Dari VISI sampai REALITA - Penyusunan Rencana Strategi

1. Dari VISI sampai REALITA- Penyusunan Rencana Strategi

2. 5 langkah dari Visi ke Realisasi Dari mimpi… Definisikan nilai-nilai kunci yang bermakna dalam setiap aktifitas Kaji kondisi lingkungan saat ini (internal dan eksternal) Klarifikasi Nilai-nilai Pahami kondisi saat ini Ciptakan visi sesuai dengan kebutuhan masa depan Langkah 1 Langkah 2 Ciptakan Visi Klarifikasi tujuan dasar Langkah 3 Definisikan Misi Ciptakan rencana strategis, rencana aksi, dan evaluasi Implementasi Visi Langkah 4 Langkah 5 Kenyataan / Realisasi

3. Dari Visi Hingga Realisasi Situasi lingkungan Eksternal Inter nal STRATEGY FORMULATION STRATEGY IMPLEMENTATION EVALUATION Visi Misi Tujuan Strategi Kebijakan Program Anggaran Prosedur Performance F E E D B A C K

4. Rencana Strategi MAIZA FIKRI, ST, SE, M.M

5. Mengapa perlu merumuskan strategi? Tujuan a • Kondisi ideal: • efisien • efektif • puas b c Start Perlu Perencanaan Pelaksanaan / operasional Evaluasi / monitoring Ilmiah > Seni Seni > Ilmiah Ilmiah > Seni

6. Manajemen Strategi Apa kegiatannya? (Mengapa kita harus berubah?) Kajian Strategis (tetapkan harapan dan arah) MEMBANGUN KOMITMEN Visi (Apa yang kita inginkan?) Misi (Apa bisnis/kegiatan yang akan kita tekuni?) Tujuan (Apa yang harus kita lakukan untuk mencapai Visi?) Perencanaan Strategis (tetapkan pendekatan) Ukuran (Bagaimana kita mengukur program dan sukses?) Strategi (Bagaimana kita memnuhi Tujuan tsb?) Membangun Organisasi (Bagaimana kita mencipatakan kondisi yang siap untuk mencapai sukses?) Implementasi Strategi (tetapkan kendali) Monitoring dan Review (Seberapa baik kita melaksanakan rencana strategi?) Kaji Ulang dan Revisi (Apa tindakan yang dibutuhkan untuk mencapai hasil; lebih baik?)

7. Terminologi Dasar dalam Strategi Manajemen STRATEGI : program umum dari satu kegiatan, pelaksanaan, atau . pemanfaatan sumberdaya uuntuk mencapai tujuan komprehensif KEBIJAKAN : bagian dari perencanaan berupa ketetapan umum yang memberikan arah pemikiran dan kegiatan pengambilan keputusan PROSEDUR : bagian dari perencanan yang menetapkan metode yang dibutuhkan untuk mencapai tujuan yang telah ditetapkan sehinggaada petunjuk uuntuk pengambilan keputusan dan bertindak PROGRAM : satu kumpulan dari tujuan, prosedur, peraturan, langkah yang akan diambil, pemanfaatansumberdaya, dan elemen lainnya yang dibutuhkan bagi pelaksanaan kegiatan yang umumnya didukung oleh anggaran ANGGARAN : satu kebijakan diharapkan dapat mewujudkan hasil yang diinginkan; merupakan program ‘dalam angka’

8. Apa itu Perencanaan/ Planning ? • Menentukan tujuan yang ingin dicapai selama satu periode tertentu • Menentukan apa atau tindakan apa yang akan dilakukan untuk mencapai tujuan Tipe Perencanaan

9. Outline Components of Planning Visi (Misi dan Nilai-nilai) Harapan Stakeholder/ Shareholder Kekuatan dan Kelemahan Kapabilitas Tujuan Analisa kesenjangan (Kesenjangan antara tujuan dan harapan ) Dinamika situasi perkembangan lingkungan Kompetensi Inti Pilihan Strategis dan resiko Ketersediaan sumberdaya Kesiapan Mitra dan antar departemen atau organisasi yang lain Strategi terpilih Hasil Finansial yang diharapkan Tujuan (Milestones) Rencana kegiatan Hasil Nyata Proses Monitoring dan Pengendalian

10. YANG PERLU DIPERHATIKAN DALAM MERUMUSKAN STRATEGI Mission Critical resources Vision Stakeholders Fokus/ Arah Business Value Environment Markets Major products & services Core competence

