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FARMASI
DARI
SUDUT PANDANG
Program Profesi Apoteker
Fakultas Farmasi UNIKA WIDYA MANDALA
INDUSTRI
Surabaya
PERSPEKTIF MANAJEMEN
INDUSTRI FARMASI
SERVICE
Definition :
to do the work that is needed to keep (a machine or
vehicle) in good condition
to pay interest on (a loan or debt)
to provide (someone) with something that is needed or
wanted
MARKETING
is an organizational function and a
set
of
processes
for
creating,
communicating and delivering value
to customers and for managing
customer relationships in ways that
benefit the organization and its
stakeholders.
American Marketing Association (AMA) (Keefe, 2004, p.
17)
ROLE OF MARKETING IN
ORGANIZATION
Marketing
CO ORIENTATIONS TOWARD
THE MARKETPLACES
The
Production Concept
Product Concept
CO ORIENTATIONS TOWARD
THE MARKETPLACES
The
selling concept
CO ORIENTATIONS TOWARD
THE MARKETPLACES
BThe
Consumers Concept
Suggests companies direct separate offers, services
and messages to individual customers
Focus on individual customer needs sometimes
leading to customization of the product or other
element of the marketing mix
CO ORIENTATIONS TOWARD
THE MARKETPLACES
The
of exchanges
Exchange is a process of
obtaining a desired product from
someone by offering something
in return
When agreement is reached
then transaction will take place
EXPECTATIONS,
SATISFACTION,
QUALITY,
Expectations are internal standards used by
the customers
when
evaluating product or
VALUE
AND
LOYALTY
service
Satisfication is a person feelings of pleasure
or disappointment resulting from comparing a
products perceived performance (or
outcome) in relation to his or her expectations
Quality is superiority or excellence
Value is the ratio between the perceived
benefits vs perceived costs
Loyalty
GENERIC STANDARDS
ISO 9001
QUALITY MANAGEMENT
ISO
MANAGEMENT SYSTEMS
Management
MANAGEMENT SYSTEMS
To
PROCESSES, NOT
PRODUCTS
ISO
PROCESSES, NOT
PRODUCTS (CONT.)
Processes
Customer Satisfaction
MEETING THE
DEMAND
PRODUCTON PLANNNG
The purpose of the production planning is to ensure
that manufacturing run effectively and efficiently
and produces products as required by customers.
Production Planning:
Long-Range Capacity Planning
Entire
Product Line
Aggregate Planning
Product
Family
Specific
Product Model
Labor, Materials,
Machines
Supplier
Demand Forecasting
Demand Planning
Production
Plan
Plant
Warehouse
Logistics
Order Management
Retailer
INPUTS
A
OUTPUTS
A
Projected
TIPE MANUFAKTURING
Processes:
Batch
TIPE MANUFAKTURING
Processes:
Flow
KAPASITAS MANUFACTURING
Biasanya
peralatan
Ekonomi mengatur kapasitas minimum untuk
memenuhi kebutuhan
Kelebihan kapasitas mengakomodasi variabilitas
Permintaan dapat melebihi kapasitas
Penambahan kapasitas biasanya memakan waktu yang
panjang
PROSES PERENCANAAN
MANUFAKTURING : MAKE-TOLead
time permintaan lebih pendek dibandingkan dengan
STOCK
lead time dari pasokan
PROSES PERENCANAAN
MANUFAKTURING : MAKE-TOMenunggu order
ORDER
aktual sebelum
memproduksi
Lead time
permintaan lebih
lama dibandingkan
dengan lead time
pasokan
Biasanya untuk
item-item dengan
permintaan yang
rendah sehingga
sulit diperkirakan
PENTINGNYA FORECAST
PERMINTAAN
Forecast adalah
estimasi dari
permintaan yang
diantisipasi
Semua forecasts
mengandung error
SEJARAH JUST-IN-TIME
MANUFACTURING
1799 Eli Whitney, interchangeable parts
KONSEP JUST-IN-TIME
INVENTORY MANAGEMENT
Inventory-A
Inventory
TYPES OF INVENTORES
Raw Materials
Works-in-Process
Finished Goods
Distribution Inventory
MANAGING FACILITATING
GOODS
Replenishment
order
Factory
Production
Delay
Replenishment Replenishment
order
order
Wholesaler
Distributor
Shipping
Delay
Wholesaler
Inventory
Retailer
Shipping
Delay
Distributor
Inventory
Customer
order
Customer
Item Withdrawn
Retailer
Inventory
Type of Inventory
Type of Organization
A. Retail systems
1. Sale of goods
2. Sale of services
B. Wholesale / Distribution
systems
Supplies
In-Process
Goods
Finished
Goods
*
*
C. Manufacturing systems
1. Special project
*
2. Intermittent process
.
