2015. Pasar global Sistem CAD 3 dimensi

26/10/2015

Tujuan Pembelajaran Desain Barang dan Jasa

5

1. Mendefinisian siklus hidup produk (product life cycle) 2. Mendeskripsikan sistem pengembangan produk 3. Membuat rumah kualitas (house of quality) 4. Menjelaskan bagaimana kompetisi berbasis waktu (timebased) diimplementasikan oleh OM 5. Mendeskripsikan bagaimana barang dan jasa didefinisikan oleh OM 6. Mendeskripsikan dokumen-dokumen yang diperlukan untuk produksi.

MANAJEMEN OPERASI: Manajemen Keberlangsungan & Rantai Pasokan

7. Menjelaskan bagaimana partisipasi pelanggan dalam desain dan penyampaian (delivery) jasa

Operations Management: Sustainability & Supply Chain Management

8. Mengaplikasikan pohon keputusan untuk masalahmasalah produk 5-1

Pemilihan Barang dan Jasa

Regal Marine ►

Pasar global

►

Sistem CAD 3 dimensi ►

Mengurangi waktu pengembangan produk

►

Mengurangi masalah yang berhubungan dengan peralatan

►

Mengurangi masalah yang berhubungan dengan produksi

►

Produksi di lini perakitan

►

JIT

5-2

5-3

►

Keberadaan sebuah organisasi/perusahaan adalah untuk menyediakan barang dan jasa bagi masyarakat

►

Produk-produk yang hebat adalah kunci keksuksesan bagi setiap organisasi

►

Organisasi yang unggul umumnya hanya fokus pada produk inti saja (Honda → mesin, Michelin → ban, Intel → Microprocessor)

►

Pelanggan itu membeli kepuasan, tidak sekedar fisik barang maupun jasa tertentu saja.

►

Desain produk merupakan hal yang fundamental bagi strategi organisasi yang implikasinya meliputi seluruh fungsi operasi. 5-4

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50% –

►

►

►

Barang dan jasa adalah dasar dari keberadaan sebuah organisasi Produk yang memiliki siklus hidup terbatas dan dapat diprediksi, maka perusahaan harus terus-menerus mencari, merancang, dan mengembangkan produk baru Produk baru akan memberikan kontribusi pendapatan secara substansial Produk baru tidak selalu sukses di pasaran

40% – Persentasi penjualan produk-produk baru

►

Semakin tinggi persentase penjualan produk baru (terhadap produk2nya yang lain) dalam 5 tahun terahir, semakin besar kemungkinan perusahaan tersebut menjadi pemimpin industri.

30% – 20% – 10% – 0% – Pemimpin Sepertiga Sepertiga industri atas kedua

Sepertiga bawah

Posisi perusahaan dalam industrinya

5-5

Keputusan Produk

5-6

Pilihan Strategi Produk

Tujuan dari keputusan produk adalah untuk mengembangkan dan mengimplementasikan strategi produk yang memenuhi permintaan pasar dengan sebuah keunggulan bersaing

►

Differentiation ►

►

Low cost ►

►

Taco Bell, D’Cost

Rapid response ►

5-7

Shouldice Hospital, Mbah Jingkrak, Bu Fat, Mak Icih

Toyota 5-8

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Product Life Cycle Penjualan, biaya, dan arus kas

Product Life Cycles Siklus hidup produk: harian (kaos konser), bulanan (baju musiman, batu akik), tahunan (laptop, elektronik), puluhan tahun (Airbus A330) Fungsi operasi harus dapat memperkenalkan produk baru dengan sukses.

►

►

Biaya pengembangan dan produksi Pendapatan penjualan Pendapatan bersih (profit)

Arus Kas Arus Kas negatif

Pengenalan Pertumbuhan

Kerugian

Matang

Penurunan

5-9

5 - 10

Siklus Hidup dan Strategi Fase Pengenalan ►

Fase Pertumbuhan

Masih mencari celah yang pas (fine tuning) sehingga memunculkan biayabiaya yang tidak biasa untuk:

► ►

1. Penelitian

2. Pengembangan produk

►

3. Modifikasi dan perbaikan proses 4. Pengembangan suplier

5 - 11

Desain produk mulai stabil Mulai memerlukan peramalan kapasitas yang efektif Penambahan atau peningkatan kapasitas mungkin diperlukan

