PERANCANGAN PROSES, JASA & PERANCANGAN SISTEM KERJA Dr. Mohammad Abdul Mukhyi, Mukhyi, SE., MM
• • • • • • • • • • • • •
seleksi proses ciri proses aliran interniten keputusan seleksi proses strategi proses-produk Rancangan operasi jasa mendefinisikan jasa kerangka rancangan jasa menetapkan strategi dan produk jasa sustem penyerahan ke pelanggan analisis aliran proses Peranc. & Pengukuran Kerja Kasus Latihan
Rancangan proses Seleksi proses merupakan serangkaian keputusan mengenai tipe atau jenis produksi dan peralatan yang digunakan.
Klasifikasi :
1. Aliran Produk atau Proses: a. garis. b. Intermiten c. Proyek 2. Tipe Pesanan Pelanggan :
Aliran Garis :
Produk terstandarisasi dan mengalir dari satu operasi atau tempat kerja ke operasi berikutnya dengan urutan yang telah ditetapkan sebelumnya. a. Produksi Massa (mass production): memproduksi kumpulan-kumpulan produk dalam jumlah besar dengan mengikuti serangkaian operasi yang sama dengan kumpulan produk sebelumnya repetitive process. contoh : operasi lini perakitan.
Operasi / tempat kerja
Aliran produk atau bahan
b. Produksi terus-menerus (continuous).: ditandai dengan waktu produksi yang relatif lama untuk menghindari penyetelan, persiapan lian dan kemacetan yang mahal industriindustri proses
Aliran Intermiten (Job Shop)
Kelompok barang yang sejenis pada intervalinterval waktu yang terputus-putus. Peralatan dan tenaga kerja diatur dalam pusatpusat kerja menurut tipe-tipe ketrampilan atau peralatan yang serupa.
Operasi / Tempat kerja
Operati intermiten sangat fleksibel dalam perubahan volume atau produk, karena dalam operasinya menggunakan peralatan serba guna dan tenaga kerja berketrampilan tinggi Masalah: dalam pengendalian persediaan, skedul dan kualitas. Digunakan untuk barang-barang tidak distandarisasi atau volume produksinya rendah
Aliran Proyek
Digunakan untuk memproduksi produk-produk khusus atau unik. Masalah signifikan : perencanaan, pengurutan, sceduling dan pengawasan kegiatan-kegiata individual yang mengarahkan penyelesaian proyek secara keseluruhan. Bentuk operasi proyek digunakan bila ada kebutuhan akan kreatifitas dan kekhususan dalam pembuatan suatu produk
2
3 Sele sai
Mulai 1
: Operasi :
4
/ kegiatan
hubungan untuk menentukan mana yang harus didahulukan
Karakteristik-karakteristik proses Karakteristik
Produk: Produk: Tipe order
Aliran produk Variasi produk
Tipe pasar Volume
Garis
Intermiten
Kontinyu atau Kumpulan kumpulan besar Berurutan Rendah Massa Tinggi
Proyek
Unit tunggal
Berpola tidak pasti
Tidak ada
Tinggi
Tinggi
Pesanan
Khusus (unik)
Menengah
Unit tunggal
Karakteristik-karakteristik proses Karakteristik
Garis
Intermiten
Proyek
Tenaga kerja Ketrampilan
Rendah
Tinggi
Tidak rutin
Tidak rutin
Upah
Kapital: Kapital: Investasi
Rendah
Tinggi
Tinggi
Tinggi
Menengah
Rendah
Peralatan
Mesin khusus Serbaguna
Tipe kegiatan Bersifat pengulangan
Persediaan
Rendah
Tinggi
Tinggi
Menengah
Serbaguna
Karakteristik-karakteristik proses Karakteristik
Sasaran: Sasaran: Fleksibilitas Biaya
Garis
Rendah
Rendah
Intermiten
Menengah
Proyek
Tinggi
Menengah
Tinggi
Kualitas
Konsisten
Waktu penyelesaian
Lebih variabel
Rendah
Menengah
Tinggi
Produksi
Mudah
Sulit
Sulit
Persediaan
Mudah
Sulit
Sulit
Perencanaan dan pengawasan Kualitas
Mudah
Sulit
Lebih variabel
Sulit
Dimensi kritis lain yang mempengaruhi pemilihan proses adalah apakah produk dibuat untuk persediaan (production to stock) atau untuk pesanan (production to order). Proses produksi pesanan berdasarkan atas permintaan atau pesanan, dimana kegiatan pemrosesan menyesuaikan dengan spesifikasi pesanan (tidak standar) dengan waktu yang disepakati. Produksi persediaan dengan garis produksi yang distandarisasi, guna memenuhi permintaan yang tidak pasti dan merencanakan kebutuhan kapasitas.
