Bab 6 perancangan produk
© 2007 Wiley
Bab-6
Perancangan
Produk
Program Magister Manajemen
Pascasarjana Fakultas Ekonomi
(2)
Tujuan Pembelajaran
Mendefinisikan perancangan
produk dan dampaknya terhadap
organisasi.
Menjelaskan tahapan perancanan
produk
Menggunakan analisis break-even
analysis untuk memilih alternatif
Mengidentifikasi bentuk-bentuk
(3)
© 2007 Wiley
Tujuan, cont
Menggunakan flowchart
Menggunakan metriks kinerja
Memahami pengguaan teknologi dan
dampaknya terhadap pengembangan
produk.
Memahami isu yang berkaitan dengan
(4)
Perancangan Produk
Product design – proses pendefinisian seluruh
produk dan karakteristik perusahaan. Harus
diingat
Perancangan produk harus didukung oleh proses
pabrik. ( (cara termudah dihasilkan di pabrik)
Perancangan produk dapat meliputi;
Appearance (pertampakan),
Materials (material),
Dimensions (dimensi),
Tolerances (toleransi), and
(5)
© 2007 Wiley
Perancangan Jasa Vs
Barang
Jasa sifatnya unik, sehingga
perancangan harus memenuhi:
Dirancang meliputi jasa dan
konsep
- Unsur fisik, estetika, dan manfaat
psikologis.
e.g. kecepatan, keakraban,
atmosphere
Produk dan jasa dirancang harus memenuhi
kebutuhan dan preferensi kelompok
pelanggan.
(6)
Akad Nikah Harus
Bersusah-susah
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(7)
Diskusikan Apa Makna
Konsep dalam Pernikahan?
(8)
Perancangan Produk dan
Jasa
Perancangan produk dan proses
pemilihan mempengaruhi.
Kualitas produk
Biaya
Kepuasan pelanggan
Kemampuan pabrikasi dan
(9)
© 2007 Wiley
Proses Perancangan PRODUK
Step 1 – Pengembangan Ide
- Someone thinks of a need and a product/service design to satisfy it e.g. customers, marketing, engineering, competitors,
benchmarking, reverse engineering
Step 2 – Pemeriksaan Perancangan
- Every business needs a formal/structured evaluation process
e.g. fit with facility and labor skills, size of market, contribution margin,
break-even analysis, return on sales
Step 3 – Perancangan awal dan pengujian
- Technical specifications are developed, prototypes built, testing starts
Step 4 – Rancangan Final
- Final design based on test results, facility, equipment, material, & labor
(10)
Menggunan Break-Even
Analysis
Computes the quantity of goods
company needs to sell to cover its
costs
Q
BE= F/ (SP - VC)
Q
BE
– Break even quantity
F – Fixed costs
SP – selling price/unit
VC – Variable cost
(11)
© 2007 Wiley
Product Screening Tool –
Break-Even Analysis
Break-even analysis also includes
calculating
Total cost – sum of fixed and variable cost
Total cost = F + (VC)*Q
Revenue – amount of money brought in
from sales
Revenue = (SP) * Q
Q = number of units sold
(12)
Break-Even Analysis: Pendekatan
Grafik
Compute quantity of goods
that must be sold to break-even
Compute total revenue at
an assumed selling price
Compute fixed cost and
variable cost for several quantities
Plot the total revenue line
and the total cost line
Intersection is break-even Sensitivity analysis can be
done to examine changes in all of the assumptions made
(13)
© 2007 Wiley
Break-even calculation: A company is planning to establish a chain of movie theaters. It estimates that each new theater will cost approximately $1 Million. The theaters will hold 500 people and will have 4 showings
each day with average ticket prices at $8. They estimate that concession sales will average $2 per patron. The variable costs in labor and material are estimated to be $6 per patron. They will be open 300 days each year. What must average occupancy be to break-even?
