Process Design

Dell: From a Low Cost PC Maker to an Innovative Company

“How can we make the process of buying a

computer better?”
 1988
 Sell custom-built PCs directly to consumer
 Build computers rapidly, at low cost, and
only when ordered
 Integrate the Web into every aspect of its
business
 Focus research on software designed to
make installation and configuration of its
PCs fast and simple
 Strategi Proses

Strategi proses (Process Strategy) atau disebut juga strategi

transformasi adalah sebuah pendekatan organisasi untuk
mengubah sumber daya menjadi barang dan jasa

Tujuan strategi proses adalah menemukan suatu cara

memproduksi barang dan jasa yang memenuhi
persyaratan pelanggan dan spesifikasi produk yang ada
dalam batasan biaya dan manajerial lainnya.
 Empat Strategy Proses (1)

1) Fokus pada proses;

– Sebuah fasilitas produksi yang diorganisasikan di sekitar proses-
proses untuk memfasilitasi produksi bervolume rendah, tetapi
keragamannya tinggi. (Job Shop)
– Contoh; dalam sebuah pabrik terdiri dari departemen pengelasan,
pengecatan, dan penghalusan. Atau dalam sebuah restoran, proses
tersebut mungkin berupa bar, panggangan dan toko roti. Ex: Resto
Rumah Nenek atau rumah mode
– Fasilitas yang ada terfokus pada proses (process focused) dalam
hal peralatan, tata letak dan pengawasan.
– Tingkat fleksibilitas tinggi seiring produk-produk yang berpindah
sesaat di antara proses yang ada.
– Beragam aktifitas
 Process Flow Diagram
(Standar Register,co at Kirksville)
Customer

Pembelian
(Pesan tinta dll) Customer sales repr.
Menerima pesanan

Vendors Dept. Pracetak

(menyiapkan plat dan
negatif cetak
Keuangan Menerima

PRINTING DEPT
Gudang

Dept. Pemeriksaan Mengelem, menjilid,

stapling, pelabelan

Information flow POLYWRAP DEPT

Material flow

Pengiriman ke
pelanggan
 Process Focus
Print Shop

High
Many variety
inputs of
outputs
 Empat Strategy Proses

2) Fokus Berulang ;
– Proses produksi yang menggunakan modul yang berorientasi
pada produk atau memiliki standar proses yang digunakan terus
menerus.
– Modul merupakan bagian atau komponen yang telah
dipersiapkan sebelumnya yang sering berada dalam proses yang
kontinu.
– Contoh ; Pada perusahaan makanan siap saji, modul yang
dimaksud adalah daging, keju, saos tomat, bawang untuk dirakit
menjadi beraneka ragam burger.
 Repetitive Focus
Automobile Assembly Line

Raw Modules
materials combined
and for many
module output
inputs options

Few
modules
 Empat Strategy Proses

3) Fokus pada produk;

– Volume tinggi tapi keberagamannya rendah.
– Fasilitas produksi di tata di sekeliling produk, contoh: penjual
yang menjual Hotdog setiap hari dapat mengatur fasilitas mereka
di sekeliling produknya.
– Proses ini disebut juga proses kontinu karena memiliki lintasan
produksi yang panjang dan kontinu.
Contohnya; pelayanan rumah sakit untuk ibu melahirkan.
 Product Focus
Bottling Plant

Output
variation in
Few size, shape,
inputs and
packaging
 Empat Strategy Proses

4) Fokus kustomisasi massal;

– Produksi cepat dan murah yang memenuhi keinginan pelanggan
yang unik dan selalu berubah.
– Bukan hanya mengenai keragaman, tetapi juga cara ekonomis
mengetahui apa yang diinginkan pelanggan dan kapan pelanggan
menginginkan dengan tepat
– Contoh; industri telekomunikasi dengan beragam layanan
 Customization/Built to Order

– Kustomisasi masal berarti sebuah sistem di mana produk dibuat sesuai

pesanan (built to order).
– Built to order, artinya memproduksi sesuai pesanan pelanggan, bukan
sesuai peramalan pasar.
– Kustomisasi massal/BTO merupakan hal yang sulit, tetapi ini adalah
terobosan baru yang diperlukan dalam operasi
– Keuntungan menggunakan strategi ini adalah:
• Perusahaan memperoleh pesanan namun masih bisa berjalan memenuhi
permintaan pasar
• Mengurangi pengeluaran yang besar dalam organisasi (karyawan
,gudang, fasilitas) karena perkiraan penjualan yang tidak tepat
 Mass Customization
FOKUS BERULANG
Tenaga kerja dan peralatan
yang fleksibel