Produksi Pesanan VS Produksi Persediaan Karakteri stik Produk
Sasaran
Produksi Pesanan • Spesifikasi ditentukan pelanggan • Tidak distandarisasikan • Volume kecil • Variasi besar • Relatif mahal
Pemenuhan waktu penyelesaian dan pengelolaan kapasitas
Masalah- • Ketepatan pengiriman. masalah • Pengawasan pengiriman operasi utama
Produksi Persediaan • Spesifikasi ditentukan perusahaan • Distandarisasikan • Volume besar • Variasi kecil • Relatif murah
Keseimbangan persediaan, kapasitas dan pelayanan • Forecasting • Perencanaan produksi • Pengendalian persediaan
Matrik Karakteristik Proses Produksi Persediaan
Produksi Pesanan
Penggilingan tepung pabrik manakan dalam kaleng
Perusahaan telepon. Perusahaan listrik
III
IV
I
Aliran Garis
Aliran intermiten
Proyek
Produksi perabot rumah tangga
V
Perusahaan spekulasi. Lukisan komersial
II
Bengkel mesin. Restauran Rumah Sakit
VI
Produksi kapal Bangunan
Faktor-faktor yang perlu dipertimbangkan dalam pembuatan keputusan seleksi proses
1. 2. 3. 4. 5. 6.
Kebutuhan modal. Kondisi pasar Tenaga kerja Bahan mentah Teknologi Ketrampilan manajemen
Bagan yang digunakan dalam perencanaan dan pengelolaan proses Bagan-bagan perakitan (assembly charts) Untuk membantu menggambarkan aliran bahan dan hubungan masing-masing komponen Bagan-bagan aliran proses (flow-process charts) Memerinci proses ke dalam unsur-unsur dan simbol-simbol.
Outline
GOODS AND SERVICES SELECTION Product Strategy Options Support Competitive Advantage Product Life Cycles Life Cycle and Strategy Product-by-value Analysis GENERATING NEW PRODUCTS New Product Opportunities Importance of New Products
2 0
Pemilihan Teknologi Adalah aplikasi ilmu pengetahuan untuk memecahkan masalah-masalah manusia. Adalah sekumpulan proses, peralatan, metoda, prosedur dan perkakas yang digunakan untuk memproduksi barang atau jasa.
Batasan-batasan sosial
Batasan-batasan teknologi
Disain sistem sosioteknikal
Disain pekerjaan yang feasibel dari sudut pandangan teknologi
Disain sosioteknikal
Disain pekerjaan yang feasibel dari sudut pandangan sosial
Teknologi yang tersedia : 1. Teknologi Pabrik :
Pekerjaan Tangan (hand-made) Pekerjaan Mesin (machine-made) Otomatisasi
2. Teknologi Perkantoran :
Proses transformasi : penanganan surat menyurat pengetikan dan pengetikan kembali kertas kerja pengarsipan penggandaan barang-barang cetakan
3. Teknologi Jasa :
Dasar Pemilihan Teknologi
a. Penganggaran modal b. Apakah teknologi baru sesuai dengan kebutuhan-kebutuhan tenaga kerja dan lingkungan. c. Melibatkan manajemen operasi, manajemen puncak dan keuangan. d. Bukan merupakan suatu kegiatan tunggal tetapi lebih sebagai suatu proses yang diorganisasikan dengan baik dan mencakup penjajagan teknologi kontinyu.
