UNIVERSITAS INDONESIA

MATA KULIAH: BERFIKIR SISTEM

Red Case with Soft System Methodology (SSM)

Oleh
Muhammad Rifqi Mahendra Putra
2006544456

PROGRAM MAGISTER TEKNIK INDUSTRI

FAKULTAS TEKNIK UNIVERSITAS INDONESIA
2020
 Machine Money Man

Bagaimana proses development karyawan?

Berapa keuntungan penjualan dalam beberapa
Apakah mesin yang tahun terakhir ini? Bagaimana kondisi turnover karyawan?
dibutuhkan sudah cukup
Bagaimana kondisi penjualan peralatan hi-fi Bagaimana kondisi organisasi di perusahaan
mendukung proses produksi?
saat ini? Setelah di lakukan reorganisasi?
Bagaimana kondisi kelayakan mesin untuk Bagaimana kondisi organisasi di perusahaan Perusahaan RED
Bagaimana kondisi keuangan perusahaan?
membuat produk yang akan dijual? Setelah di lakukan reorganisasi? akan dijual apabila
tidak melakukan
Bagaimana kondisi penjualan pesaing? Bagaimana kualitas produk yang dijualkan? Bagaimana proses penjualan barang? perbaikan dalam 6
bulan
Bagaimana kondisi lingkungan Bagaimanana proses pengembangan dan inovasi Bagaimana proses pencatatan dari penjualan
perusahaan? yang dibuat untuk produk yang akan dijual? barang tersebut?
Bagaimana feedback
Apakah ada masalah dalam proses pendatangan Bagaimana proses produksi pembuatan barang?
dari pembeli?
bahan logistik?

Environment Material Method

Step 1 Understanding the Situations

 Tools: 5M (Man, Money, Machine, Materials, Methods), 5W+H

(What, Where, When, Who, Why, How)
 Boundaries: How systems interact with its environments? Where?
When? If I use helicopter views, can it be expanded/reduced? Is
there frictions (problems) in the boundaries border? Who is
involved I this problems?
 Emergence/Holistic Properties: What can we expect the systems
characteristics/properties when its working well? At what
conditions that this usually or can be occur?
 Purpose: what is the purpose of the systems? It is known clear
enough by the components? Are they multiple goals
 Feedback and Control Mechanism: Is there signs of connections
(feedbacks, meeting, information sharing, shared responsibilities)
on each component? How the feedbacks are induced, collected and
handled?
 Dynamics Dimensions: If we change the context, does the systems
changes (goals, boundaries, emergence properties or feedback
mechanism)? At what dimensions the most changes occur in the
systems?
 Step 2 Rich Picture
Tips:
Elemes that shoulfdbe drawn:
Structure - formal organization, physical aspects etc.
Processes - tasks and activities
How structure and process interact
Hard and soft aspects - facts and opinions
Social roles - formal and informal; conflict
Climate and context - environment
The role of the analyst / facilitator
 Step 3: Root Definition Root Definitions 1 (Company View)
A system owned by Company, operated by Employee RED Ltd to produce C
Company
high-end loudspeaker for the Customer in order to make profit
RD has 2 parts: A
1. Starts by defining the ideal system that transforms an Company, Employee, and Customer
input to serve a purpose or creating output. A minimum RD T
consist of Product (High-end Loudspeaker)
W
A System to <serve a purpose that is based on certain point Profit
of view> by doing a certain <process of Transformation> O
Company
2. CATWOE Explanation. An RD than should be accompanied E
with a CATWOE of the definition. Customer Behavior, Competitors, Market
• Customers whom (or what) benefits from this transformation
• Actors who facilitates the transformation to these customers (who)
• Transformation from “start” to “finish” (What)
• Weltanschauung/Worldview What is the view which makes the Conceptual
transformation worthwhile
Model Market Competitor
• Owner to whom the “system” is answerable and could stop the
system from functioning Analyisis Analysis
• Environment constraints (elements outside the system which are
taken as given, but nevertheless affect its behavior)

Iteratively using CATWOE with the original RD Definitions

you could have a complete RD definition:
A system owned by <Owner> to <serve a purpose that is
based on certain point of view - Weltanschaung> by doing a Delivery Produce
certain <process of Transformation>, given the constraints Order Order
of the <Environment>, in order to satisfy the <Customer>

