank (1868-1924); Lillian (18781972)
 Husband-and-wife engineering team
 Further developed work
measurement methods
 Applied efficiency methods to their
home and 12 children!
 Book & Movie: “Cheaper by the
Dozen,” book: “Bells on Their Toes”
© 2006 Prentice Hall, Inc.
1 – 37
Henry Ford
 Born 1863; died 1947
 In 1903, created Ford Motor
Company
 In 1913, first used moving assembly
line to make Model T
 Unfinished product moved by
conveyor past work station
 Paid workers very well for 1911
($5/day!)
© 2006 Prentice Hall, Inc.
1 – 38
W. Edwards Deming
 Born 1900; died 1993
 Engineer and physicist
 Credited with teaching Japan
quality control methods in postWW2
 Used statistics to analyze process
 His methods involve workers in
decisions
© 2006 Prentice Hall, Inc.
1 – 39
Contributions From
 Human factors
 Industrial engineering
 Management science
 Biological science
 Physical sciences
 Information science
© 2006 Prentice Hall, Inc.
1 – 40
New Challenges in OM
From
To
 Local or national focus
 Global focus
 Batch shipments
 Just-in-time
 Low bid purchasing
 Supply chain
partnering
 Lengthy product
development
 Rapid product
development,
alliances
 Standard products
 Mass
customization
 Job specialization
 Empowered
employees, teams
© 2006 Prentice Hall, Inc.
1 – 41
Characteristics of Goods
 Tangible product
 Consistent product
definition
 Production usually
separate from
consumption
 Can be inventoried
 Low customer
interaction
© 2006 Prentice Hall, Inc.
1 – 42
Characteristics of Service
 Intangible product
 Produced and
consumed at same time
 Often unique
 High customer
interaction
 Inconsistent product
definition
 Often knowledge-based
 Frequently dispersed
© 2006 Prentice Hall, Inc.
1 – 43
Industry and Services as
Percentage of GDP
90 −
Services
80 −
Manufacturing
70 −
60 −
50 −
40 −
30 −
20 −
10 −
© 2006 Prentice Hall, Inc.
US
UK
Spain
South Africa
Russian Fed
Mexico
Japan
Hong Kong
Germany
France
Czech Rep
China
Canada
Australia
0−
1 – 44
Goods Versus Services
Attributes of Goods
(Tangible Product)
Attributes of Services
(Intangible Product)
Can be resold
Can be inventoried
Some aspects of quality
measurable
Selling is distinct from
production
Product is transportable
Reselling unusual
Difficult to inventory
Quality difficult to measure
Site of facility important for cost
Often easy to automate
Revenue generated primarily
from tangible product
© 2006 Prentice Hall, Inc.
Selling is part of service
Provider, not product, is
often transportable
Site of facility important for
customer contact
Often difficult to automate
Revenue generated primarily
from the intangible service
Table 1.3
1 – 45
Goods and Services
Automobile
Computer
Installed carpeting
Fast-food meal
Restaurant meal/auto repair
Hospital care
Advertising agency/
investment management
Consulting service/
teaching
Counseling
100%
75
50
25
0
25
50
75
100%
|
|
|
|
|
|
|
|
|
Percent of Product that is a Good Percent of Product that is a Service
Figure 1.4
© 2006 Prentice Hall, Inc.
1 – 46
Organizations in Each Sector
Service Sector
Example
% of all
Jobs
Professional
Services,
Education,
Legal, Medical
Notre Dame University,
San Diego Zoo, Arnold
Palmer Hospital
25.5
Trade (retail,
wholesale)
Walgreen’s, Wal-Mart,
Nordstrom’s
20.6
Utilities,
Transportation
Pacific Gas & Electric,
American Airlines, Santa
Fe R.R., Roadway
Express
7.1
Table 1.4
© 2006 Prentice Hall, Inc.
1 – 47
Organizations in Each Sector
Service Sector
Example
% of all
Jobs
Business and
Repair Services
Snelling and Snelling,
Waste Management,
Pitney-Bowes
6.9
Finance,
Insurance,
Real Estate
Citicorp, American
Express, Prudential,
Aetna, Trammel Crow
6.7
Food, Lodging,
Entertainment
McDonald’s, Hard Rock
Café, Motel 6, Hilton
Hotels, Walt Disney,
Paramount Pictures
5.4
Public
Administration
U.S., State of Alabama,
Cook County
4.5
Table 1.4
© 2006 Prentice Hall, Inc.
1 – 48
Organizations in Each Sector
Manufacturing
Sector
Example
% of all
Jobs
General
General Electric, Ford,
U.S. Steel, Intel
13.3
Construction
Bechtel, McDermott
7.1
Agriculture
King Ranch
2.5
Mining
Homestake Mining
0.4
Sector
Percent of all jobs
Service
76.7%
Manufacturing
23.3%
Table 1.4
© 2006 Prentice Hall, Inc.