5 - 12

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Fase Matang ► ►

►

Fase Penurunan

Kompetitor mulai bermunculan Volume produksi yang tinggi, produk yang inovatif mungkin dibutuhkan Perbaikan pengendalian biaya, mengurangi pilihan-pilihan, mengurangi lini produk

►

Jika sudah tidak bisa memberi kontribusi khusus bagi organisasi, maka sudah saatnya untuk menghentikan produk tersebut

5 - 13

Product-by-Value Analysis (Analisis Poduk Berdasar Nilai)

5 - 14

Membangun Produk Baru Yang harus diperhatikan:

►

►

►

Buat daftar urutan produk secara descending (menurun) sesuai dengan kontribusi rupiahnya bagi perusahaan Buat daftar kontribusi rupiah tahunan masing-masing produk tersebut Ini dapat membantu manajemen mengevaluasi strategi-strategi alternatif 5 - 15

1. Memahami pelanggan 2. Perubahan ekonomi 3. Perubahan sosial dan demografi 4. Perubahan teknologi 5. Perubahan politik dan hukum 6. Praktik pasar, standar profesional, suplier, distributor 5 - 16

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Tahap Pengembangan Produk Konsep Fisibilitas

▶ Adalah proses menetapkan “apa yang diinginkan konsumen” dan menerjemahkannya menjadi atribut “bagaimana agar tiap area fungsional dapat memahami dan memenuhi kebutuhan konsumen”.

Kebutuhan Pelanggan Spesifikasi fungsional Lingkup tim pengembangan produk

Spesifikasi produk

Lingkup bagi tim desain dan rekayasa

Review desain

Quality Function Deployment (QFD) ‒ Penyebaran Fungsi Kualitas ‒

▶ Tool implementasi QFD: rumah kualitas (house of quality) yaitu sebuah teknik grafis untuk menjelaskan hubungan antara keinginan konsumen dan produk (barang atau jasa).

Uji Pasar Pengenalan Evaluasi 5 - 17

5 - 18

QFD: House of Quality Tahapan QFD: 2. Mengidentifikasi atribut-atribut tentang bagaimana barang/jasa akan memenuhi keinginan pelanggan 3. Menghubungkan Langkah 1 & 2

Peringkat kepentingan pelanggan

Apa yang diinginan pelanggan

4. Mengidentifikasi relasi antar atribut

Relasi antar atribut Bagaimana untuk memenuhi keinginan pelanggan

Matriks relasi

Penilaian pesaing

1. Mengidentifikasi keinginan pelanggan

5. Menetapkan tingkat kepentingan pelanggan 6. Mengevaluasi produk-produk pesaing

Nilai-nilai target

7. Membandingan performa/kinerja terhadap atributatribut teknis yang diinginan 5 - 19

Bobot peringkat

Evaluasi teknis 5 - 20

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26/10/2015

Interrelationships

Contoh House of Quality What the Customer Wants

Tim Anda ditugasi untuk mendesain sebuah kamera baru untuk PT. Great Cameras, Inc.

Technical Attributes and Evaluation

Apa yang diinginan pelanggan

Langkah pertamanya adalah membangun sebuah rumah kualitas (House of Quality)

Peringkat kepentingan pelanggan (5 = tertinggi)

Ringan

3

Mudah digunakan

4

Reliabel/Handal

5

Mudah dipegang/digenggam

2

Resolusi tinggi

1

Interrelationships

How to Satisfy Customer Wants

Relationship Matrix

Analysis of Competitors

Interrelationships


What the Customer Wants

Relasi kuat


Relationship Matrix


Relasi sedang

Desain Ergonomic

Relasi rendah

Jumlah pixels besar

Auto exposure (Pencahayaan otomatis)