Perencanaan Proses Perancangan dan implementasi sistem kerja yang akan memproduksi produk yang diinginkan dalam kuantitas yang diperlukan. Perancangan proses memerlukan pemahaman tentang operasi-operasi sebagai suatu sistem produktif. Langkah-langkah yang perlu diambil: 1. Memutuskan tujuan-tujuan perencanaan, yaitu untuk meningkatkan efisiensi, efektivitas, kapasitas atau semangat kerja karyawan. 2. Memilih proses/sistem produktif yang relevan, yaitu operasi keseluruhan atau beberapa bagian operasi.
3. Menggambarkan proses transformasi yang ada sekarang dengan bantuan bagan-bagan proses dan pengukuran efisiensi. 4. Mengembangkan desain proses yang diperbaiki melalui perbaikan aliran-aliran proses dan atau masukan-masukan yang digunakan. 4. Mendapatkan persetujuan manajemen untuk disain proses yang telah direvisi. 5. Mengimplementasikan disain proses baru.
Macam bagan yang digunakan dalam
perencanaan dan pengelolaan proses Bagan Perakitan (assembly charts): Menunjukkan kebutuhan-kebutuhan bahan dan urutan perakitan komponen-komponen yang merupakan suatu perakitan mekanikan. Bagan Aliran Proses (flow process charts): Memerinci proses ke dalam unsur-unsur dan simbol-simbol. Bagan aliran proses adalah peralatan pokok perbaikan aliran bahanbahan.
Bagan Proses Operasi (operating process chart) Mencakup spesifikasi-spesifikasi untuk bagian-bagian dan waktu-waktu pengoperasian dan pemeriksaan. Routing Sheet adalah lebih terperinci daripada bagan perakitan, karena menunjukkan operasioperasi dan routing yang diperlukan untuk suatu bagian proses individual. Bagan Operasi (operating charts): Menunjukkan spesifikasi bagian-bagian pengoperasian dan pemeriksaan secara lebih terperinci
Bagan Mesin-mesin (man machine charts): Menunjukkan hubungan antara operator dan mesin. Menunjukkan kegiatan-kegiatan satu karyawan dan satu mesin. Bagan Simo (simo charts): Bagan gerak simultan, menunjukkan gerakan-gerakan tangan kiri dan kanan, mencakup waktu setiap gerakan.
Bagan manusia - mesin
soal Seorang operator akan memerlukan waktu 2 menit untuk mengisi dan 1 menit untuk mengosongkan mesin cetak, waktu setiap mesin berjalan secara otomatik adalah selama 4 menit. Biaya-biaya relevan Rp. 8.000,- per jam untuk karyawan dan Rp. 20.000,- per jam untuk setiap mesin. a. Susun bagan manusia mesin untuk situasib satu karyawan, dua mesin yang paling efisien. b. Berapa waktu siklus c. Berapa waktu menganggur karyawan per siklus d. Berapa waktu menganggur total per siklus untuk dua mesin e. Berapa biaya total per jam f. Berapa biaya total per siklus g. Berapa biaya waktu menganggur per jam
Silabus: T. Hani Handoko, dasar-dasar manajemen produksi dan operasi, BPFE, UGM, Yogyakarta
Outline - continued PRODUCT DEVELOPMENT Product Development System Quality Function Deployment (QFD) Organizing for Product Development Manufacturability and Value Engineering ISSUES FOR PRODUCT DESIGN Robust Design Modular Design ComputerComputer-Aided Design (CAD) ComputerComputer-Aided Manufacturing Virtual Reality Technology Value Analysis Environmentally Friendly Design 4 0
Outline - continued TimeTime-Based Competition Purchase of Technology by Acquiring Firm Joint Ventures Alliances Defining the Product MakeMake-oror-buy Decisions Group Technology DOCUMENTS FOR PRODUCTION SERVICE DESIGN Documents for Service Application of Decision Trees to Product Design Transition to Production
4 1
Identify or Define: Product life cycle Product development team Manufacturabililty and value engineering Robust design Time-based competition Modular design Computer aided design Value analysis Group technology Configuration management 4 2
Humor in Product Design As the customer wanted it.