Rantai pasokan Teknik

yang mendukung Moduler Ex: Dell Computer

Mass Customization
Teknik Teknik hasil
penjadwalan cepat
yang efektif

FOKUS PADA PRODUK

FOKUS PADA PROSES Keragaman rendah, volume tinggi
Keragaman tinggi, volume rendah Utilisasi tinggi
Utilisasi rendah (5% hingga 25 %) (70% hingga 90%)
Peralatan dengan fungsi umum Peralatan khusus
 Cross Over Chart

 Cross Over Chart atau diagram silang merupakan perbandingan dari

proses-proses dapat dilihat lebih lanjut dengan melihat pada titik di mana
biaya total prosesnya berubah.

 Proses A memiliki biaya terendah untuk volume di bawah V1, proses B

memiliki biaya terendah di antara V1 dan V2, pross C memiliki biaya
terendah pada volume di atas V2.
 Cross Over Chart
Contoh Kasus:
Kleber Enterprise ingin mengevaluasi keuangan tiga produk piranti lunak (A,B dan C) untuk
mendukung perubahan dalam proses keuangan internalnya.Proses yang dihasilkan akan
memiliki struktur biaya seperti di bawah ini:

Dana yang Biaya Tetap Total per Laporan

dibutuhkan Keuangan
Piranti Lunak A $ 200.000 $60
Piranti Lunak B $ 300.000 $25
Piranti Lunak $ 400.000 $10
C
Hitung titik crossover untuk piranti lunak A dan B, kemudian titik crossover untuk piranti lunak
B dan C!!

Proses A memiliki biaya

terendah untuk volume di
bawah V1
 Cross Over Chart
SOLUSI:
Piranti lunak A menghasilkan proses yang paling ekonomis hingga V1, tetapi pastinya hingga jumlah laporan
berapa (volume)?untuk menentukan volume V1, biaya piranti lunak A ditetapkan sama dengan B. V1 adalah
volume yang tidak diketahui.
200.000 + (60) V1 = 300.000 + (25) V1
35 V1 = 100.000
V1 = 2.857

Hal ini berarti piranti lunak A paling ekonomis dari 0 laporan hingga 2.857 (V1)

Secara serupa, untuk menentukan titik crossover untuk V2, kita tetapkan biaya piranti lunak B sama dengan
biaya piranti lunak C.

300.000 + (25) V2 = 400.000 + (10) V2

15 V2 = 100.000
V2 = 6.666

Hal ini berarti piranti lunak B paling ekonomis jika jumlah laporan berada di antara 2.857 (V1) dan 6.666
(V2); piranti lunak C paling ekonomis jika jumlah laporannya lebih dari 6.666 (V2)

Pemahaman : Seperti yang Anda Lihat, piranti lunak yang dipilih sangat bergantung pada volume yang
diperkirakan.
 Crossover Charts

Variable Variable Variable

$ costs $ costs $ costs

Fixed costs
Fixed costs
Fixed costs
PROCESS FOCUS Proses berulang PRODUCT FOCUS
Volume rendah, keragaman tinggi Process B Volume tinggi, keragaman rendah
Process A Process C

400,000
300,000
200,000
Fixed cost Fixed cost Fixed cost
Process A Process B Process C

V1 V2 Volume
(2,857) (6,666)
Proses A memiliki biaya terendah untuk volume di bawah V1, proses B memiliki biaya terendah
di antara V1 dan V2, proses C memiliki biaya terendah pada volume di atas V2.
 Tools to understand the complexity
in proses design:

1) Flow Diagrams - Shows the movement of materials

Yang merupakan suatu skema atau gambaran dari perpindahan bahan,
produk atau orang. Diagram ini membantu dalam pemahaman, analisis dan
komunikasi sebuah proses
Customer

Pembelian
(Pesan tinta dll) Customer sales repr.
Menerima pesanan

Vendors Dept. Pracetak

(menyiapkan plat dan negatif
cetak
Keuangan Menerima
PRINTING DEPT
Gudang
Dept. Pemeriksaan Mengelem, menjilid, stapling,
pelabelan

Information flow POLYWRAP DEPT

Material flow

Pengiriman ke pelanggan
 Tools to understand the complexity
in proses design:
2 ) Time-Function Mapping - Shows flows and time frame
Hampir sama dengan diagram alir namun ada penambahan waktu pada sumbu
horizontalnya. Dengan pemetaan fungsi waktu, titik-titik mengindikasikan aktifitas
dan panah-panah mengindikasikan arah aliran dengan waktu pada
sumbuhorizontalnya.
 Tools to understand the complexity
in proses design:

3) Value Stream Mapping - Shows flows and time and value added
beyond the immediate organization
Sebuah proses yang membantu manajer memahami bagaimana menambahkan
nilai pada aliran bahan dari informasi melalui keseluruhan proses produksi.
interaction
 Tools to understand the complexity
in proses design:
4) Process Charts - Uses symbols to show key activities
Menggunakan simbol, waktu dan jarak untuk mendapatkan cara yang objektif dan
terstruktur untuk menganalisis dan mencatat berbagai aktifitas yang membentuk
sebuah proses..
 Process Analysis and Design
5) Service Blueprinting - focuses on customer/provider interaction
Merupakan teknik analisis proses yang memusatkan perhatian kepada pelanggan
dan interaksi penyedia layanan dengan pelanggannya.
Personal Greeting Service Diagnosis Perform Service Friendly Close
Level Customer arrives for
#1 service Customer departs

Customer pays bill

Determine Notify
Warm greeting and specifics customer
obtain service No and recommend
request an alternative
Standard provider
Level request Can
service be
#2 done and does No
Direct customer to customer approve?
waiting room Notify customer
the car is ready

Yes Yes
Perform
Level required
#3 work

Potential failure point

Prepare invoice
 References
• Jay Heizer, Barry Render.(2011). Operation
Management, 10 th Edition. Pearson
(Ch. 07)
 Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)

Small Long runs, Large Large

quantity, large standardized quantity, small quantity, large
variety of product made variety of variety of
products from modules products products

General Special Special Rapid

purpose equipment purpose changeover
equipment aids in use of equipment on flexible
assembly line equipment

Table 7.2
 Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)

Operators are Employees Operators are Flexible

broadly are modestly less broadly operators are
skilled trained skilled trained for the
necessary
customization

Many job Repetition Few work Custom

instructions reduces orders and job orders require
as each job training and instructions many job
changes changes in job because jobs instructions
instructions standardized

Table 7.2
 Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)

Raw material JIT Raw material Raw material

inventories procurement inventories inventories
high techniques are low are low
used

Work-in- JIT inventory Work-in- Work-in-

process is techniques process process
high used inventory is inventory
low driven down
by JIT, lean
production

Table 7.2
 Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)

Units move Movement is Swift Goods move

slowly measured in movement of swiftly
through the hours and unit through through the
plant days the facility is facility
typical

Finished Finished Finished Finished

goods made goods made goods made goods often
to order to frequent to forecast made to order
forecast and stored

Table 7.2
 Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)

Scheduling is Scheduling Relatively Sophisticated

complex, based on simple scheduling
trade-offs building scheduling, required to
between various establishing accommodate
inventory, models from output rate to custom orders
availability, modules to meet forecasts
customer forecasts
service

Table 7.2
 Comparison of Processes
Process Repetitive Product Focus Mass
Focus Focus (High-volume, Customization
(Low volume, (Modular) low-variety) (High-volume,
high variety) high-variety)

Fixed costs Fixed costs Fixed costs Fixed costs

low, variable dependent on high, variable high, variable
costs high flexibility of costs low costs must be
the facility low

Costing Costs usually High fixed High fixed

estimated known due to costs mean costs and
before job, extensive costs dynamic
not known experience dependent on variable costs
until after job utilization of make costing
is complete capacity a challenge

Table 7.2
 Desain Proses Pada Sektor Jasa
Service Process Matrix
Degree of Customization
Low High
Pelayanan Jasa Profesional
Umum Private
banking
Commercial
banking
High General-
Full-service purpose law firms
stockbroker
Degree of Labor

Boutiques
Retailing

Pabrik Jasa Law clinics Toko Jasa

Limited-service Specialized
stockbroker hospitals
Warehouse and Fast food Fine-dining
catalog stores restaurants Hospitals
Low restaurants
Airlines

No frills
Figure 7.10 airlines
 Service Process Matrix
Mass Service and Professional Service
 Labor involvement is high
 Selection and training highly important
 Focus on human resources
 Personalized services
Service Factory and Service Shop
 Automation of standardized services
 Low labor intensity responds well to process
technology and scheduling
 Tight control required to maintain standards
 Improving Service Productivity