11. Visi dan Misi Strategi Bisnis - Target pelanggan/ pasar - ‘Ruang’ kelanggengan keunggulan kompetitif - Peran mitra mata rantai supply - Kerangka Waktu dan kinerja pencapaian tujuan Strategi Operasional - Terjemahkan strategi bisnis pada tingkat operasional dan kegiatan mata rantai supply - Berikan nilai tambah untuk pelanggan - Kembangkan kompetensi inti Strategi Fungsional lainnya - Pemasaran - Keuangan - Sumberdaya Manusia - Penelitian dan Pengembangan - Rekayasa/ Engineering Proses Rencana Strategi dalam Bisnis Strategic Alignment

12. Peran Pemilik dan Pimpinan dalam Proses Perencanaan • Conceptual thinking: • Visioning • Strategizing Ide Top Mngt Middle Mngt People First Line Mngt Things/ Task • Administrasi: • Planning • Staffing • Organizing • Directing • Controlling • HRM (Human Resource Mngt) & Leadership • Recruiting & Hiring • Developing & Motivating • Rewarding / Punishing • Retaining • Empowering

13. Bagaimana Mengukur Hasil Pelaksanaan Rencana Strategi;Aplikasi Balanced Score Card

14. Mengukur Strategi Manajemen dengan BALANCED SCORE CARD • BALANCED SCORE CARD • kumpulan ukuran kinerja yang terintegrasi dan diturunkan dari strategi perusahaan yang • mendukung strategi perusahaan secara keseluruhan • tidak hanya mengukur kinerja berdasarkan perspektif keuangan (financial perspective) • tetapi juga dengan mengukur berdasarkan perspektif pelanggan (customer perspective), • proses bisnis/aktifitas dijalankan (internal business process perspective) dan perspektif • kemampuan belajar dan tumbuh (learning and growth perpective) • suatu cara untuk mengkomunikasikan strategi suatu perusahaan pada manajer-manajer • di seluruh organisasi (sumber: Tunggal, A.W., 2002) • Penggagas Balanced Score Card (BSC): Robert S. Kaplan dan David P. Norton sejak 1992 (pertama kali ditulis di Jurnal HBR/ Harvard Business Review). Bukunya yang menjadi acuan: • “Translating Strategy Into Action – The Balanced Score Card” (1996) • “The Strategy – Focused Organization – How Balanced Scorecard Company Thrive in the New Business Environment” (2001)

15. Customer Perspective Internal Business Process Persp. To achieve our vision, how should we appear to our customers? To satisfy our shareholders and customers, what business processes must we excel at ? Model BALANCED SCORE CARD To succeed financially, how should we appear to our shareholders? Financial Perspective Objectives Measures Targets Initiatives Objectives Measures Targets Initiatives Vision & Strategy Objectives Measures Targets Initiatives Learning and Growth Perspective To achieved our vision, how will we sustain our ability to change and improve? Objectives Measures Targets Initiatives

16. Konsep ukuran Balanced Score Card FINANCIAL • Cash flow, ROI • Residual Income • % revenue from innovation • Residual cash flow • Revenue growth CUSTOMER *) Customer *) Customer *) Customer satisfaction loyalty service INTERNAL BUSINESS PROCESS *) Throughput *) Reduction *) Process *) On-time time in waste quality delivery INNOVATION/LEARNING AND GROWTH *) number of new products *) return on innovation * employee skills *) time-to-market (new products) *) time to spent talking to customers Dikembangkan oleh: Douglas Clinton dan Ko-Cheng Hsu, 2000

17. Balanced Score Card sebagai kerangka strategis untuk tindakan (actions) • Clarifying and translating the Vision and Strategy • Clarifying the Vision • Gaining consensus • Communicating and Linking • Communicating and educating • Setting goals • Linking rewards to performance measure • Strategic Feedback and Learning • Articulating the shared vision • Supplying strategic feedback • Facilitating strategy review and learning Balanced Score Card • Planning and Target Setting • Setting targets • Aligning strategic initiatives • Allocating resources • Establishing milestones

18. Operations ManagementOperations StrategyChapter 2

19. Business Elements • Structural buildings, equipment, technology, computer systems • Infrastructuralorganization, planning & control, decision rules, quality management, purchasing, product/service development • Personnel ( )

20. Mission The organization’s purpose for being; provides boundaries and focus Merck – The mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of return Hard Rock Café – To spread the spirit of Rock ‘n’ Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.