3. Continuous process *
a. Process industries
b. Repetitive mfging.
Raw
Materials
*
*
*
*
*
*
REASONS FOR
INVENTORIES
REASONS AGAINST
INVENTORY
Non-value
added costs
Opportunity cost
Complacency
Inventory deteriorates,
becomes obsolete, lost, stolen,
etc.
INVENTORY RELATED
COSTS
Procurement Costs:
Order processing
Shipping
Handling
Out-of-Stock Costs
Lost sales cost
Back-order cost
INDEPENDENT AND
DEPENDENT DEMAND
Independent
demand items
are finished products or parts that
are shipped as end items to
customers.
Dependent demand items are
raw materials, component parts,
or subassemblies that are used to
produce a finished product.
INDEPENDENT VS.
DEPENDENT DEMAND
Independent Demand
(finished goods and spare parts)
Dependent Demand
(components)
C(2)
B(4)
D(2)
E(1)
D(3)
F(2)
OBJECTIVES OF INVENTORY
CONTROL
BALANCE IN INVENTORY
LEVELS
When
BALANCING CARRYING
AGAINST ORDERING COSTS
Annual Cost ($)
Higher
Minimum
Total Annual
Stocking Costs
Lower
Total Annual
Stocking Costs
Annual
Carrying Costs
Annual
Ordering Costs
Smaller
EOQ
Larger
Order Quantity
INVENTORY
CONSIDERATION
Customer
Lead
order/demand
time
Sources/location
(Local/Regional/National/Internatio
nal)
Quality checking time
Minimum
order quantity
Warehouse capacity
CLASSIFYING INVENTORY
ITEMS
ABC CLASSIFICATION
SYSTEM
Classifying
inventory according to
High
Annual
$ value
of items
B
C
Low
Low
High
Percentage of Items
ABC CLASSIFICATION
SYSTEM
VENDOR/SUPPLIER
SELECTION
Qualification
Reputation
Enough capacity
Assesed
and audited
VENDOR AUDIT
PENDAHULUAN (1)
Pertamakali
VENDOR AUDIT
PENDAHULUAN (2)
Lahirlah
2.
3.
4.
VENDOR AUDIT
Penilaian
terhadap pemasok
Standard
kepercayaan
terhadap pemasok.
Mengantisipasi kemungkinan
penyimpangan yang mungkin dapat
terjadi pada proses pembuatan
Bahan baku dan
Bahan kemas
Bahan dari Pemasok Terkualifikasi
IMPLEMENTASI VENDOR
AUDIT
Overseas Manufacturer
Questionnaire
Local
Manufacturer
Audit/inspeksi di tempat
Umum
Organisasi dan personnel.
Fasilitas
Peralatan
Integrasi sistem
Rencana pengembangan
Rencana pengujian
Manajemen Konfigurasi
Dukungan Pelanggan
Pengamanan Produk
Pengendalian Perubahan
Sistem kualitas
Pengendalian dokumen
Dokumentasi program
Manajemen dokumen
Customer Satisfaction
CONTINUAL
IMPROVEMENT
COMPLAINT HANDLING
Principle
All complaints and other
information concerning potentially
defective products must be
carefully reviewed according to
written procedures and corrective
action should be taken.
Investigate
COMPLAINTS PROCEDURE
Designated responsible person:
To handle complaint
Decide on measure to be taken
May be authorized person - if not, must advise authorized
person of results
Sufficient support staf
Access to records
Written procedure (SOP):
Describes action to be taken
Includes need to consider a recall (e.g. possible product
defect
Thorough investigation:
QC involved
With special attention to establish whether "counterfeiting"
may have been the cause
Fully recorded investigation reflect all the details
COMPLAINTS PROCEDURE
Classification of Defects
COMPLAINTS
Critical Defects
Examples
COMPLAINTS
Major Defects
Those defects which may put the patient at some risk but
are not life-threatening and will require the batch recall or
product withdrawal within a few days
Examples
Any labelling/leaflet misinformation (or lack of
information) which represents a significant hazard to the
patient
Microbial contamination of non-sterile products with
some risk for patients
Non-compliance to specifications (e.g. active ingredient
assay)
COMPLAINTS
Other Defects
Examples