Step 4: Model RD1 Drawings

We are now Drawing the ideal sub-processes that must exist

in the system so the system can achieve its ideal state, and Profit
how the relations between sub-processes. Checkland Tips:
Profit Con
 Write the activities derive from the transformation
part of the CATWOE (around 7 activities)
 Identify the need for connection and interdependence
that must occurs between process, and draw arrows to
connect the, Profit monitoring
 Redraw the arrow

Profit Performance
Step 5: Gap Analysis using E3
Activity Exist How Assesment Criteria Good/Bad Ideas/Comments
Create the Improvement Table
The first part if any the component must be
1. Market N Yearly Yearly Business Outlook - Market Analysis for
improved and the second part if connections must
Analysis product that will produce is
be improved
E1: Efficacy: Does the activity actually work? Does it
important to make
achieve it purpose? Do the activities which transform Business Strategic
inputs produce the required outputs? 2. Competitor N Monthly Monthly Target and Selling - Competitor Analysis to
E2: Efficiency: How many/much resources activity Analysis product triggering our company
consumes? Does the transformation take place as
selling product and make
economically as possible - i.e. with the minimum of
resources? promotion strategic
E3: Effectiveness: Does the activity the right thing to be 3. Research / Y Daily Number of new product or Not So 1. Benchmark
doing? Os this done in such a way that the long-term Development new feature Good 2. Survey to user what they
survival of the system is secured? Product want
4. Profit N Daily Profit achievement - Daily-Yearly performance
Monitoring, Weekly review report (Profit)
Control, and Monthly
Performance Yearly

Activity Exist How Assesment Criteria Good/Bad Ideas/Comments

1→2 N Yearly - - Market & Competitor

Analysis for internal
benchmarking data to
make business strategic in
1 year
4→3 N Daily Profit achievement - Daily-Yearly performance
Weekly review report (Profit) to
Monthly analyze the development
Yearly product are good enough
or need more adjustment
or improvement
 Step 3: Root Definition Root Definitions 2 (Customer View)
A system owned by Customer, operated by Company and Employee RED Ltd C
Customer
to produce high-end loudspeaker with a good quality and delivery product
RD has 2 parts: A
3. Starts by defining the ideal system that transforms an
according to customer requests regarding audio equipment in order to
Company, Employee, and Customer
input to serve a purpose or creating output. A minimum RD satisfy customers T
consist of Produce High-end loudspeaker according
customer need
A System to <serve a purpose that is based on certain point W
of view> by doing a certain <process of Transformation> Good quality and delivery product
O
Customer
4. CATWOE Explanation. An RD than should be accompanied
with a CATWOE of the definition. E
• Customers whom (or what) benefits from this transformation
Customer Behavior, Export Import Regulation
• Actors who facilitates the transformation to these customers (who)
• Transformation from “start” to “finish” (What)
• Weltanschauung/Worldview What is the view which makes the
transformation worthwhile Conceptual Customer Research
Collect / Product
Data High-end
• Owner to whom the “system” is answerable and could stop the
system from functioning Model Analysis Development
loudspeaker users
• Environment constraints (elements outside the system which are
taken as given, but nevertheless affect its behavior)

Iteratively using CATWOE with the original RD Definitions

you could have a complete RD definition:
A system owned by <Owner> to <serve a purpose that is
Delivery Produce Obtain new
based on certain point of view - Weltanschaung> by doing a Obtain Order
Order Order Customer
certain <process of Transformation>, given the constraints
of the <Environment>, in order to satisfy the <Customer>

Step 4: Model RD1 Drawings

We are now Drawing the ideal sub-processes that must exist

in the system so the system can achieve its ideal state, and
Complaint and Feedback
how the relations between sub-processes. Checkland Tips:

 Write the activities derive from the transformation Complaint and Feedback
part of the CATWOE (around 7 activities) Control
 Identify the need for connection and interdependence
that must occurs between process, and draw arrows to
connect the,
Complaint and Feedback
 Redraw the arrow monitoring
Step 5: Gap Analysis using E3
Activity Exist How Assesment Criteria Good/Bad Ideas/Comments
Create the Improvement Table
The first part if any the component must be
1. Customer N Monthly Survey customer behavior - Customer Analysis for team
improved and the second part if connections must
Analyis (wants, need, or hope) Development (RND) to
be improved
E1: Efficacy: Does the activity actually work? Does it
create new product or
achieve it purpose? Do the activities which transform feature
inputs produce the required outputs? 2. Collect Data N Monthly Survey based on historical user - Collect data to triggering
E2: Efficiency: How many/much resources activity High-end (Gender, Age, Country) our company selling
consumes? Does the transformation take place as
loudspeaker product and make
economically as possible - i.e. with the minimum of
resources? users promotion strategic
E3: Effectiveness: Does the activity the right thing to be 3. Research / Y Daily Number of new product or Not So 1. Benchmark
doing? Os this done in such a way that the long-term Development new feature Good 2. Survey to user what they
survival of the system is secured? Product want
4. Complaint N Monthly Number of Complaint and - for team Development
and Feedback Feedback (RND) to create new
product or feature

Activity Exist How Assesment Criteria Good/Bad Ideas/Comments

1→2 N Yearly - - Customer & Data Analysis

for internal benchmarking
to make development
product plan
4→3 N Monthly - - Complaint and Feedback is
important to analyze the
development product are
good enough or need more
adjustment or mprovement
 Step 3: Root Definition Root Definitions 3 (Employee View)
A system owned by Employee, operated by Company RED Ltd to fulfill the C
Employee
Company's obligations to employees such as income (salary), employee
RD has 2 parts: A
5. Starts by defining the ideal system that transforms an
welfare (health, food, transportation, etc.), self-development, and a good
Company and employee
input to serve a purpose or creating output. A minimum RD work environment by working according to set working hours, in T
consist of accordance with workload constraints and work pressure, in order to satisfy Working hours
employees W
A System to <serve a purpose that is based on certain point Income (salary), employee welfare,
of view> by doing a certain <process of Transformation> self-development, and work environment
O
Company
6. CATWOE Explanation. An RD than should be accompanied
with a CATWOE of the definition. E
• Customers whom (or what) benefits from this transformation
Workload and work pressure
• Actors who facilitates the transformation to these customers (who)
• Transformation from “start” to “finish” (What)
• Weltanschauung/Worldview What is the view which makes the
transformation worthwhile Conceptual
• Owner to whom the “system” is answerable and could stop the Employee Work according to their
system from functioning Model Good Environment
• Environment constraints (elements outside the system which are (RED Staff) respective division
taken as given, but nevertheless affect its behavior)

Iteratively using CATWOE with the original RD Definitions Self-Development

you could have a complete RD definition:
A system owned by <Owner> to <serve a purpose that is
based on certain point of view - Weltanschaung> by doing a Employee Welfare Set target
certain <process of Transformation>, given the constraints
of the <Environment>, in order to satisfy the <Customer>
Monitoring and Control

Step 4: Model RD1 Drawings

We are now Drawing the ideal sub-processes that must exist Identifiy and calculate
in the system so the system can achieve its ideal state, and Workload and Working
Payday Hours
how the relations between sub-processes. Checkland Tips:

 Write the activities derive from the transformation

part of the CATWOE (around 7 activities) Calculate Salary
Target Achieve
 Identify the need for connection and interdependence for Employee
that must occurs between process, and draw arrows to
connect the,
 Redraw the arrow
Step 5: Gap Analysis using E3
Activity Exist How Assesment Criteria Good/Bad Ideas/Comments
Create the Improvement Table
The first part if any the component must be
1. Set Target N Daily Daily target achievement - Daily report performance
improved and the second part if connections must
report
be improved
E1: Efficacy: Does the activity actually work? Does it 2. Self- N Monthly Training for employee - Training soft-hard skills for
achieve it purpose? Do the activities which transform development employee
inputs produce the required outputs? 3. Monitoring N Daily Daily target achievement - 1. Dashboard daily
E2: Efficiency: How many/much resources activity and control report and working hours performance
consumes? Does the transformation take place as
2. Development people
economically as possible - i.e. with the minimum of
resources? team and reward for best
E3: Effectiveness: Does the activity the right thing to be employee
doing? Os this done in such a way that the long-term
survival of the system is secured?

Activity Exist How Assesment Criteria Good/Bad Ideas/Comments

1→3 N Daily - - Dashboard daily

performance
2→3 N Monthly - - Development people team
and reward for best
employee