1 – 49
Development of the
Service Economy
100
90
Services
80
70
60
50
40
30
20
Agriculture
10
0
1800
1850
1900
1950
2000
Figure 1.5 (A)
© 2006 Prentice Hall, Inc.
1 – 50
30 –
– 150
25 –
Industrial
production – 125
20 –
Manufacturing
employment
– 100
15 –
– 75
10 –
– 50
5 –
– 25
Index: 1997 = 100
Employment (millions)
Development of the
Service Economy
Estimate
0 –
1950
1970
1990
– 0
2010
Figure 1.5 (B)
© 2006 Prentice Hall, Inc.
1 – 51
Development of the
Service Economy
1970
2005
|
|
40
50
|
|
60
70
Percent
United Sta
Cana
Fran
It
Brit
Jap
W. Germa
|
80
Figure 1.5 (C)
© 2006 Prentice Hall, Inc.
1 – 52
New Trends in OM
Past
Causes
Future
Local or
national
focus
Low-cost, reliable
worldwide communication
and transportation
networks
Global focus
Batch (large)
shipments
Short product life cycles
and cost of capital put
pressure on reducing
inventory
Just-in-time
shipments
Low-bid
purchasing
Quality emphasis requires
that suppliers be engaged
in product improvement
Supplychain
partners,
Enterprise
Resource
Planning,
e-commerce
Figure 1.6
© 2006 Prentice Hall, Inc.
1 – 53
New Trends in OM
Past
Lengthy
product
development
Standardized
products
Job
specialization
Causes
Shorter life cycles,
Internet, rapid international
communication, computeraided design, and
international collaboration
Affluence and worldwide
markets; increasingly
flexible production
processes
Changing socioculture
milieu; increasingly a
knowledge and information
society
Future
Rapid product
development,
alliances,
collaborative
designs
Mass
customization
with added
emphasis on
quality
Empowered
employees,
teams, and
lean
production
Figure 1.6
© 2006 Prentice Hall, Inc.
1 – 54
New Trends in OM
Past
Low-cost
focus
Causes
Environmental issues, ISO
14000, increasing disposal
costs
Future
Environmentally
sensitive
production,
green
manufacturing,
recycled
materials,
remanufacturing
Figure 1.6
© 2006 Prentice Hall, Inc.
1 – 55
Productivity Challenge
Productivity is the ratio of outputs (goods
and services) divided by the inputs
(resources such as labor and capital)
The objective is to improve this
measure of efficiency
Important Note!
Production is a measure of output
only and not a measure of efficiency
© 2006 Prentice Hall, Inc.
1 – 56
The Economic System
Inputs
Processes
Outputs
Labor,
capital,
management
The U.S. economic system
transforms inputs to outputs
at about an annual 2.5%
increase in productivity per
year. The productivity
increase is the result of a
mix of capital (38% of 2.5%),
labor (10% of 2.5%), and
management (52% of 2.5%).
Goods
and
services
Feedback loop
Figure 1.7
© 2006 Prentice Hall, Inc.
1 – 57
Increasing Productivity –
The LA Motor Pool
Before:
 Cost $120 million annually
 21,000 vehicles
 30% of the 900 trash trucks were in repair
 11% of police cars were in repair
Actions:
 Created team assignments
 Assigned parking places for trucks
 Tires checked and trucks emptied each night
 Standard customer pickups established
 Computerized fleet management
 Mechanics moved to night shift
© 2006 Prentice Hall, Inc.
1 – 58
Increasing Productivity –
The LA Motor Pool
Before:
 Cost $120 million annually
 Results:
21,000 vehicles
 30%
of thefleet
900 reduced
garbage by
trucks
were in repair
 Total
500 vehicles
 11% of police cars were in repair
 Parts inventory dropped 20% reducing
Actions: cost by $5.4 million annually
 Creating team assignments
 Standardized pickups reduced costs by
 Assigned
parking
places for trucks
$12 million
annually
 Tire checked and trucks emptied each night
 Out ofcustomer
service garbage
dropped
 Standard
pickupstrucks
established
to 18%
 Computerized
fleet management
 Mechanics moved to night shift
© 2006 Prentice Hall, Inc.
1 – 59
Productivity
Units produced
Productivity =
Input used
 Measure of process improvement
 Represents output relative to input
 Only through productivity increases
can our standard of living improve
© 2006 Prentice Hall, Inc.
1 – 60
Productivity Calculations
Labor Productivity
Productivity =
=
© 2006 Prentice Hall, Inc.
Units produced
Labor-hours used
1,000
250
= 4 units/labor-hour
1 – 61
Multi-Factor Productivity
Output
Productivity =
Labor + Material + Energy
+ Capital + Miscellaneous
 Also known as total factor productivity
 Output and inputs are often expressed
in dollars
© 2006 Prentice Hall, Inc.