Auto focus

Komponen aluminium

Ebutuhan daya listrik rendah

5 - 22


5 - 21


Relationship Matrix



Bagaimana untuk memuaskan pelanggan

Ringan

3

Mudah digunakan

4

Reliabel/Handal

5


2

Resolusi tinggi

1

Matriks relasi 5 - 23

5 - 24

6

Interrelationships


Relationship Matrix



Interrelationships



Relationship Matrix

Desain Ergonomic

Ringan

3

Mudah digunakan

4

Reliabel/Handal

5


2

Resolusi tinggi

1

Interrelationships


25

F

G


2

G

P

Resolusi tinggi

1

P

P

Panel ranking

5

Failure 1 per 10,000

P

Reliabel/Handal

2 circuits

P

G


2’ to ∞

G

4

Relationship Matrix

75%

Perusahaan B

3

Mudah digunakan

22

32

0.5 A

Perusahaan A

Ringan

Peringat kepentingan kita

27

5 - 26


How well do competing products meet customer wants

27

5 - 25

Interrelationships


9

Peringat terboboti


Relationship Matrix

22


Jumlah pixels besar

Auto focus


Peringkat kepentingan kita



Komponen aluminium

Ebutuhan daya listrik rendah

Relasi antar atribut (yang bisa kita buat)

Auto exposure (Pencahayaan otomatis)



26/10/2015

Perusahaan A

0.7

60%

yes

1

ok

G

Perusahaan B

0.6

50%

yes

2

ok

F

Kita

0.5

75%

yes

2

ok

G

Nilai target (Atribut teknis)

Evaluasi teknis

5 5 - 27

5 - 28

7

3

G P

Easy to use

4

G P

Reliable

5

F G

Easy to hold steady

2

G P

High resolution

1

Kebutuhan pelanggan

Karakteristik desain

Panel ranking

2’ to ∞

75%

0.5 A

Target values (Technical attributes)

Technical evaluation

Komponen2 spesifik

P

Company A

0.7 60% yes

1

ok

Company B

0.6 50% yes

2

ok

F

Us

0.5 75% yes

2

ok

G

House 1

Karakteristik desain

P 22 9 27 27 32 25 Failure 1 per 10,000

Our importance ratings

Rencana kualitas Proses produksi

House 2

House 3

Proses produksi

Lightweight

Menyebarkan sumberdaya melalui organisasi dalam memenuhi kebutuhan pelanggan

Komponen2 spesifik

Company B

Company A

Ergonomic design

High number of pixels

Auto exposure

Auto focus

Aluminum components

Rangkaian Rumah Kualitas

2 circuits

House of Quality Lengkap

Low electricity requirements

26/10/2015

House 4

G

5 - 29

5 - 30

Pengorganisasian Pengembangan Produk ►

►

►

Secara tradisional– departemen yang berbeda-beda

►

►

Tugas dan tanggung jawab didefinisikan

►

Sulit untuk berfikir maju

►

A Champion (Juara) ►

Pendekatan Tim

►

Manajer produk memandu produk melalui sistem pengembangan produk dan organisasi terkait

Tim pengembangan produk, tim desain untuk manufakturabiitas, tim rekayasa nilai

Pendekatan “whole organization” ala Jepang ►

5 - 31

Bersifat lintas fungsi (cross-function) – diwakili dari seluruh disiplin/fungsi

Tidak mengenal divisi-divis organisasi 5 - 32

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26/10/2015

Manufakturabilitas dan Rekayasa Nilai ►

Pengurangan biaya sebuah Bracket melalui Rekayasa Nilai

Manfaat: 1. Mengurangi komplesitas produk 2. Mengurangi dampak lingkungan 3. Standarisasi tambahan untuk komponen 4. Perbaikan aspek fungsional produk 5. Perbaikan desain kerja dan keselamatan kerja 6. Perbaikan untuk pemeliharaan produk 7. Desain yang robust Figure 5.5 5 - 33

5 - 34

Robust Design

Isu-isu tentang Desain Produk ►

Desain robust

►

Desain modular

►

Computer-aided design (CAD)

►

Computer-aided manufacturing (CAM)

►

Virtual reality technology

►

Value analysis

►

Sustainability and Life Cycle Assessment (LCA)

►

►

5 - 35

Produk didesain sedemikian rupa sehingga perubahan/variasi kecil dalam produksi atau perakitan tidak akan berdampak negatif terhadap produk Biasanya menghasilkan produk dengan biaya yang lebih rendah namun dengan kualitas yang lebih tinggi 5 - 36

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26/10/2015

Desain Modular

Computer Aided Design (CAD)

