Strategi Proses

5
 Ikhtisar
►Empat Strategi Proses
►Pemilihan Perlengkapan

►Analisis dan Desain Proses

►Pertimbangan Khusus untuk Desain

Proses Jasa
►Teknologi Produksi

►Teknologi dalam Jasa

►Proses Desain Ulang

 Tujuan Pembelajaran
1. Menjelaskan Empat Strategi Proses
2. Menghitung Titik Crossover untuk Proses
yang Berbeda
3. Menggunakan Perangkat Analisis Proses
4. Menjelaskan Interaksi Konsumen dalam
Proses Jasa
5. Mengidentifikasi Perkembangan Terbaru
dalam Teknologi Produksi
 Strategi Proses

Tujuannya adalah untuk menciptakan

sebuah proses yang dapat
menghasilkan produk yang
memenuhi keinginan konsumen yang
sesuai dengan biaya dan batasan
manajerial lainnya
 Strategi Proses
► Bagaimana menghasilkan produk atau
jasa yang:
► Memenuhi atau melebihi keinginan
konsumen
► Memenuhi tujuan biaya dan manajerial
► Memiliki dampak jangka panjang pada:
► Efisiensi dan fleksibilitas produksi
► Biaya dan kualitas
Proses, Volume, dan Variasi
 Strategi Proses
Empat Strategi Dasar
1. Process focus
2. Repetitive focus
3. Product focus
4. Mass customization
Within these basic strategies there are
many ways they may be implemented
 Process Focus
► Fasilitas disusun di sekeliling aktivitas atau
proses yang spesifik
► Peralatan dengan fungsi yang umum dan
personel dengan keahlian tinggi
► Fleksibiltas produk yang tinggi
► Umumnya berbiaya tinggi dan utilisasi
peralatan yang rendah
► Alur produk sangat bervariasi sehingga
menciptakan tantangan pada perencanaan
dan penjadwalan
Process Focus Many inputs
(surgeries, sick patients,
baby deliveries, emergencies)

(low-volume, high-variety,
Many departments and
intermittent processes) many routings
Arnold Palmer Hospital

Many different outputs

(uniquely treated patients)
 Repetitive Focus
► Fasilitas disusun sebagai assembly line
► Dicirikan oleh modul dengan komponen
dan rakitan yang telah dipersiapkan
sebelumnya
► Modul-modul dapat dikombinasikan
menjadi berbagai pilihan output berbeda
► Memiliki fleksibilitas lebih rendah
dibandingkan dengan process-focused,
tetapi lebih efisien
 Raw materials and
Repetitive module inputs
(multiple engine models,
Focus wheel modules)

Few
modules

(modular)
Harley Davidson

Modules combined for many

Output options
(many combinations of motorcycles)
 Product Focus
► Fasilitas disusun berdasarkan produk
► Volume tinggi dan variasi rendah pada
produk
► Produksi yang panjang dan
berkelanjutan sehingga
memungkinkan proses yang efisien
► Umumnya memiliki fixed cost yang
tinggi dan variable cost yang rendah
► Menggunakan sedikit tenaga kerja ahli
Product Focus Few Inputs
(corn, potatoes, water,
seasoning)

(high-volume, low-variety,
continuous process)
Frito-Lay

Output variations in size, shape,

and packaging
(3-oz, 5-oz, 24-oz package
labeled for each material)
 Mass Customization
► Produksi barang dan jasa yang sangat
cepat dan berbiaya rendah untuk
memenuhi keinginan konsumen yang
semakin berbeda
► Mengkombinasikan
fleksibilitas dari
process-focus
dengan efisiensi dari
product-focus
 Mass Many parts and
component inputs

Customization (chips, hard drives, software,

cases)

Many modules
(high-volume, high-variety)
Dell Computer

Many output versions

(custom PCs and notebooks)
 Mass Customization
► Desain produk yang imajinatif
► Desain proses yang fleksibel
► Manajemen persediaan yang
dikontrol dengan ketat
► Penjadwalan yang padat
► Mitra rantai pasokan yang responsif
 Perbandingan
Strategi Proses
TABLE 7.2 Comparison of the Characteristics of Four Types of Processes

MASS
PROCESS FOCUS PRODUCT FOCUS CUSTOMIZATION
(LOW-VOLUME, REPETITIVE FOCUS (HIGH-VOLUME, (HIGH-VOLUME, HIGH-
HIGH-VARIETY) (MODULAR) LOW-VARIETY) VARIETY)