© 1984-1994 T/Maker Co.
As Operations made it.
© 1984-1994 T/Maker Co.
As Marketing interpreted it.
© 1984-1994 T/Maker Co.
As Engineering designed it.
© 1984-1994 T/Maker Co.
4 3
What is a Product? Need-satisfying offering of an organization Example P&G does not sell laundry detergent P&G sells the benefit of clean clothes
Customers buy satisfaction, not parts Charles Revson says “Revlon sells hope, not cosmetics. May be a good or a service 4 4
Product Strategy Options
Product differentiation Strategies • Low cost • Rapid response/High Quality Service • Best Technology
4 5
Causes Generating New Product Opportunities Economic change • Sociological and demographic change • Technological change • Political/legal change • Changes in
– market practice – professional standards – suppliers and distributors 4 6
Legislation/ Implementation Date Electrical-Waste directive (2006)
Telecom-dataprotection directive (mid-2003) Warning
Biotech-Labeling laws (2003)
Pedestrian-protection initiative (2001-2012) (when all new cars sold in Europe must comply) Chemicals review (staggered through 2012)
Stated Purpose
Makes electrical equipment easier to recycle in part by banning some hazardous substances Protects privacy on e-mail and the internet Strengthens existing foodlabel laws and introduces labeling for animal feed containing genetically modified content Reduces injuries and casualties in road accidents Eliminates health hazards due to chemicals
Industry Criticism
Bans some common flame retardants, raising the likelihood of fires Makes surfing more onerous by restricting use of “cookies” to remember peoples preferences Encourages food processors and supermarkets to avoid using genetically modified ingredients, and farmers could stop growing them Raises costs of cars and restricts automaker’s design freedom Restricts even minute use of dangerous substances, such as ethanol, in products such as cosmetics and detergents
4 7
Product Components Product
Brand (Name)
Physical Good
Product Idea
Features
Package
Quality Level
Service (Warranty)
4 8
Product Life Cycle
Introduction Growth Maturity Decline
4 9
Product Life Cycle
Introduction
Fine tuning research product development process modification and enhancement supplier development
5 0
Product Life Cycle
Growth
Product design begins to stabilize Effective forecasting of capacity becomes necessary Adding or enhancing capacity may be necessary 5 1
Product Life Cycle
Maturity
Competitors now established High volume, innovative production may be needed Improved cost control, reduction in options, paring down of product line 5 2
Product Life Cycle
Decline
Unless product makes a special contribution, must plan to terminate offering Harvard’s 4 squares of product development:
4/3/2009 5 3
Sales, Cost & Profit .
Product Life Cycle, Sales, Cost, and Profit Cost of Development & Manufacture
Sales Revenue
Profit Cash flow
Loss
Time
Introduction
Growth
Maturity
Decline 5 4
Industry Leader
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%
Percent of Sales From New Product
Top Third
Middle Third Bottom Third
Position of Firm in Its Industry 3M wants 25% of its sales from products less than 5 years old 5 5
Products in Various Stages of Life Cycle Sales
Growth
Introduction
Roller Blades
Maturity
Decline
Jet Ski Boeing 727
Virtual Reality Time
5 6
Few Successes Number 2000 1500
Ideas 1750
Design review, Testing, Introduction
Market requirement
1000
1000
Functional specifications
500
500 0
Product specification
100
25
One success!
Development Stage 5 7
Product-by-Value Analysis
Lists products in descending order of their individual dollar contribution to the firm. Helps management evaluate alternative strategies.