1 – 62
Collins Title Productivity
Old System:
Staff of 4 works 8 hrs/day
Payroll cost = $640/day
8 titles/day
Overhead = $400/day
8 titles/day
Old labor
=
productivity 32 labor-hrs
© 2006 Prentice Hall, Inc.
1 – 63
Collins Title Productivity
Old System:
Staff of 4 works 8 hrs/day
Payroll cost = $640/day
8 titles/day
Overhead = $400/day
8 titles/day
Old labor
=
productivity 32 labor-hrs = .25 titles/labor-hr
© 2006 Prentice Hall, Inc.
1 – 64
Collins Title Productivity
Old System:
Staff of 4 works 8 hrs/day
Payroll cost = $640/day
New System:
14 titles/day
8 titles/day
Overhead = $400/day
Overhead = $800/day
8 titles/day
Old labor
=
productivity 32 labor-hrs = .25 titles/labor-hr
14 titles/day
New labor
=
productivity
32 labor-hrs
© 2006 Prentice Hall, Inc.
1 – 65
Collins Title Productivity
Old System:
Staff of 4 works 8 hrs/day
Payroll cost = $640/day
New System:
14 titles/day
8 titles/day
Overhead = $400/day
Overhead = $800/day
8 titles/day
Old labor
=
productivity 32 labor-hrs = .25 titles/labor-hr
14 titles/day
New labor
=
= .4375 titles/labor-hr
productivity
32 labor-hrs
© 2006 Prentice Hall, Inc.
1 – 66
Collins Title Productivity
Old System:
Staff of 4 works 8 hrs/day
Payroll cost = $640/day
New System:
14 titles/day
8 titles/day
Overhead = $400/day
Overhead = $800/day
8 titles/day
Old multifactor
=
productivity
$640 + 400
© 2006 Prentice Hall, Inc.
1 – 67
Collins Title Productivity
Old System:
Staff of 4 works 8 hrs/day
Payroll cost = $640/day
New System:
14 titles/day
8 titles/day
Overhead = $400/day
Overhead = $800/day
8 titles/day
Old multifactor
=
= .0077 titles/dollar
productivity
$640 + 400
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Collins Title Productivity
Old System:
Staff of 4 works 8 hrs/day
Payroll cost = $640/day
New System:
14 titles/day
8 titles/day
Overhead = $400/day
Overhead = $800/day
8 titles/day
Old multifactor
=
= .0077 titles/dollar
productivity
$640 + 400
14 titles/day
New multifactor
=
productivity
$640 + 800
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Collins Title Productivity
Old System:
Staff of 4 works 8 hrs/day
Payroll cost = $640/day
New System:
14 titles/day
8 titles/day
Overhead = $400/day
Overhead = $800/day
8 titles/day
Old multifactor
=
= .0077 titles/dollar
productivity
$640 + 400
14 titles/day
New multifactor
=
= .0097 titles/dollar
productivity
$640 + 800
© 2006 Prentice Hall, Inc.
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Measurement Problems
 Quality may change while the
quantity of inputs and outputs
remains constant
 External elements may cause an
increase or decrease in productivity
 Precise units of measure may be
lacking
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Productivity Variables
 Labor - contributes about 10% of
the annual increase
 Capital - contributes about 32%
of the annual increase
 Management - contributes about
52% of the annual increase
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Key Variables for Improved
Labor Productivity
 Basic education appropriate for the
labor force
 Diet of the labor force
 Social overhead that makes labor
available
 Maintaining and enhancing skills in the
midst of rapidly changing technology
and knowledge
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Labor Skills
About half of the 17-year-olds in the US cannot
correctly answer questions of this type
Figure 1.8
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Percent increase in mfg productivity
Investment and Productivity
in Selected Nations
10
8
Japan
Belgium
Netherlands
6
Italy
France
4
Canada
US
2
UK
0
10
15
20
25
30
35
Percentage investment
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Service Productivity
 Typically labor intensive
 Frequently focused on unique
individual attributes or desires
 Often an intellectual task performed by
professionals
 Often difficult to mechanize
 Often difficult to evaluate for quality
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Productivity at Taco Bell
Improvements:
 Revised the menu
 Designed meals for easy preparation
 Shifted some preparation to suppliers
 Efficient layout and automation
 Training and employee empowerment
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Productivity at Taco Bell
Improvements:
Results:
Revised the menu
 Designed meals for easy preparation
 Preparation time cut to 8 seconds
 Shifted some preparation to suppliers
 Management span of control
 Efficient layout and automation
increased from 5 to 30
 Training and employee empowerment
 In-store labor cut by 15 hours/day
 Stores handle twice the volume with
half the labor
 Fast-food low-cost leader
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Ethics and Social Responsibility
Challenges facing
operations managers:
 Developing safe quality products
 Maintaining a clean environment
 Providing a safe workplace
 Honoring community commitments
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