Produk didesain dalam kompononenkomponen yang mudah tersegmentasi ► Menambah fleksibilitas untuk produksi dan pemasaran ► Peningkatan kemampuan untuk memenuhi kebutuhan pelanggan ►

►

Using computers to design products and prepare engineering documentation

►

Shorter development cycles, improved accuracy, lower cost

►

Information and designs can be deployed worldwide

5 - 37

5 - 38

Extensions of CAD ►

Design for Manufacturing and Assembly (DFMA) ►

►

Computer-Aided Manufacturing (CAM)

Solve manufacturing problems during the design stage

►

3-D Object Modeling ►

Small prototype development

►

CAD through the internet

►

International data exchange through STEP

►

5 - 39

Utilizing specialized computers and program to control manufacturing equipment Often driven by the CAD system (CAD/CAM)

5 - 40

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26/10/2015

Benefits of CAD/CAM 1. 2. 3. 4. 5.

Virtual Reality Technology ►

Product quality Shorter design time Production cost reductions Database availability New range of capabilities

►

►

Computer technology used to develop an interactive, 3-D model of a product from the basic CAD data Allows people to ‘see’ the finished design before a physical model is built Very effective in large-scale designs such as plant layout

5 - 41

Value Analysis ►

►

5 - 42

Sustainability and Life Cycle Assessment (LCA)

Focuses on design improvement during production Seeks improvements leading either to a better product or a product which can be produced more economically with less environmental impact

5 - 43

►

Sustainability means meeting the needs of the present without compromising the ability of future generations to meet their needs

►

LCA is a formal evaluation of the environmental impact of a product

5 - 44

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26/10/2015

Product Development Continuum ►

Product life cycles are becoming shorter and the rate of technological change is increasing

►

Developing new products faster can result in a competitive advantage

►

Time-Based Competition

Product Development Continuum External Development Strategies Alliances

Figure 5.6

Joint ventures Purchase technology or expertise by acquiring the developer Internal Development Strategies Migrations of existing products Enhancements to existing products New internally developed products Internal Lengthy

Cost of product development Speed of product development

High

Risk of product development

Shared Rapid and/ or Existing Shared

5 - 45

5 - 46

Product Development Continuum ►

►

Product Development Continuum

Purchasing technology by acquiring a firm

►

►

Speeds development

►

Issues concern the fit between the acquired organization and product and the host

Through Alliances ►

Cooperative agreements between independent organizations

►

Useful when technology is developing

►

Reduces risks

Joint Ventures ►

Both organizations learn

►

Risks are shared 5 - 47

5 - 48

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26/10/2015

Monterey Jack Cheese

Defining a Product ► ►

►

►

First definition is in terms of functions Rigorous specifications are developed during the design phase Manufactured products will have an engineering drawing Bill of material (BOM) lists the components of a product

(a) U.S. grade AA. Monterey cheese shall conform to the following requirements: (1) Flavor. Is fine and highly pleasing, free from undesirable flavors and odors. May possess a very slight acid or feed flavor. (2) Body and texture. A plug drawn from the cheese shall be reasonably firm. It shall have numerous small mechanical openings evenly distributed throughout the plug. It shall not possess sweet holes, yeast holes, or other gas holes. (3) Color. Shall have a natural, uniform, bright and attractive appearance. (4) Finish and appearance—bandaged and paraffin-dipped. The rind shall be sound, firm, and smooth providing a good protection to the cheese.

Code of Federal Regulation, Parts 53 to 109, General Service Administration 5 - 49

Engineering Drawings

Product Documents ►

►

5 - 50

Engineering drawing ►

Shows dimensions, tolerances, and materials

►

Shows codes for Group Technology

Bill of Material ►

Lists components, quantities and where used

►

Shows product structure Figure 5.8

5 - 51

5 - 52

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26/10/2015

Bills of Material

Bills of Material

BOM for a Panel Weldment

Figure 5.9 (a)

NUMBER

DESCRIPTION

A 60-71

PANEL WELDM’T

1

A 60-7 R 60-17 R 60-428 P 60-2

LOWER ROLLER ASSM. ROLLER PIN LOCKNUT

1 1 1 1

A 60-72 R 60-57-1 A 60-4 02-50-1150

GUIDE ASSM. REAR SUPPORT ANGLE ROLLER ASSM. BOLT

1 1 1 1

A 60-73 A 60-74 R 60-99 02-50-1150

GUIDE ASSM. FRONT SUPPORT WELDM’T WEAR PLATE BOLT

1 1 1 1

Hard Rock Cafe’s Hickory BBQ Bacon Cheeseburger

QTY

Figure 5.9 (b)