21. Mission / Strategy / Core Competencies • Mission – The organization’s purpose for being; provides boundaries and focus • Business strategy – Action plan for the business to achieve the mission • Functional strategies – Translate the business strategy into specific actions for the functional areas • Core competencies – Organizational abilities/strengths, developed over a long period, which customers find valuable, and competitors find difficult to copy

22. Strategy Linkages / Alignment All functional strategies must support the business strategy Marketing strategy based on differentiation and customization Operations strategy to build to stock Financial strategy to minimize capital investment Operations strategy to increase investment for quality improvement Engineering strategy to specify an entirely new part when an existing part will do Operations strategy for low cost

23. Mission Statement Business Strategy - Targeted customers / markets - Areas of sustainable competitive advantage - Role of supply chain partners - Time frames & performance objectives Operations Strategy - Translate business strategy into operations & supply chain actions - Provide value to targeted customers - Develop supporting core competencies Other Functional Strategies - Marketing - Finance - Human Resources - Research & Development - Engineering Strategy Process Strategic Alignment

24. Mission Statement Business Strategy - Targeted customers / markets - Areas of sustainable competitive advantage - Role of supply chain partners - Time frames & performance objectives Operations Strategy - Translate business strategy into operations & supply chain actions - Provide value to targeted customers - Develop supporting core competencies Four Performance Dimensions Quality - Performance quality - Conformance quality - Reliability quality Time - Delivery speed - Delivery reliability Flexibility - Volume flexibility - Mix flexibility - Changeover flexibility Cost - Low-cost operations Other Functional Strategies - Marketing - Finance - Human Resources - Research & Development - Engineering

25. Supplier A Supplier B Item Conformance 99.9% pure - Meets 98% pure – Does not meet quality Delivery 3 days 2 days $20 / liter Cost $30 / liter Flexibility 100 liter minimum order 50 liter minimum order Order Winners vs. Order Qualifiers • Order winners –performance dimensions that differentiate a company’s products and services from its competitors • Order Qualifiers –performance dimensions on which customers expect a minimum level of performance

26. Mission Statement Operations strategy Business Strategy - Targeted customers / markets - Areas of sustainable competitive advantage - Role of supply chain partners - Time frames & performance objectives Services Manufacturing • Process decisions • Quality decisions • Capacity, location, and layout decisions • Operating decisions • Customized services • Assemble-to-order • Standardized services • Make-to-order • Assemble-to-order • Make-to-stock Operations Strategy - Translate business strategy into operations & supply chain actions - Provide value to targeted customers - Develop supporting core competencies Operations Strategy Other Functional Strategies - Marketing - Finance - Human Resources - Research & Development - Engineering

27. Service Strategies Manufacturing Strategies Customized Services Strategy Individualized servicese.g. Health clinic Make to Order (MTO) Receive order before producing goods e.g. Machine shop Assemble to Order Strategy Assemble standardized offerings for a specific customer’s needse.g. Cellular phone service Assemble to Order (ATO) Stock standardized components/assemblies assemble finished product to customer order e.g. Dell Computer Standardized Services Strategy High volume with little varietye.g. U.S. Postal Service Make to Stock (MTS) Satisfy customer orders from inventory e.g. Paper Operations Strategy

28. Mission Statement Differentiation – better / unique Cost leadership – cheaper / value Quick response – faster Business Strategy - Targeted customers / markets - Areas of sustainable competitive advantage - Role of supply chain partners - Time frames & performance objectives Operations Strategy - Translate business strategy into operations & supply chain actions - Provide value to targeted customers - Develop supporting core competencies Generic Operations Strategies Other Functional Strategies - Marketing - Finance - Human Resources - Research & Development - Engineering

29. Operations Strategies - Examples

30. Mission Statement Business Strategy - Targeted customers / markets - Areas of sustainable competitive advantage - Role of supply chain partners - Time frames & performance objectives Operations Strategy - Translate business strategy into operations & supply chain actions - Provide value to targeted customers - Develop supporting core competencies Other Functional Strategies - Marketing - Finance - Human Resources - Research & Development - Engineering Closing the Loop Strategic Alignment

31. OM’s Contribution to Strategy Operations Decisions Specific Strategy Used Competitive Advantage Examples Quality Product Process Location Layout Human Resource Supply Chain Inventory Scheduling Maintenance FLEXIBILITY Sony’s constant innovation of new products Design HP’s ability to follow the printer market Volume Southwest Airlines No-frills service LOW COST DELIVERY Pizza Hut’s five-minute guarantee at lunchtime Speed Differentiation (Better) Dependability Federal Express’s “absolutely, positively on time” QUALITY Response (Faster) Conformance Motorola’s automotive products ignition systems Cost leadership (Cheaper) Motorola’s pagers Performance IBM’s after-sale service on mainframe computers AFTER-SALE SERVICE Fidelity Security’s broad line of mutual funds BROAD PRODUCT LINE

32. Strategy and Issues During a Product’s Life

33. Summary • Strategy is how we accomplish our mission • Functional strategies must be aligned to support the business strategy • OM goals are to be faster, better and/or cheaper • Operations strategy: • Where the product or service is in its life cycle • Determines our mix of faster, better, and cheaper to satisfy our customers (trade-offs where necessary) • Specifies process choice, work flow, order processing, inventory, capacity, etc.