PERANCANGAN PROSES, PERANCANGAN PROSES, PERANCANGAN PROSES, PERANCANGAN PROSES,

JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN

SISTEM KERJASISTEM KERJASISTEM KERJASISTEM KERJA

Dr. Mohammad Abdul Dr. Mohammad Abdul Dr. Mohammad Abdul Dr. Mohammad Abdul MukhyiMukhyiMukhyiMukhyi, SE., MM, SE., MM, SE., MM, SE., MM

• seleksi proses

• ciri proses

• aliran interniten

• keputusan seleksi proses

• strategi proses-produk

• Rancangan operasi jasa

• mendefinisikan jasa

• kerangka rancangan jasa

• menetapkan strategi dan produk jasa

• sustem penyerahan ke pelanggan

• analisis aliran proses

• Peranc. & Pengukuran Kerja

• Kasus Latihan

Rancangan proses

Seleksi proses merupakan serangkaian keputusanmengenai tipe atau jenis produksidan peralatan yang digunakan.

Klasifikasi :1. Aliran Produk atau Proses:1. Aliran Produk atau Proses:

a. garis.b. Intermitenc. Proyek

2. Tipe Pesanan Pelanggan :

Aliran Garis :Produk terstandarisasi dan mengalir dari satuoperasi atau tempat kerja ke operasi berikutnyadengan urutan yang telah ditetapkan sebelumnya.a. Produksi Massa (mass production): memproduksi

kumpulan-kumpulan produk dalam jumlah besardengan mengikuti serangkaian operasi yang sama dengan kumpulan produk sebelumnya �sama dengan kumpulan produk sebelumnya �

repetitive process. contohcontohcontohcontoh : operasi lini perakitan.

Operasi / tempatkerja

Aliranproduk atau

bahan

b. Produksi terus-menerus (continuous).:ditandai dengan waktu produksi yang relatiflama untuk menghindari penyetelan, persiapanlian dan kemacetan yang mahal � industri-industri proses

Aliran Intermiten (Job Shop)

Kelompok barang yang sejenis pada interval-interval waktu yang terputus-putus.Peralatan dan tenaga kerja diatur dalam pusat-pusat kerja menurut tipe-tipe ketrampilan atauperalatan yang serupa.

Operasi / Tempat kerja

Operati intermiten sangat fleksibel dalam perubahanvolume atau produk, karena dalamoperasinya menggunakan peralatan serbaguna dan tenaga kerja berketrampilan tinggi

Masalah: dalam pengendalian persediaan, skeduldan kualitas.

Digunakan untuk barang-barang tidak distandarisasiatau volume produksinya rendah

Aliran ProyekDigunakan untuk memproduksi produk-produkkhusus atau unik.

Masalah signifikan : perencanaan, pengurutan, sceduling danpengawasan kegiatan-kegiata individual yang mengarahkan penyelesaian proyek secarapengawasan kegiatan-kegiata individual yang mengarahkan penyelesaian proyek secarakeseluruhan.

Bentuk operasi proyek digunakan bila adakebutuhan akan kreatifitas dan kekhususan dalampembuatan suatu produk

MulaiMulaiMulaiMulai

1111

2222 3333

4444

SeleSeleSeleSelesaisaisaisai

: Operasi / kegiatan: Operasi / kegiatan

: hubungan untuk menentukan mana yang harus didahulukan

Karakteristik-karakteristik prosesKarakteristikKarakteristikKarakteristikKarakteristik GarisGarisGarisGaris IntermitenIntermitenIntermitenIntermiten ProyekProyekProyekProyek

