Strategi Proses dan Desain grafis

Operations
Management
Process Strategy
and Design
Chapter 5
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Learning Objectives
When you complete this chapter, you should be
able to :
 Identify or Define:






Process focus

Repetitive focus
Product focus
Process reengineering
Service process issues

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Production Process Flow Diagram
Customer
Purchasing
(order inks, paper,
other supplies)
Vendors
Receiving

Accounting

Warehousing
(ink, paper, etc.)

Customer sales
representative
take order
Prepress Department
(Prepare printing plates
and negatives)
Printing Department
Gluing, binding,
stapling, labeling

Collating
Department

Information flow
Material flow

Polywrap

Department
Shipping

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Types of Process Strategies
 Process strategies that follow a continuum
 Within a given facility, several strategies may be
used
 These strategies are often classified as:
Process-Focused

RepetitiveFocused

Product-Focused

Continuum

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Process-Focused Strategy
 Facilities are organized by process
 Similar processes are together


Example: All drill presses are together

 Low volume, high variety products
 ‘Jumbled’ flow
Product A
Operation
 Other names
1
2




Intermittent process
Job shop

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1

2

33

Product B
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Figure 5 A

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Process-Focused Strategy Examples

Bank
Hospital

© 1995 Corel Corp.

© 1995
Corel
Corp.

Machine
Shop
© 1995 Corel Corp.

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Process Focused Strategy Pros & Cons
 Advantages
Greater product flexibility
 More general purpose equipment
 Lower initial capital investment


 Disadvantages
More highly trained personnel
 More difficult production planning & control
 Low equipment utilization (5% to 25%)


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Repetitive Focused Strategy
 Facilities often organized by assembly lines
 Characterized by modules


Parts & assemblies made previously

 Modules combined for many output options
 Other names



Assembly line
Production line

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Figure 5 B

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Repetitive Focused Strategy Considerations
 More structured than process-focused, less
structured than product focused
 Enables quasi-customization
 Using modules, it enjoys economic
advantage of continuous process, and
custom advantage of low-volume, highvariety model
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Repetitive-Focused Strategy Examples
Fast
Food

Clothes
Dryer
McDonald’s
McDonald’s
over 95 billion served
over 95 billion served

Truck
© 1995 Corel Corp.

© 1984-1994 T/Maker Co.

© 1995 Corel Corp.

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Figure 5.3

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Product-Focused Strategy
 Facilities are organized by product
 High volume, low variety products
 Where found



Discrete unit manufacturing
Continuous process manufacturing

 Other names



Line flow production
Continuous production

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Products A & B
11
22
Operation

33

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Figure 5 C

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Product-Focused Strategy
Pros & Cons
 Advantages





Lower variable cost per unit
Lower but more specialized labor skills
Easier production planning and control
Higher equipment utilization (70% to 90%)

 Disadvantages




Lower product flexibility
More specialized equipment
Usually higher capital investment

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Product-Focused Examples
Soft Drinks
(Continuous,
then Discrete)
Light Bulbs
(Discrete)
© 1995 Corel
Corp.

© 1984-1994 T/Maker Co.

Paper (Continuous)

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© 1995 Corel Corp.

Mass
Flu Shots
(Discrete)
© 1995 Corel Corp.

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Figure 5.4

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Table 5.1
Process Focus Repetitive Focus Product Focus
1. Product: Small
quantity, large
variety
2. Equipment:
General purpose

1. Product: Long runs,
usually standardized
2. Equipment: Special;
assembly line

1. Product: Large
quantities, small
variety
2. Equipment:
Special-purpose

3. Operators broadly
skilled

3. Employees modestly
trained

3. Operators less
broadly skilled

4. Many job
instructions

4. Repetitive operations

4. Few work orders and
job instructions;
standardization

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Process Continuum
Process Focused
(intermittent process)

Repetitive
Focus
(assembly line)

Product Focused
(continuous process)

Continuum
High variety, low volume
Modular
Low utilization (5% - 25%)
Flexible equipment
General-purpose equipment

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Low variety, high volume
High utilization (70% - 90%)
Specialized equipment

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Mass Customization
 Using technology and imagination to rapidly
mass-produce products that cater to sundry
unique customer desires.
 Under mass customization the three process
models become so flexible that distinctions
between them blur, making variety and
volume issues less significant.
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Mass Customization - More
Choices Than Ever
Item

Vehicle models
Vehicle styles
Bicycle types
Software titles
Web sites
Movie releases
New book titles
Houston TV channels
Breakfast cereals
Items in supermartkets
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Early
1970s

140
18
8
0
0
267
40,530
5
160
14,000

Late
1990s

260
1,212
19
380,000
9,865,982
458
77,446
851
340
20,000

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Questions for Process Analysis
and Design
 Is the process designed to achieve competitive
advantage in terms of differentiation, response,
or low cost?
 Does the process eliminate steps that do not
add value?
 Does the process maximize customer value as
perceived by the customer?
 Will the process win orders?
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Tools for Process Design
 Flow Diagrams
 Process Charts
 Time-Function/Process Mapping
 Service Blueprinting

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Time Function Map

Warehouse

WIP

Plant B

Wait

Transport

Wait

Wait

Extrude

Product

Print
WIP

Plant A

Product

Wait
Order

Production
control

Product

Process
Order

WIP

Sales

Receive
product

WIP

Order
Product

Order

Customer

Move
12 days

13 days

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1 day

4 days

1 day

Move
10 days

1 day

9 days

1 day

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Process Chart Example
SUBJECT: Request tool purchase
Dist (ft)

Time (min)

Symbol
 D 

Description
Write order

  On desk
 D  To buyer

75

 D  Examine
 = Operation;  = Transport;  = Inspect;
D = Delay;  = Storage
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Process Reengineering
 The fundamental rethinking and radical
redesign 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 boundaries
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