5 8
Scope of product development team
Product Development Stages Idea generation Assessment of firm’s ability to carry out Customer Requirements Functional Specification Scope of design for manufacturability and Product Specifications value engineering teams Design Review Test Market Introduction to Market Evaluation 5 9
Quality Function Deployment Identify customer wants Identify how the good/service will satisfy customer wants Relate customer wants to product hows Identify relationships between the firm’s hows Develop importance ratings Evaluate competing products
6 0
Idea Generation Stage Provides basis for entry into market Sources of ideas Market need (60-80%); engineering & operations (20%); technology; competitors; inventions; employees
Follows from marketing strategy Identifies, defines, & selects best market opportunities 6 1
Customer Requirements Stage Identifies & positions key product benefits Stated in core benefits proposition (CBP) Example: Long lasting with more power (Sears’ Die Hard Battery)
House of Quality Identifies detailed list of product attributes desired by customer
Focus groups or 1-on-1 interviews
Product Characteristics
Customer Requirements 6 2
Functional Specification Stage Defines product in terms of how the product would meet desired attributes Identifies product’s engineering characteristics Example: printer noise (dB) Prioritizes engineering characteristics May rate product compared to competitors’
House of Quality Product Characteristics
Customer Requirements
6 3
Product Specification Stage Determines how product will be made Gives product’s physical specifications Example: Dimensions, material etc. Defined by engineering drawing House of Quality Done often on computer Computer-Aided Component Specifications Design (CAD) Product Characteristics
6 4
Quality Function Deployment Product design process using cross-functional teams Marketing, engineering, manufacturing
Translates customer preferences into specific product characteristics Involves creating 4 tabular ‘Matrices’ or ‘Houses’ Breakdown product design into increasing levels of detail
6 5
House of Quality Example You’ve been assigned temporarily to a QFD team. The goal of the team is to develop a new camera design. Build a House of Quality.
4/3/2009
© 1984-1994 T/Maker Co.
6 6
House of Quality Example
Customer Requirements
Customer Importance
Target Values
☺High relationship Medium relationship Low Relationship 4/3/2009 6 7
House of Quality Example What the customer desires (‘wall’)
Customer Requirements
Customer Importance
Aluminum Parts
Auto Focus
Auto Exposure
Light weight Easy to use Reliable Target Values
☺High relationship Medium relationship 4/3/2009
Low Relationship 6 8
House of Quality Example Average customer importance rating Customer Requirements
Light weight Easy to use Reliable
Customer Importance
Aluminum Parts
Auto Focus
Auto Exposure
3 2 1
Target Values
☺High relationship Medium relationship Low Relationship 4/3/2009 6 9
House of Quality Example Relationship between customer attributes & engineering characteristics (‘rooms’)
Customer Requirements
Light weight Easy to use Reliable
Customer Importance
3 2 1
Aluminum Parts
Auto Focus
Auto Exposure
☺High relationship Medium relationship Low Relationship 4/3/2009 7 0
House of Quality Example Target values for engineering characteristics (‘basement’); key output
Customer Requirements
Light weight Easy to use Reliable Target Values
☺
Customer Importance
3 2 1
Aluminum Parts
5
☺High relationship Medium relationship 4/3/2009
Auto Focus
Auto Exposure
1
1
Low Relationship 71
Organizing for Product Development Historically – distinct departments Duties and responsibilities are defined Difficult to foster forward thinking
Today – team approach Representatives from all disciplines or functions Concurrent engineering – cross functional team
7 2
Manufacturability and Value Engineering Benefits: reduced complexity of products additional standardization of products improved functional aspects of product improved job design and job safety improved maintainability of the product robust design
7 3
Issues for Product Development Robust design Time-based competition Modular design Computer-aided design Value analysis Environmentally friendly design
7 4
Robust Design
Product is designed so that small variations in production or assembly do not adversely affect the product
7 5
Modular Design
Products designed in easily segmented components. Adds flexibility to both production and marketing
7 6
Computer Aided Design (CAD) Designing products at a computer terminal or work station Design engineer develops rough sketch of product Uses computer to draw product Often used with CAM
© 1995 Corel Corp.
