Manajemen Fungsional Pertemuan 2

Part of This Book
Slack, Chambers and Johnston, Operations Management 5th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007
CHAPTER 4
PROCESS DESIGN
Part 2 Scope
Design:
“To design” refers to the process of originating
and developing a plan for a product, service or
process.
Process:
Is any part of an organization which takes a set
of input resources which are then used to
transform something into outputs of products
or services.
Product & services design are interrelated to its process
design
Some Operations
Principle
Project Processes
• One-off, complex, large scale, high work
content “products”
• Specially made, every one customized
• Defined start and finish: time, quality and cost
objectives
• Many different skills have to be coordinated
• Fixed position layout
Project Process
Jobbing Processes
• Very small quantities: “one-offs”, or only a few
required
• Specially made. High variety, low repetition.
• Skill requirements are usually very broad
• Skilled jobber, or team of jobbers complete
whole product
• Fixed position or process layout (routing
decided by jobbers)
Jobbing Process
Batch Processes
• Higher volumes and lower variety than for
jobbing
• Standard products, repeating demand. But
can make specials
• Specialized, narrower skills
• Set-ups (changeovers) at each stage of
production
• Process or cellular layout
Batch Process
Mass (Line) Processes
• Higher volumes than Batch
• Standard, repeat products
• Low and/or narrow skills
• No set-ups, or almost instantaneous ones
• Cell or product layout
Mass Process
Continuous Process
• Extremely high volumes and low variety: often
single product
• Standard, repeat products
• Highly capital-intensive and automated
• Few changeovers required
• Difficult and expensive to start and stop the
process
• Product layout: usually flow along conveyors
or pipes
Continuous Process
Designing processes
• Process mapping
• Process mapping symbols
• Improving processes
• Process performance
• Throughput, cycle time & work in process
Process mapping
• Used to identify different types of activities.
• Shows the flow of material, people or
information.
• Critical analysis of process maps can improve
the process.
Process mapping symbols
Process performance
• Process performance can be judge against the
five key performance objective:
 Quality
 Speed
 Dependability
 Flexibility
 Cost
Throughput, work content, cycle time, and
work in process
• Throughput – the time for a unit to move through the
process
• Work content – the total amount of work required to
produce a unit of output (measured in time)
• Cycle time – The average time between units of
output emerging form the process
• Work in process (WIP) –unfinished items in a
production process waiting for further processing e. g.
when customers join a queue in a process they
become WIP
throughput = work in process x cycle time
CHAPTER 5
PRODUCT AND
SERVICE DESIGN
Part 2 Scope
Innovation Impact on Design
Reasons for Product or Service Design
• Be competitive
• Increase business growth & profits
• Avoid downsizing with development of
new products
• Improve product quality
• Achieve cost reductions in labor or
materials
Trends in Product & Service Design
Increased emphasis on or attention to:
 Customer satisfaction
 Reducing time to introduce new product or service
 Reducing time to produce product
 The organization’s capabilities to produce or deliver
the item
 Environmental concerns
 Designing products & services that are “user friendly”
 Designing products that use less material
Design Activity
The Design Process
Interactive Design
Simultaneous Development

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