ProdukProdukProdukProduk::::Tipe order Kontinyu atau

kumpulanbesar

Kumpulan Unit tunggal

Aliran produk Berurutan Berpola tidakpasti

Tidak adapasti

Variasiproduk

Rendah Tinggi Tinggi

Tipe pasar Massa Pesanan Khusus (unik)Volume Tinggi Menengah Unit tunggal

KarakteristikKarakteristikKarakteristikKarakteristik GarisGarisGarisGaris IntermitenIntermitenIntermitenIntermiten ProyekProyekProyekProyekTenagaTenagaTenagaTenaga kerjakerjakerjakerjaKetrampilan Rendah Tinggi TinggiTipe kegiatan Bersifat

pengulanganTidak rutin Tidak rutin

Upah Rendah Tinggi Tinggi

Karakteristik-karakteristik proses

Upah Rendah Tinggi TinggiKapitalKapitalKapitalKapital::::Investasi Tinggi Menengah RendahPersediaan Rendah Tinggi MenengahPeralatan Mesin khusus Serbaguna Serbaguna

KarakteristikKarakteristikKarakteristikKarakteristik GarisGarisGarisGaris IntermitenIntermitenIntermitenIntermiten ProyekProyekProyekProyekSasaranSasaranSasaranSasaran::::Fleksibilitas Rendah Menengah TinggiBiaya Rendah Menengah TinggiKualitas Konsisten Lebih

variabelLebihvariabel

Waktu

Karakteristik-karakteristik proses

Waktupenyelesaian Rendah Menengah TinggiPerencanaanPerencanaanPerencanaanPerencanaandandandandanpengawasanpengawasanpengawasanpengawasanProduksi Mudah Sulit SulitKualitas Mudah Sulit SulitPersediaan Mudah Sulit Sulit

Dimensi kritis lain yang mempengaruhi pemilihanproses adalah apakah produk dibuat untukpersediaan (production to stock) atau untuk pesanan(production to order).

Proses produksi pesanan berdasarkan ataspermintaan atau pesanan, dimana kegiatanpermintaan atau pesanan, dimana kegiatanpemrosesan menyesuaikan dengan spesifikasipesanan (tidak standar) dengan waktu yang disepakati.

Produksi persediaan dengan garis produksi yang distandarisasi, guna memenuhi permintaan yang tidak pasti dan merencanakan kebutuhan kapasitas.

KarakteriKarakteriKarakteriKarakteristikstikstikstik ProduksiProduksiProduksiProduksi PesananPesananPesananPesanan ProduksiProduksiProduksiProduksi PersediaanPersediaanPersediaanPersediaan

Produk • Spesifikasi ditentukanpelanggan

• Tidak distandarisasikan• Volume kecil

• Spesifikasi ditentukanperusahaan

• Distandarisasikan• Volume besar

Produksi Pesanan VS Produksi Persediaan

• Volume kecil• Variasi besar• Relatif mahal

• Volume besar• Variasi kecil• Relatif murah

Sasaran Pemenuhan waktupenyelesaian danpengelolaan kapasitas

Keseimbangan persediaan,kapasitas dan pelayanan

Masalah-masalahoperasiutama

• Ketepatan pengiriman.• Pengawasan pengiriman

• Forecasting • Perencanaan produksi• Pengendalian persediaan

ProduksiProduksiProduksiProduksiPersediaanPersediaanPersediaanPersediaan

ProduksiProduksiProduksiProduksi PesananPesananPesananPesanan

AliranAliranAliranAliran GarisGarisGarisGaris

IIIIPenggilingan tepungpabrik manakandalam kaleng

IIIIIIIIPerusahaan telepon.Perusahaan listrik

Matrik Karakteristik Proses

AliranAliranAliranAliran intermitenintermitenintermitenintermitenIIIIIIIIIIII

Produksi perabotrumah tangga

IVIVIVIVBengkel mesin.RestauranRumah Sakit

ProyekProyekProyekProyekVVVV

Perusahaan spekulasi.Lukisan komersial

VIVIVIVIProduksi kapalBangunan

Faktor-faktor yang perlu dipertimbangkandalam pembuatan keputusan seleksi proses

1. Kebutuhan modal.2. Kondisi pasar3. Tenaga kerja4. Bahan mentah5. Teknologi5. Teknologi6. Ketrampilan manajemen

Bagan yang digunakan dalam perencanaan danpengelolaan proses

Bagan-bagan perakitan (assembly charts)Untuk membantu menggambarkan aliran bahan danhubungan masing-masing komponenBagan-bagan aliran proses (flow-process charts)Memerinci proses ke dalam unsur-unsur dan simbol-simbol.Memerinci proses ke dalam unsur-unsur dan simbol-simbol.