DESCRIPTION

QTY

Bun Hamburger patty Cheddar cheese Bacon BBQ onions Hickory BBQ sauce Burger set Lettuce Tomato Red onion Pickle French fries Seasoned salt 11-inch plate HRC flag

1 8 oz. 2 slices 2 strips 1/2 cup 1 oz. 1 leaf 1 slice 4 rings 1 slice 5 oz. 1 tsp. 1 1

5 - 53

Group Technology

5 - 54

Group Technology Scheme (b) Grouped Cylindrical Parts (families of parts)

►

►

►

(a) Ungrouped Parts

Parts grouped into families with similar characteristics Coding system describes processing and physical characteristics Part families can be produced in dedicated manufacturing cells

Grooved

Slotted

Threaded

Drilled

Machined

Figure 5.10 5 - 55

5 - 56

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26/10/2015

Group Technology Benefits 1. Improved design 2. Reduced raw material and purchases 3. Simplified production planning and control 4. Improved layout, routing, and machine loading 5. Reduced tooling setup time, work-inprocess, and production time

Documents for Production ► ► ► ► ►

Assembly drawing Assembly chart Route sheet Work order Engineering change notices (ECNs)

5 - 57

5 - 58

Assembly Drawing

Assembly Chart 1

►

►

Shows exploded view of product

2 3

Details relative locations to show how to assemble the product

4 5 6 7 8 9 10

Figure 5.11 (a)

R 209 Angle R 207 Angle Bolts w/nuts (2) R 209 Angle R 207 Angle Bolts w/nuts (2)

5 - 59

Right SA bracket A2 2 assembly

Identifies the point of production where components flow into subassemblies and ultimately into the final product

Bolt w/nut R 404 Roller

A3

Lock washer Part number tag Box w/packing material

11

Left SA bracket A1 1 assembly

Poka-yoke inspection A4 A5

Figure 5.11 (b)

5 - 60

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26/10/2015

Work Order

Route Sheet Lists the operations and times required to produce a component Process

Machine

Operations

1

Auto Insert 2

2 3

Manual Insert 1 Wave Solder

4

Test 4

Insert Component Set 56 Insert Component Set 12C Solder all components to board Circuit integrity test 4GY

Setup Time

Instructions to produce a given quantity of a particular item, usually to a schedule Operation Time/Unit

1.5

.4

.5

2.3

1.5

4.1

.25

Work Order

►

Engineering drawings

►

Bill of material

5 - 63

5/2/08

Due Date 5/4/08

Delivery Location Dept K11

Configuration Management

►

Quite common with long product life cycles, long manufacturing lead times, or rapidly changing technologies

125

Start Date

5 - 62

►

A correction or modification to a product’s definition or documentation

157C

F32

5 - 61

►

Quantity

Production Dept

.5

Engineering Change Notice (ECN)

Item

The need to manage ECNs has led to the development of configuration management systems A product’s planned and changing components are accurately identified and control and accountability for change are identified and maintained

5 - 64

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26/10/2015

Product Life-Cycle Management (PLM) ►

Service Design

Integrated software that brings together most, if not all, elements of product design and manufacture ►

Product design

►

CAD/CAM, DFMA

►

Product routing

►

Materials

►

Assembly

►

Environmental

►

►

5 - 65

Process-Chain-Network (PCN) Analysis

Service typically includes direct interaction with the customer Process – chain – network (PCN) analysis focuses on the ways in which processes can be designed to optimize interaction between firms and their customers

5 - 66

Process-Chain-Network (PCN) Analysis ▶ Direct interaction region includes process steps that involve interaction between participants ▶ The surrogate (substitute) interaction region includes process steps in which one participant is acting on another participant’s resources ▶ The independent processing region includes steps in which the supplier and/or the customer is acting on resources where each has maximum control