1. Small quantity 1. Long runs, 1. Large quantity 1. Large quantity

and large usually a and small and large variety
variety of standardized variety of of products
products product from products
modules

2. Broadly skilled 2. Moderately 2. Less broadly 2. Flexible

operators trained skilled operators
employees operators
 Perbandingan
Strategi Proses
TABLE 7.2 Comparison of the Characteristics of Four Types of Processes

MASS
PROCESS FOCUS PRODUCT FOCUS CUSTOMIZATION
(LOW-VOLUME, REPETITIVE FOCUS (HIGH-VOLUME, (HIGH-VOLUME, HIGH-
HIGH-VARIETY) (MODULAR) LOW-VARIETY) VARIETY)

3. Instructions for 3. Few changes in 3. Standardized 3. Custom orders

each job the instructions job requiring many
instructions job instructions

4. High inventory 4. Low inventory 4. Low inventory 4. Low inventory

relative to the
value of the
product
 Perbandingan
Strategi Proses
TABLE 7.2 Comparison of the Characteristics of Four Types of Processes

MASS
PROCESS FOCUS PRODUCT FOCUS CUSTOMIZATION
(LOW-VOLUME, REPETITIVE FOCUS (HIGH-VOLUME, (HIGH-VOLUME, HIGH-
HIGH-VARIETY) (MODULAR) LOW-VARIETY) VARIETY)

5. Finished goods 5. Finished goods 5. Finished goods 5. Finished goods

are made to are made to are made to a are build-to-
order and not frequent forecast and order (BTO)
stored forecasts stored

6. Scheduling is 6. Scheduling is 6. Scheduling is 6. Sophisticated

complex routine routine scheduling
accommodates
custom orders
 Perbandingan
Strategi Proses
TABLE 7.2 Comparison of the Characteristics of Four Types of Processes

MASS
PROCESS FOCUS PRODUCT FOCUS CUSTOMIZATION
(LOW-VOLUME, REPETITIVE FOCUS (HIGH-VOLUME, (HIGH-VOLUME, HIGH-
HIGH-VARIETY) (MODULAR) LOW-VARIETY) VARIETY)

7. Fixed costs 7. Fixed costs 7. Fixed costs 7. Fixed costs

are low and are dependent are high and tend to be high
variable costs on flexibility of variable costs and variable
high the facility low costs low
 Contoh Crossover Chart
▶ Evaluasi tiga software akuntansi yang berbeda
▶ Hitung crossover point antara software A dan B,
dan antara software B dan C

DOLLARS REQUIRED PER ACCOUNTING

TOTAL FIXED COST REPORT
Software A $200,000 $60
Software B $300,000 $25
Software C $400,000 $10
 Contoh Crossover Chart

► Software A paling ekonomis dari 0 – 2,857 laporan

► Software B paling ekonomis dari 2,857 – 6,666

laporan
 Crossover Charts
Variable
costs
Variable Variable
$ costs $ costs $
Fixed costs Fixed costs
Fixed costs
Low volume, high variety Repetitive High volume, low variety
Process A Process B Process C

st s
sts

co
co

sA
s sB
$ ce

es
ro
co st s

oc
p
ta l ss C

pr
To ce
l pro
al
t Tota
To

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

(2,857) V1 V2 (6,666) Volume

 Pemilihan Perlengkapan
▶ Keputusan dapat menjadi kompleks dikarenakan
tersedianya metode alternatif lain
▶ Faktor-faktor penting:

► Biaya ► Kualitas
► Cash flow ► Kapasitas
► Kestabilan pasar ► Fleksibilitas
Analisis dan Desain Proses
► Is the process designed to achieve a
competitive advantage?
► Does the process eliminate steps
that do not add value?
► Does the process maximize
customer value?
► Will the process win orders?
Analisis dan Desain Proses

► Alat-alat yang digunakan:

► Flowchart
► Time-Function Mapping
► Value-Stream Mapping
► Process Chart
► Service Blueprint
Analisis dan Desain Proses

► Flowcharts
► Menunjukkan pergerakan material
► Time-Function Mapping
► Menunjukkan alur dan jangka waktu
 “Baseline” Time-Function Map
Order Receive
Customer product product