7 7
Benefits of CAD/CAM Shorter design time Database availability New capabilities Example: Focus more on product ideas
Improved product quality Reduced production costs
7 8
Virtual Reality
Computer technology used to develop an interactive, 3-D model of a product. Especially helpful in design of layouts (factory, store, home, office) 7 9
Value Analysis
Focuses on design improvement during production Seeks improvements leading either to a better product or a product which can be more economically produced. 8 0
Environmentally Friendly Designs Benefits Safe and environmentally sound products Minimum raw material and energy waste Product differentiation Environmental liability reduction Cost-effective compliance with environmental regulations Recognition as good corporate citizen 8 1
“Green” Manufacturing
Make products recyclable Use recycled materials Use less harmful ingredients Use lighter components Use less energy Use less material 8 2
Time-based Competition
Product life cycles are becoming shorter. ∴Faster developers of new products gain on slower developers and obtain a competitive advantage 8 3
Product Documents Engineering drawing Shows dimensions, tolerances, & materials Shows codes for Group
Technology Bill of Material Lists components, quantities & where used Shows product structure © 1984-1994 T/Maker C
8 4
Monterey Jack
(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 8 5
Bill of Materials – Manufacturing Plant and FastFast-Food Restaurant Bill of Material for a Panel Weldment
Number A60-71
Description Panel Weldm’t
Hard Rock Café’s Hickory BBQ Bacon Cheeseburger Qty
1
A 60-7 R 60-17 R 60-428 P 60-2
Lower Roller Assembly Roller Pin Locknet
1 1 1 1
60-72 R 60-57-1 A 60-4 02-50-1150
Guide Assem. Rear Support Angle Roller Assem. Bolt
1 1 1 1
Guide Assm, Front Support Weldm’t Wear Plate Bolt
1 1 1 1
A 60-73 A 60-74 R 60-99 02-50-1150 4/3/2009
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 ½ cup 1 oz. 1 leaf 1 slice 4 rings 1 slice 5 oz. 1 tsp 1 1
8 6
Make-or-Buy Decisions
Decide whether or not you want (or need) to produce an item May be able to purchase the item as a “standard item” from another manufacturer
8 7
Production Documents Assembly Drawing Assembly chart Route sheet Work order
8 8
Assembly Drawing Shows exploded view of product
Head
Neck
Handle
End Cap
8 © 1984-1994 T/Maker Co. 9
Assembly Chart for A Tuna Sandwich 1
Tuna Fish SA1
2
3
Tuna Assy
A1 Sandwich
Mayonnaise
Bread
FG A2
Toasted Cheese Story 9 0
Route Sheet Lists all operations
2
Shear # 3
3
D r ill p re s s B ra k e p re s s
4
le n g t h Shear 45° c o rn e rs D r ill b o th h o le s Bend 90°
8
.0 5 0
15
3 .0 0 0
10
.0 2 5
9 1
Engineering Change Notice (ECN) A correction or modification of an engineering drawing or bill of material
9 2
Configuration Management
A system by which a product’s planned and changing components are accurately identified and for which control and accountability of change are maintained Revisions to Drawings and Assembly Instructions (E.G. Rev
9 3
Service Design Nature of Customer Participation Ford Taurus
9 4
Application of Decision Trees to Product Design Particularly useful when there are a series of decisions and outcomes which lead to other decisions and outcomes. Considerations: Include all possible alternatives and states of nature - including “doing nothing” Enter payoffs at end of branch Approach determining expected values by “pruning” tree
9 5
Transition to Production First issue: knowing when to move to production! Second: must view product development as evolutionary, not responsibility of single individual/department Third: expect to need a trial production period to work the bugs out Fourth: recognize that responsibility must also transition
9 6
Operations Management, Flexible, 7th Ed. By Heizer and Render, Prentice Hall 2005 Howard, William G., Jr. and Guile, Bruce R., Editors; Profiting From Innovation, Macmillan Free Press, 1992; IBSN: 0-02922385-7 {Book discusses how technology effects business development and service strategies} Rohwer, Jim; Asia Rising, Touchstone Books, IBSN-0684825481 (paperback) {Book discusses the causes and global implications of the economic rise of Asia –China, Japan, South Korea, Indonesia- since the 1970’s}