OutlineGOODS AND SERVICES SELECTION

Product Strategy Options Support Competitive AdvantageProduct Life CyclesLife Cycle and StrategyProduct-by-value AnalysisProduct-by-value Analysis

GENERATING NEW PRODUCTSNew Product OpportunitiesImportance of New Products

20

Pemilihan Teknologi

� Adalah aplikasi ilmu pengetahuan untukmemecahkan masalah-masalah manusia.

� Adalah sekumpulan proses, peralatan, metoda, prosedur dan perkakas yang digunakan untukmemproduksi barang atau jasa.

Batasan-batasan Batasan-batasan

Disain pekerjaanyang feasibel darisudut pandangan

teknologi

Disain pekerjaanyang feasibel darisudut pandangan

sosial

Disainsosioteknikal

Batasan-batasanteknologi

Batasan-batasansosial

Disain sistemsosioteknikal

Teknologi yang tersedia :1. Teknologi Pabrik :

Pekerjaan Tangan (hand-made)Pekerjaan Mesin (machine-made)Otomatisasi

2. Teknologi Perkantoran :Proses transformasi :� penanganan surat menyurat� pengetikan dan pengetikan kembali kertas kerja� pengarsipan� penggandaan barang-barang cetakan

3. Teknologi Jasa :

Dasar Pemilihan Teknologi

a. Penganggaran modalb. Apakah teknologi baru sesuai dengan

kebutuhan-kebutuhan tenaga kerja danlingkungan.

c. Melibatkan manajemen operasi, manajemenpuncak dan keuangan.

d. Bukan merupakan suatu kegiatan tunggald. Bukan merupakan suatu kegiatan tunggaltetapi lebih sebagai suatu proses yang diorganisasikan dengan baik dan mencakuppenjajagan teknologi kontinyu.

Perencanaan Proses

Perancangan dan implementasi sistem kerja yang akan memproduksi produk yang diinginkan dalamkuantitas yang diperlukan.

Perancangan proses memerlukan pemahamantentang operasi-operasi sebagai suatu sistemproduktif. Langkah-langkah yang perlu diambil:tentang operasi-operasi sebagai suatu sistemproduktif. Langkah-langkah yang perlu diambil:1. Memutuskan tujuan-tujuan perencanaan, yaitu

untuk meningkatkan efisiensi, efektivitas, kapasitas atau semangat kerja karyawan.

2. Memilih proses/sistem produktif yang relevan, yaitu operasi keseluruhan atau beberapabagian operasi.

3. Menggambarkan proses transformasi yang adasekarang dengan bantuan bagan-bagan prosesdan pengukuran efisiensi.

4. Mengembangkan desain proses yang diperbaiki melalui perbaikan aliran-aliranproses dan atau masukan-masukan yang digunakan.

4. Mendapatkan persetujuan manajemen untuk4. Mendapatkan persetujuan manajemen untukdisain proses yang telah direvisi.

5. Mengimplementasikan disain proses baru.

Macam bagan yang digunakan dalamperencanaan dan pengelolaan proses

Bagan Perakitan (assembly charts):Menunjukkan kebutuhan-kebutuhan bahandan urutan perakitan komponen-komponenyang merupakan suatu perakitan mekanikan.

Bagan Aliran Proses (flow process charts):Bagan Aliran Proses (flow process charts):Memerinci proses ke dalam unsur-unsur dansimbol-simbol. Bagan aliran proses adalahperalatan pokok perbaikan aliran bahan-bahan.

Bagan Proses Operasi (operating process chart)Mencakup spesifikasi-spesifikasi untukbagian-bagian dan waktu-waktupengoperasian dan pemeriksaan.