Strategy Technique Example

Separation Structure service so Bank customers go to
customers must go a manager to open a
where service is new account, to loan
offered officers for loans, and
to tellers for deposits
Self-service Self-service so Supermarkets and
customers examine, department stores,
compare, and internet ordering
evaluate at their own
pace

Table 7.3
 Improving Service Productivity

Strategy Technique Example

Postponement Customizing at Customizing vans at
delivery delivery rather than at
production
Focus Restricting the Limited-menu
offerings restaurant
Modules Modular selection of Investment and
service, modular insurance selection,
production prepackaged food
modules in
restaurants

Table 7.3
 Improving Service Productivity

Strategy Technique Example

Automation Precise personnel Automatic teller
scheduling machines
Scheduling Precise personnel Scheduling ticket
scheduling counter personnel at
15-minute intervals at
airlines
Training Clarifying the service Investment counselor,
options, explaining funeral directors,
how to avoid after-sale
problems maintenance
personnel
Table 7.3
 Equipment and Technology
 Often complex decisions
 Possible competitive advantage

 Flexibility
 Stable processes
 May allow enlarging the scope of the processes
 Improving Service Processes

 Layout

 Product exposure, customer education,

product enhancement
 Human Resources

 Recruiting and training

 Impact of flexibility
 Production Technology
 Machine technology
 Automatic identification systems (AIS)
 Process control
 Vision system
 Robot
 Automated storage and retrieval systems (ASRS)
 Flexible manufacturing systems (FMS)
 Computer-integrated manufacturing (CIM)
 Machine Technology
 Increased precision
 Increased productivity
 Increased flexibility
 Improved environmental impact
 Reduced changeover time
 Decreased size
 Reduced power requirements
Automatic Identification Systems (AIS)

 Improved data acquisition

 Reduced data entry errors
 Increased speed
 Increased scope of process automation
 Process Control
 Increased process stability
 Increased process precision
 Real-time provision of information for process evaluation
 Data available in many forms
Process Control Software
 Vision Systems
 Particular aid to inspection
 Consistently accurate
 Never bored
 Modest cost
 Superior to individuals performing the same tasks
 Robots
 Perform monotonous or dangerous tasks
 Perform tasks requiring significant strength or endurance
 Generally enhanced consistency and accuracy
Robotic
Surgery
Automated Storage and Retrieval
Systems (ASRS)

 Automated placement and withdrawal of parts and products

 Reduced errors and labor
 Particularly useful in inventory and test areas of manufacturing firms
Automated Guided Vehicle (AGV)

 Electronically guided and controlled carts

 Used for movement of products and/or individuals
 Flexible Manufacturing Systems
(FMS)
 Computer controls both the workstation and the
material handling equipment
 Enhance flexibility and reduced waste
 Can economically produce low volume at high
quality
 Reduced changeover time and increased
utilization
 Stringent communication requirement between
components
Computer Integrated Manufacturing (CIM)

 Extension of flexible manufacturing systems

 Backwards to engineering and inventory control
 Forward into warehousing and shipping
 Can also include financial and customer service areas

 Reducing the distinction between low-

volume/high-variety, and high-volume/low-
variety production
 Computer Integrated Manufacturing (CIM)
Figure 7.11

Top management decides to make a product

Computer-aided
OM runs the
design (CAD)
CIM

production
designs the
process
product
Management
Information
System
FMS

Computer-aided
manufacturing Automated storage and Robots put the
(CAM) retrieval system (ASRS) and product
automated guided vehicles together
(AGVs)
 Technology in Services
Service Industry Example
Financial Debit cards, electronic funds transfer, ATMs,
Services Internet stock trading
Education Electronic bulletin boards, on-line journals
Utilities and Automated one-man garbage trucks, optical
government mail and bomb scanners, flood warning
systems
Restaurants and Wireless orders from waiters to kitchen,
foods robot butchering, transponders on cars that
track sales at drive-throughs
Communications Electronic publishing, interactive TV

Table 7.4
 Technology in Services
Service Industry Example
Hotels Electronic check-in/check-out, electronic
key/lock system
Wholesale/retail Point-of-sale terminals, e-commerce,
trade electronic communication between store
and supplier, bar coded data
Transportation Automatic toll booths, satellite-directed
navigation systems
Health care Online patient-monitoring, online medical
information systems, robotic surgery
Airlines Ticketless travel, scheduling, Internet
purchases

Table 7.4
 Process Redesign
 The fundamental rethinking of business
processes to bring about dramatic
improvements in performance
 Relies on reevaluating the purpose of the
process and questioning both the purpose and
the underlying assumptions
 Requires reexamination of the basic process and
its objectives
 Focuses on activities that cross functional lines
 Any process is a candidate for redesign
 Ethics and Environmentally
Friendly Processes
Reduce the negative impact on the environment