Break-Even Point
Total revenues = Total costs @ break-even point Q Selling price*Q = Fixed cost + variable cost*Q
($8+$2)Q= $1,000,000 + $6*Q
Q = 250,000 patrons (42% occupancy)
What is the gross profit if they sell 300,000
tickets
Profit = Total Revenue – Total Costs
P = $10*300,000 – (1,000,000 + $6*300,000) P = $200,000
If concessions only average $.50/patron, what is
break-even Q now? (sensitivity analysis)
($8.50)Q = 1,000,000 - $6*Q
(14)
Faktor yang berdampak
pada Perancangan Produk
Kebutuhan Perancangan
Pabrik
Series of guidelines to
follow in order to produce a product easily and profitably
Minimilais bentuk produk
Standardisasi
Design parts for
multiply applications
Rancangan yang terintegrasi
(15)
© 2007 Wiley
Faktor Siklus Produk
Product life cycle –
series of changing product demand
Consider product
life cycle stages
Introduction Growth
Maturity Decline
Facility & process
investment depends on life cycle
(16)
Pabrikasi Simultan
Old “over-the –wall” sequential
design process should not be used
Each function did its work and passed it to the next function
Replace with a Concurrent
Engineering process
All functions form a design team working together to develop
specifications, involve customers early, solve potential problems, reduce costs, & shorten time to market
(17)
© 2007 Wiley
Process Selection
Product design considerations
must include the process
Klasifikasi meliputi
Intermittent operations –
menghasilakan berbagai jenis
dalam jumlah kecil
Repetitive operations –
menghasilakan satu atau beberapa
dalam jumlah besar.
(18)
Process Selection
Lima Pertimbangan
Bentuk proses ; range from
intermittent to continuous
Derajat integrasi vertikal
Fleksibilitas sumberdaya
Bauran antara modal dan sumberdaya
manusia
(19)
© 2007 Wiley
Process Selection
Process types can be: chika
Project process – make a one-at-a-time
product exactly to customer specifications
Batch process – small quantities of product
in groups or batches based on customer
orders or specifications
Line process – large quantities of a standard
product
Continuous process – very high volumes of a
fully standard product
(20)
Underlying Process Relationship
Between Volume and
(21)
© 2007 Wiley
Differences between
Intermittent and Continuous
Operations
Decision Intermittent Operation Continuous Operation
Product variety Great Small Degree of standardization Low High Organization of resources Grouped by Function Line flow Path of products Varied, depends on product Line flow
Factor driving production Customer orders Forecast of demand Critical resource Labor Capital
Type of equipment General purpose Specialized Degree of automation Low High
Throughput time Longer Shorter Work-in-process inventory More Less
(22)
Designing Processes
Process design tools include
Process flow analysis
Process flowchart
Design considerations include
Make-to-stock strategy
Assemble-to-order strategy
Make-to-order strategy
(23)
© 2007 Wiley
Process Design Tools
Process flow analysis
is a tool used to
analyze and document the sequence of steps within a total process. Usually first step in Process Reengineering.
Process
Re-engineering is a structured approach used when major business changes are required as a result of:
Major new products Quality
improvement needed
Better competitors Inadequate
(24)
Facility Layout and Process
Choice
(25)
© 2007 Wiley
Process Performance
Metrics
Determining if a process is
functioning properly is required
Determination requires measuring
performance
Process performance metrics
–
measurement of different process
characteristics that tell us how a
process is performing
(26)
Process Performance
Metrics
(27)
© 2007 Wiley
Linking Product Design &
Process Selection
Product design and process selection
directly linked
Type of product selected defines type of
operation required
Type of operation available defines
broader organizational aspects such as
Equipment required
Facility arrangement
(28)
Linking Design & Process
Selection
(29)
© 2007 Wiley
Intermittent VS. Repetitive
Layouts
(30)
Product and Service
Strategy
Type of operation is directly related
to product and service strategy
Three basic strategies include
Make-to-stock; in anticipation of
demand
Assemble-to-order; built from
standard components on order
Make-to-order; produce to customer
(31)
© 2007 Wiley
Product and Service Strategy
Options
(32)
Process Decisions-Vertical
Integration & Make or Buy
Vertical integration refers to the degree a firm chooses
to do processes itself- raw material to sales
Backward Integration means moving closer to primary operations Forward Integration means moving closer to customers
A firm’s Make-or-Buy choices should be based on the
following considerations:
Strategic impact Available capacity Expertise
Quality considerations Speed
Cost (fixed cost + variable cost)make = Cost (fixed cost + Variable cost)buy
Business are trending toward less backward integration, more
(33)
© 2007 Wiley
Manufacturing Technology
Decisions
Simplify first then apply appropriate technology Information Technology: ERP, GPS, RFID
Automation
Automated Material Handling:
Automated guided vehicles (AGV)
Automated storage & retrieval systems (AS/RS)
Flexible Manufacturing Systems (FMS)
(34)
E-manufacturing
Web-based environment creates
numerous business opportunities to
include;
Product design collaboration
Process design collaboration
Computer-aided design – uses computer