Routing Sheet adalah lebih terperinci daripadabagan perakitan, karena menunjukkan operasi-operasi dan routing yang diperlukan untuk suatubagian proses individual.bagian proses individual.

Bagan Operasi (operating charts):Menunjukkan spesifikasi bagian-bagianpengoperasian dan pemeriksaan secaralebih terperinci

Bagan Mesin-mesin (man machine charts):Menunjukkan hubungan antara operator danmesin. Menunjukkan kegiatan-kegiatan satukaryawan dan satu mesin.

Bagan Simo (simo charts):Bagan gerak simultan, menunjukkangerakan-gerakan tangan kiri dan kanan, gerakan-gerakan tangan kiri dan kanan, mencakup waktu setiap gerakan.

Bagan manusia - mesin

soalSeorang operator akan memerlukan waktu 2 menit untukmengisi dan 1 menit untuk mengosongkan mesin cetak, waktu setiap mesin berjalan secara otomatik adalah selama4 menit. Biaya-biaya relevan Rp. 8.000,- per jam untukkaryawan dan Rp. 20.000,- per jam untuk setiap mesin.

a. Susun bagan manusia mesin untuk situasib satukaryawan, dua mesin yang paling efisien.

b. Berapa waktu siklusb. Berapa waktu siklus

c. Berapa waktu menganggur karyawan per siklus

d. Berapa waktu menganggur total per siklus untuk duamesin

e. Berapa biaya total per jam

f. Berapa biaya total per siklus

g. Berapa biaya waktu menganggur per jam

Silabus:

T. Hani Handoko, dasar-dasar manajemenproduksi dan operasi, BPFE, UGM, Yogyakarta

Outline - continued

PRODUCT DEVELOPMENTPRODUCT DEVELOPMENTPRODUCT DEVELOPMENTPRODUCT DEVELOPMENTProduct Development SystemProduct Development SystemProduct Development SystemProduct Development SystemQuality Function Deployment (QFD)Quality Function Deployment (QFD)Quality Function Deployment (QFD)Quality Function Deployment (QFD)Organizing for Product DevelopmentOrganizing for Product DevelopmentOrganizing for Product DevelopmentOrganizing for Product DevelopmentManufacturability and Value EngineeringManufacturability and Value EngineeringManufacturability and Value EngineeringManufacturability and Value Engineering

ISSUES FOR PRODUCT DESIGNISSUES FOR PRODUCT DESIGNISSUES FOR PRODUCT DESIGNISSUES FOR PRODUCT DESIGNRobust DesignRobust DesignRobust DesignRobust DesignModular DesignModular DesignModular DesignModular DesignComputerComputerComputerComputer----Aided Design (CAD)Aided Design (CAD)Aided Design (CAD)Aided Design (CAD)ComputerComputerComputerComputer----Aided ManufacturingAided ManufacturingAided ManufacturingAided ManufacturingVirtual Reality TechnologyVirtual Reality TechnologyVirtual Reality TechnologyVirtual Reality TechnologyValue AnalysisValue AnalysisValue AnalysisValue AnalysisEnvironmentally Friendly DesignEnvironmentally Friendly DesignEnvironmentally Friendly DesignEnvironmentally Friendly Design

40

Outline - continued

TimeTimeTimeTime----Based CompetitionBased CompetitionBased CompetitionBased CompetitionPurchase of Technology by Acquiring FirmPurchase of Technology by Acquiring FirmPurchase of Technology by Acquiring FirmPurchase of Technology by Acquiring FirmJoint VenturesJoint VenturesJoint VenturesJoint VenturesAlliances Alliances Alliances Alliances

Defining the ProductDefining the ProductDefining the ProductDefining the ProductMakeMakeMakeMake----orororor----buy Decisionsbuy Decisionsbuy Decisionsbuy DecisionsGroup Group Group Group TechnologyTechnologyTechnologyTechnologyGroup Group Group Group TechnologyTechnologyTechnologyTechnology