 Encourage recycling
 Efficient use of resources
 Reduction of waste by-products
 Use less harmful ingredients
 Use less energy
Dell: From a Low Cost PC Maker to an Innovative Company

“How can we make the process of buying a

computer better?”
 1988
 Sell custom-built PCs directly to consumer
 Build computers rapidly, at low cost, and
only when ordered
 Integrate the Web into every aspect of its
business
 Focus research on software designed to
make installation and configuration of its
PCs fast and simple
 Strategi Proses

Strategi proses (Process Strategy) atau disebut juga strategi

transformasi adalah sebuah pendekatan organisasi untuk
mengubah sumber daya menjadi barang dan jasa

Tujuan strategi proses adalah menemukan suatu cara

memproduksi barang dan jasa yang memenuhi
persyaratan pelanggan dan spesifikasi produk yang ada
dalam batasan biaya dan manajerial lainnya.
 Empat Strategy Proses (1)

1) Fokus pada proses;

– Sebuah fasilitas produksi yang diorganisasikan di sekitar proses-
proses untuk memfasilitasi produksi bervolume rendah, tetapi
keragamannya tinggi. (Job Shop)
– Contoh; dalam sebuah pabrik terdiri dari departemen pengelasan,
pengecatan, dan penghalusan. Atau dalam sebuah kantor terdiri
dari bagian utang, bagian penjualan, bagian pembayaran.
– Fasilitas yang ada terfokus pada proses (process focused) dalam
hal peralatan, tata letak dan pengawasan.
– Tingkat fleksibilitas tinggi seiring produk-produk yang berpindah
sesaat di antara proses yang ada.
– Beragam aktifitas
 Empat Strategy Proses

2) Fokus Berulang ;
– Proses produksi yang menggunakan modul yang berorientasi
pada produk atau memiliki standar proses yang digunakan terus
menerus.
– Modul merupakan bagian atau komponen yang telah
dipersiapkan sebelumnya yang sering berada dalam proses yang
kontinu.
– Contoh ; Pada perusahaan makanan siap saji, modul yang
dimaksud adalah daging, keju, saos tomat, bawang untuk dirakit
menjadi beraneka ragam burger.
– Volume rendah , keanekaragaman tinggi
 Empat Strategy Proses

3) Fokus pada produk;

– Volume tinggi tapi keberagamannya rendah.
– Proses ini disebut juga proses kontinu karena memiliki lintasan
produksi yang panjang dan kontinu
– Contohnya; pembuatan kertas dan pelayanan rumah sakit
 Empat Strategy Proses

4) Fokus kustomisasi massal;

– Produksi cepat dan murah yang memenuhi keinginan pelanggan
yang unik dan selalu berubah.
– Bukan hanya mengenai keragaman, tetapi juga cara ekonomis
mengetahui apa yang diinginkan pelanggan dan kapan pelanggan
menginginkan dengan tepat
– Contoh; industri telekomunikasi dengan beragam layanan
 References

• Jay Heizer, Barry Render.(2011). Operation

Management, 10 th Edition. Pearson
(Ch.05 & 07)
Info Tambahan
 Process, Volume, and Variety

Figure 7.1 Volume

Low Repetitive High
Volume Process Volume
High Variety
one or few units Process Focus Mass Customization
per run, high projects, job shops (difficult to achieve, but
variety (machine, print, huge rewards)
(allows carpentry) Dell Computer Co.
customization)
Standard Register
Changes in
Modules Repetitive
modest runs,
standardized
(autos, motorcycles)
modules Harley Davidson

Changes in
Attributes (such as Product Focus
grade, quality, size, Poor Strategy (commercial baked
thickness, etc.) (Both fixed and goods, steel, glass)
long runs only variable costs are Nucor Steel
high)
House of Quality Sequence Indicates How to
Deploy Resources to Achieve Customer
Requirements
 Customer Requirements Stage
• Identifies & positions key product benefits
– Stated in core benefits proposition (CBP)
– Example: Long lasting with more power
(Sears’ Die Hard Battery)

• Identifies detailed list of House of Quality

product attributes desired by
customer
Product
– Focus groups or Characteristics
1-on-1 interviews
Customer
Requirements
 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 House of Quality

• May rate product compared

Product
to competitors’ Characteristics

Customer
Requirements
 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