Figure 5.12 5 - 67

5 - 68

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26/10/2015

Process-Chain-Network (PCN) Analysis

Adding Service Efficiency

▶ All three regions have similar operating issues but the appropriate way of handling the issues differs across regions

▶ Service productivity is notoriously low partially because of customer involvement in the design or delivery of the service, or both ▶ Complicates product design

▶ Service operations exist only within the area of direct and surrogate interaction ▶ PCN analysis provides insight to aid in positioning and designing processes that can achieve strategic objectives

5 - 69

Adding Service Efficiency

5 - 70

Adding Service Efficiency ▶ Automation

▶ Limit the options

▶ Reduces cost, increases customer service

▶ Improves efficiency and ability to meet customer expectations

▶ Moment of truth

▶ Delay customization ▶ Modularization

▶ Critical moments between the customer and the organization that determine customer satisfaction

▶ Eases customization of a service

5 - 71

5 - 72

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26/10/2015

First Bank Corp. Drive-up Teller Service Guidelines

Documents for Services High levels of customer interaction necessitates different documentation

• Be especially discreet when talking to the customer through the microphone.

►

Often explicit job instructions

• Mark lines to be completed or attach a note with instructions.

►

Scripts and storyboards are other techniques

►

• Provide written instructions for customers who must fill out forms you provide. • Always say “please” and “thank you” when speaking through the microphone. • Establish eye contact with the customer if the distance allows it. • If a transaction requires that the customer park the car and come into the lobby, apologize for the inconvenience.

5 - 73

Application of Decision Trees to Product Design ►

5 - 74

Application of Decision Trees to Product Design Procedure

Particularly useful when there are a series of decisions and outcomes which lead to other decisions and outcomes

1. Include all possible alternatives and states of nature - including “doing nothing” 2. Enter payoffs at end of branch 3. Determine the expected value of each branch and “prune” the tree to find the alternative with the best expected value 5 - 75

5 - 76

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26/10/2015

Decision Tree Example


(.4)

Purchase CAD

(.4)

Purchase CAD

High sales

High sales

(.6) Low sales

(.6) Low sales

Hire and train engineers


(.4)

$2,500,000 – 1,000,000 – 500,000 $1,000,000

Revenue Mfg cost ($40 x 25,000) CAD cost Net

$800,000 – 320,000 – 500,000 – $20,000

Revenue Mfg cost ($40 x 8,000) CAD cost Net loss

(.4)

High sales

High sales EMV (purchase CAD system) = (.4)($1,000,000) + (.6)(– $20,000)

(.6)

(.6)

Low sales

Low sales

Do nothing

Do nothing Figure 5.13

Figure 5.13

5 - 77

Decision Tree Example (.4)

Purchase CAD $388,000

High sales

(.6) Low sales


5 - 78


$2,500,000 – 1,000,000 – 500,000 $1,000,000


$800,000 – 320,000 – 500,000 – $20,000


(.4)

Purchase CAD $388,000

High sales

(.6) Low sales

Hire and train engineers $365,000

(.4)

(.4)

High sales

High sales

(.6)

(.6)

EMV (purchase CAD system)

= (.4)($1,000,000) + (.6)(– $20,000) = $388,000

Low sales

Low sales

Do nothing

Do nothing $0 Figure 5.13 5 - 79

$2,500,000 – 1,000,000 – 500,000 $1,000,000


$800,000 – 320,000 – 500,000 – $20,000


$2,500,000 – 1,250,000 – 375,000 $875,000

Revenue Mfg cost ($50 x 25,000) Hire and train cost Net

$800,000 – 400,000 – 375,000 $25,000

Revenue Mfg cost ($50 x 8,000) Hire and train cost Net

$0 Net

Figure 5.13 5 - 80

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26/10/2015

Transition to Production ►

Know when to move to production ►

►

►

Transition to Production ►

Product development can be viewed as evolutionary and never complete

►

Product must move from design to production in a timely manner

Most products have a trial production period to insure producibility ►

Develop tooling, quality control, training

►

Ensures successful production

Responsibility must also transition as the product moves through its life cycle

5 - 81

►

Line management takes over from design

Three common approaches to managing transition ►

Project managers

►

Product development teams

►

Integrate product development and manufacturing organizations

5 - 82

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

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2015. Pasar global Sistem CAD 3 dimensi

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