graphics to design new products
Computer-integrated manufacturing –
integration of product design, process
planning, and manufacturing using an
integrated computer system
(35)
© 2007 Wiley
How Are Services Different
from Manufacturing
Services are different from
manufacturing as they;
Produce intangible products
Involve a high degree of customer
contact
Type of service is classified
according to degree of customer
contact
(36)
Designing Services
Service Characteristics Pure services
Quasi-Manufacturing Mixed services
Service Package
The physical goods The sensual benefits The psychological
benefits
Differing designs
Substitute technology
for people
(37)
© 2007 Wiley
Product Design and Process
Selection Across the
Organization
Strategic and financial of product
design and process selection
mandates operations work closely
across the organization
Marketing is impacted by product that
is produced
Finance is integral to the product
design and process selection issues
due to frequent large financial outlays
(38)
Product Design and Process
Selection Across the
Organization - continued
Strategic and financial of product design
and process selection mandates
operations work closely across the
organization
Information services has to be developed to
match the needs of the production process
Human resources provides important input
to the process selection decisions for
staffing needs
(39)
© 2007 Wiley
Chapter 3 Highlights
Product design is the process of deciding on the
unique characteristics and features of a company’s
product Process selection is the development of
the process necessary to produce the product
being designed.
Steps in product include idea generation, product
screening, preliminary design and testing, and final
design
Break-even analysis is a tool used to compute the
amount of goods that have to be sold just to cover
costs.
Production processes can be divided into two broad
categories: intermittent and repetitive operation
project to batch to line to continuous
(40)
Chapter 3 Highlights
Product design and process selection decisions
are linked
Process flow charts is used for viewing the flow
of the processes involved in producing the
Different types of technologies can
significantly enhance product and process
design. These include automation, automated
material handling devices, CAD, NC, FMS, and
CIM
Designing services have more complexities
than manufacturing, because service produce
an intangible product and typically have a high
degree of customer contact.
(41)
© 2007 Wiley
The End
Copyright © 2007 John Wiley & Sons, Inc. All rights
reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976
United State Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the
Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher
assumes no responsibility for errors, omissions, or
damages, caused by the use of these programs or from the use of the information contained herein.
(1)
Designing Services
Service Characteristics
Pure services
Quasi-Manufacturing Mixed services
Service Package
The physical goods The sensual benefits The psychological
benefits
Differing designs
Substitute technology
for people
(2)
Product Design and Process
Selection Across the
Organization
Strategic and financial of product
design and process selection
mandates operations work closely
across the organization
Marketing is impacted by product that
is produced
Finance is integral to the product
design and process selection issues
due to frequent large financial outlays
(3)
Product Design and Process
Selection Across the
Organization - continued
Strategic and financial of product design
and process selection mandates
operations work closely across the
organization
Information services has to be developed to
match the needs of the production process
Human resources provides important input
to the process selection decisions for
staffing needs
(4)
Chapter 3 Highlights
Product design is the process of deciding on the
unique characteristics and features of a company’s
product Process selection is the development of
the process necessary to produce the product
being designed.
Steps in product include idea generation, product
screening, preliminary design and testing, and final
design
Break-even analysis is a tool used to compute the
amount of goods that have to be sold just to cover
costs.
Production processes can be divided into two broad
categories: intermittent and repetitive operation
project to batch to line to continuous
(5)
Chapter 3 Highlights
Product design and process selection decisions
are linked
Process flow charts is used for viewing the flow
of the processes involved in producing the
Different types of technologies can
significantly enhance product and process
design. These include automation, automated
material handling devices, CAD, NC, FMS, and
CIM
Designing services have more complexities
than manufacturing, because service produce
an intangible product and typically have a high
degree of customer contact.
(6)
The End
Copyright © 2007 John Wiley & Sons, Inc. All rights
reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976
United State Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the
Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher
assumes no responsibility for errors, omissions, or
damages, caused by the use of these programs or from the use of the information contained herein.