 Kegiatan produksi dan operasi pada dasarnya telah dilakukan manusia sejak lama sebagai upaya memenuhi kebutuhan hidupnya. Seiring perkembangan ilmu pengetahuan dan teknologi, berbagai kemajuan dalam bidang industri mulai muncul dan mendorong lahirnya konsep manajemen operasi. Ilmu pengetahuan yang terus berkembang memberikan kontribusi besar terhadap peningkatan produktivitas dan efisiensi dalam dunia industri.
Menurut Heizer dan Render (2011), sejarah perkembangan manajemen operasi dapat dibagi menjadi beberapa fase utama. Fase pertama adalah fokus pada biaya yang berlangsung sejak tahun 1776 hingga 1910. Pada masa ini, perhatian utama perusahaan adalah menekan biaya dan meningkatkan efisiensi kerja. Adam Smith dan Charles Babbage memperkenalkan spesialisasi tenaga kerja, sementara Eli Whitney mengembangkan konsep standarisasi komponen kerja. Kemudian muncul masa manajemen ilmiah yang dipelopori oleh Frederick W. Taylor dengan prinsip efisiensi kerja, pelatihan tenaga kerja, dan pemberian insentif. Henry Gantt memperkenalkan Gantt Chart untuk penjadwalan kerja, sedangkan Frank dan Lillian Gilbreth meneliti studi gerak dan waktu. A.K. Erlang menambah kontribusi penting melalui teori antrean yang membantu efisiensi aliran kerja.
Selanjutnya, pada periode produksi massal (1910-1980), fokus manajemen operasi mulai bergeser pada peningkatan produktivitas dan pengendalian kualitas. W. Shewhart memperkenalkan pengendalian kualitas berbasis statistik, sedangkan berbagai disiplin ilmu mulai berkontribusi dalam menciptakan alat bantu operasional seperti simulasi, teori pengambilan keputusan, serta teknik penjadwalan proyek PERT dan CPM. Pada masa ini pula, penggunaan komputer mulai diterapkan untuk membantu proses perencanaan, penjadwalan, pengendalian produksi, dan peramalan bisnis, yang membuat kegiatan operasi menjadi lebih cepat dan akurat.
Memasuki periode fokus pada kualitas (1980-1995), manajemen operasi mengalami perubahan besar dengan munculnya paradigma baru yang menjadikan kualitas sebagai strategi utama bersaing. Tokoh-tokoh penting seperti Taichi Ohno, W. Edwards Deming, dan J.M. Juran memperkenalkan berbagai konsep penting seperti Just in Time (JIT), Total Quality Control (TQC), dan Total Quality Management (TQM). Pada masa ini, otomatisasi produksi semakin berkembang dengan bantuan teknologi seperti Computer-Aided Design (CAD), Electronic Data Interchange (EDI), dan Flexible Manufacturing System (FMS), yang mendorong peningkatan mutu serta efisiensi produksi. Kualitas menjadi pusat perhatian utama dalam setiap proses produksi dan strategi bisnis.
Fase berikutnya adalah kostumisasi massal (1995-sekarang), yang menandai masuknya manajemen operasi ke era globalisasi dan digitalisasi. Perkembangan internet, sistem Enterprise Resource Planning (ERP), supply chain management, serta penetapan standar kualitas internasional menjadi ciri utama masa ini. Berbeda dari produksi massal yang menekankan kuantitas, kostumisasi massal memanfaatkan teknologi untuk menghasilkan produk sesuai kebutuhan pelanggan (build to order) dengan tetap mempertahankan efisiensi biaya. Pergeseran paradigma ini juga memperluas makna manajemen operasi  tidak hanya mencakup kegiatan manufaktur, tetapi juga sektor jasa. Kini, manajemen operasi dipahami sebagai upaya mengelola seluruh proses produksi dan pelayanan secara efektif, efisien, dan berorientasi pada kebutuhan pelanggan.
Production and operations activities have essentially been carried out by humans since ancient times as an effort to meet their needs. Along with the development of science and technology, various advances in the industrial field began to emerge and encouraged the birth of the concept of operations management. The continuous growth of scientific knowledge has made a major contribution to increasing productivity and efficiency in the industrial world.
According to Heizer and Render (2011), the history of operations management can be divided into several main phases. The first phase is the cost-focused era (1776-1910), when companies concentrated on reducing costs and improving work efficiency. Adam Smith and Charles Babbage introduced the idea of labor specialization, while Eli Whitney developed the concept of standardized work components. Later, the scientific management era emerged, pioneered by Frederick W. Taylor, who emphasized efficiency, employee training, and performance-based incentives. Henry Gantt introduced the Gantt Chart for work scheduling, while Frank and Lillian Gilbreth conducted motion and time studies. A.K. Erlang also made an important contribution through the queuing theory, which helped improve workflow efficiency.
Next, during the mass production period (1910-1980), the focus of operations management shifted toward increasing productivity and implementing quality control. W. Shewhart introduced statistical quality control, while various other disciplines contributed by developing operational tools such as simulation, decision theory, and project scheduling techniques like PERT and CPM. During this period, computers began to be used in operations to assist with planning, scheduling, production control, and business forecasting, making operational activities faster and more accurate.
Entering the quality-focused period (1980-1995), operations management experienced major changes with the emergence of a new paradigm that positioned quality as a key competitive strategy. Influential figures such as Taichi Ohno, W. Edwards Deming, and J.M. Juran introduced important concepts including Just in Time (JIT), Total Quality Control (TQC), and Total Quality Management (TQM). During this era, production automation developed rapidly through technologies such as Computer-Aided Design (CAD), Electronic Data Interchange (EDI), and Flexible Manufacturing Systems (FMS), all of which enhanced product quality and production efficiency. Quality became the main focus in every production process and business strategy.
The next phase, known as the mass customization era (1995-present), marks the entry of operations management into the age of globalization and digitalization. The development of the internet, Enterprise Resource Planning (ERP) systems, supply chain management, and the implementation of international quality standards became key characteristics of this period. Unlike traditional mass production, which focused on quantity, mass customization leverages technology to produce goods according to customer needs (build to order) while maintaining cost efficiency. This paradigm shift also broadened the meaning of operations management not only in manufacturing but also in the service sector. Today, operations management is understood as the effort to manage all production and service processes effectively, efficiently, and in alignment with customer needs.
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