Process
Sales order

Order
Production Wait
control

Product
Order
Plant A Print

Product
WIP
Warehouse Wait Wait Wait

Product
WIP
WIP
Extrude

WIP
Plant B

Transport Move Move

12 days 13 days 1 day 4 days 1 day 10 days 1 day 0 day 1 day

52 days
 “Target” Time-Function Map
Order Receive
Customer product product

Process
Sales order

Product
Order
Production
control Wait

Order
WIP
Plant Print Extrude

Product
Warehouse Wait

Product
Transport Move

1 day 2 days 1 day 1 day 1 day

6 days
Figure 7.4(b)
Analisis dan Desain Proses
► Value-Stream Mapping
► Dimana nilai ditambahkan pada setiap
proses produksi, termasuk rantai pasokan
► Analisis dari konsumen kembali ke
pemasok
 Value-Stream Mapping
1. Dimulai dengan simbol untuk konsumen,
pemasok, dan produksi untuk memastikan
gambaran secara keseluruhan
2. Masukkan persyaratan pesanan konsumen
3. Hitung persyaratan produksi harian
4. Masukkan persyaratan pengiriman
outbound dan frekuensi pengiriman
5. Menentukan metode pengiriman inbound
dan frekuensi pengiriman
 Value-Stream Mapping
6. Tambahkan langkah-langkah proses (contoh: mesin,
perakitan) secara berurutan dari kiri ke kanan
7. Tambahkan metode komunikasi, tambahkan frekuensinya,
dan tunjukkan arahnya dengan tanda panah
8. Tambahkan kuantitas persediaan (ditunjukkan dengan I )
antara setiap langkah dari keseluruhan arus
9. Tentukan waktu pekerjaan total (waktu penambahan
nilai/value-added time) dan penundaan (waktu yang tidak
menambahkan nilai/non-value-added time)
Contoh Value-Stream Mapping

Figure 7.5
Analisis dan Desain Proses
► Process Chart
► Menggunakan symbol, waktu, dan jarak
untuk memberikan sebuah cara yang
objektif dan terstruktur dalam menganalisis
dan mencatat aktivitas yang membentuk
sebuah proses
 Contoh Process Chart

© 2014 Pearson Education, Inc. Figure 7.6 7 - 35

 Service Blueprinting

► Fokus pada interaksi konsumen dan

penyedia
► Mendefinisikan 3 tingkat interaksi
► Setiap tingkat memiliki isu manajemen
yang berbeda
► Mengidentifikasi titik kesalahan yang
potensial
 Contoh Service Blueprint
Personal Greeting Service Diagnosis Perform Service Friendly Close

Level Customer arrives

for service. Customer departs
#1
(3 min)

F
Determine Notify Customer pays bill.
specifics. customer (4 min)
Warm greeting (5 min)
and obtain No and recommend
an alternative
F
service request.
(10 sec) provider.
Standard Can F
Level request. (7 min)
service be
#2 (3 min) done and does Notify
Direct customer customer No customer the
to waiting room. approve? car is ready.
(5 min) (3 min)

F F F F
Yes Yes
Perform
Level required work. F Prepare invoice.
#3 (varies) (3 min)

Figure 7.7
Pertimbangan Khusus untuk
Desain Proses Layanan
► Sebagian interaksi dengan konsumen
sangat diperlukan, akan tetapi hal ini
sering kali mempengaruhi kinerja yang
buruk/merugikan
► Semakin baik interaksi ini diakomodasi
dalam desain proses, semakin efisien dan
efektif proses tersebut
► Temukan kombinasi yang tepat antara
biaya dan interaksi konsumen
 Service Process Matrix
Degree of Customization
Low High
Mass Service Professional Service
Private Traditional
banking orthodontics
Commercial
banking
High General-
Full-service purpose law firms
stockbroker
Degree of Labor

Digital
Boutiques orthodontics
Retailing

Service Factory Law clinics Service Shop

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

No-frills
airlines
 Service Process Matrix

Mass Service and Professional Service

► Keterlibatan tenaga kerja tinggi
► Fokus pada SDM
► Seleksi dan pelatihan sangat penting
► Layanan pribadi Low

Mass Service
Degree of Customization
High

Professional Service
Private Traditional
banking orthodontics
Commercial
banking
High General-
Full-service purpose law
stockbroker firms
Digital

Degree of Labor
Boutiques orthodontics
Retailing
Law clinics
Service Factory Service Shop
Limited-service Specialized
stockbroker hospitals
Warehouse and Fast-food
catalog stores Fine-dining
Low restaurants restaurants Hospitals

Airlines

No-frills
airlines
 Service Process Matrix
Service Factory and Service Shop
► Otomatisasi layanan standar
► Penawaran terbatas
► Intensitas tenaga kerja rendah
memberikan respon yang baik
terhadap teknologi proses Low

Mass Service
Degree of Customization
High

Professional Service
Private Traditional
banking

dan penjadwalan
orthodontics
Commercial
banking
High General-
Full-service purpose law
stockbroker firms
Digital

Degree of Labor
Boutiques orthodontics

Pengendalian yang ketat

Retailing

► Service Factory
Limited-service
Law clinics
Service Shop
Specialized
stockbroker hospitals
Warehouse and Fast-food
catalog stores Fine-dining
Low restaurants restaurants Hospitals

diperlukan untuk menjaga

Airlines

No-frills
airlines

standar
 Meningkatkan
Produktivitas Jasa
TABLE 7.3 Techniques for Improving Service Productivity
STRATEGY TECHNIQUE
Separation Structuring service so
customers must go where
the service is offered
Self-service Self-service so customers
examine, compare, and
evaluate at their own pace
Postponement Customizing at delivery
Focus Restricting the offerings
EXAMPLE
Bank customers go to a
manager to open a new
account, to loan officers for
loans, and to tellers for
deposits
Supermarkets and department
stores
Customizing vans at delivery
rather than at production
Limited-menu restaurant
 Meningkatkan
Produktivitas Jasa
TABLE 7.3 Techniques for Improving Service Productivity
STRATEGY TECHNIQUE EXAMPLE
Modules Modular selection of service Investment and insurance
Modular production selection
Prepackaged food modules in
restaurants
Automation Separating services that Automatic teller machines
may lend themselves to
some type of automation
Scheduling Precise personnel Scheduling ticket counter
scheduling personnel at 15-minute
intervals at airlines
Training Clarifying the service Investment counselor,
options funeral directors
Explaining how to avoid After-sale maintenance
problems personnel
 Teknologi Produksi
1. Machine technology
2. Automatic identification systems (AISs) and RFID
3. Process control
4. Vision systems
5. Robots
6. Automated storage and retrieval systems (ASRSs)
7. Automated guided vehicles (AGVs)
8. Flexible manufacturing systems (FMSs)
9. Computer-integrated manufacturing (CIM)
 Teknologi dalam
Bidang Jasa
TABLE 7.4 Examples of Technology’s Impact on Services
SERVICE INDUSTRY EXAMPLE
Financial Services Debit cards, electronic funds transfer, ATMs,
Internet stock trading, on-line banking via cell
phone
Education Electronic bulletin boards, on-line journals, WebCT,
Blackboard, and smart phones
Utilities and government Automated one-man garbage trucks, optical mail
and bomb scanners, flood warning systems, meters
allowing homeowners to control energy usage and
costs
Restaurants and foods Wireless orders from waiters to kitchen, robot
butchering, transponders on cars that track sales at
drive-throughs
Communications Interactive TV, e-books via Kindle
 Teknologi dalam
Bidang Jasa
TABLE 7.4 Examples of Technology’s Impact on Services
SERVICE INDUSTRY EXAMPLE
Hotels Electronic check-in/check-out, electronic key/lock
systems, mobile Web bookings
Wholesale/retail trade Point-of-sale (POS) terminals, e-commerce,
electronic communication between store and
supplier, bar-coded data, RFID
Transportation Automatic toll booths, satellite-directed navigation
systems, Wi-Fi in automobiles
Health care Online patient-monitoring systems, online medical
information systems, robotic surgery
Airlines Ticketless travel, scheduling, Internet purchases,
boarding passes downloaded as two-dimensional
bar codes on smart phones
 Perancangan Ulang Proses
► Pemikiran kembali proses bisnis yang
fundamental untuk menghasilkan peningkatan
kinerja secara dramatis
► Bergantung pada mengevaluasi kembali tujuan
dari proses dan mempertanyakan baik tujuan
maupun asumsi yang mendasarinya
► Memerlukan pemeriksaan ulang atas proses
dasar dan tujuannya
► Fokus pada aktivitas yang melintasi lini
fungsional
► Setiap proses merupakan kandidat perancangan
ulang