DOCUMENTS FOR DOCUMENTS FOR DOCUMENTS FOR DOCUMENTS FOR PRODUCTIONPRODUCTIONPRODUCTIONPRODUCTIONSERVICE DESIGNSERVICE DESIGNSERVICE DESIGNSERVICE DESIGN

Documents for Documents for Documents for Documents for ServiceServiceServiceServiceApplication of Decision Trees to Product Application of Decision Trees to Product Application of Decision Trees to Product Application of Decision Trees to Product DesignDesignDesignDesignTransition to ProductionTransition to ProductionTransition to ProductionTransition to Production

41

Identify or Define:Product life cycleProduct development team Manufacturabililty and value engineeringRobust designRobust designTime-based competitionModular designComputer aided designValue analysisGroup technologyConfiguration management

42

Humor in Product Design

As Marketing

interpreted it.

As the customer

wanted it.

43

As Engineering

designed it.

© 1984-1994 T/Maker Co.

As Operations made it.

© 1984-1994 T/Maker Co.

© 1984-1994 T/Maker Co.© 1984-1994 T/Maker Co.

What is a Product?

Need-satisfying offering of an organization

Example

P&G does not sell laundry detergent

P&G sells the benefit of clean clothes

Customers buy satisfaction, not parts

Charles Revson says “Revlon sells hope, not cosmetics.

May be a good or a service

44

Product Strategy Options

Product differentiation Strategies

• Low cost

45

• Rapid response/High Quality Service

• Best Technology

Causes Generating New Product Opportunities

Economic change

• Sociological and demographic change

• Technological change

46

• Technological change

• Political/legal change

• Changes in– market practice– professional standards– suppliers and distributors

Legislation/ Implementation Date

Stated Purpose Industry Criticism

Electrical-Waste directive (2006)

Makes electrical equipment easier to recycle in part by banning some hazardous substances

Bans some common flame retardants, raising the likelihood of fires

Telecom-data-protection directive (mid-2003)

Protects privacy on e-mail and the internet

Makes surfing more onerous by restricting use of “cookies” to remember peoples preferences

Biotech-Labeling laws Strengthens existing food- Encourages food processors

47

Biotech-Labeling laws (2003)

Strengthens existing food-label laws and introduces labeling for animal feed containing genetically modified content

Encourages food processors and supermarkets to avoid using genetically modified ingredients, and farmers could stop growing them

Pedestrian-protection initiative (2001-2012) (when all new cars sold in Europe must comply)

Reduces injuries and casualties in road accidents

Raises costs of cars and restricts automaker’s design freedom

Chemicals review (staggered through 2012)

Eliminates health hazards due to chemicals

Restricts even minute use of dangerous substances, such as ethanol, in products such as cosmetics and detergents

Warning

Product Components

ProductProductProductProduct

ProductProductProductProductBrandBrandBrandBrand

48

ProductProductProductProductIdeaIdeaIdeaIdea

PackagePackagePackagePackage

PhysicalPhysicalPhysicalPhysicalGoodGoodGoodGood

FeaturesFeaturesFeaturesFeaturesQualityQualityQualityQualityLevelLevelLevelLevel

ServiceServiceServiceService(Warranty)(Warranty)(Warranty)(Warranty)

BrandBrandBrandBrand(Name)(Name)(Name)(Name)

Product Life Cycle

Introduction

GrowthGrowth

Maturity

Decline

49

Product Life CycleIntroduction

Fine tuning

researchresearch

product development

process modification and enhancement

supplier development

50

Product Life CycleGrowth

Product design begins to stabilizestabilize

Effective forecasting of capacity becomes necessary

Adding or enhancing capacity may be necessary

51

Product Life CycleMaturity

Competitors now established

High volume, innovative High volume, innovative production may be needed

Improved cost control, reduction in options, paring down of product line

52

Product Life CycleDecline

Unless product makes a special contribution, must plan to terminate offering

Harvard’s 4 squares of product development:

53

4/3/2009

Product Life Cycle, Sales, Cost, and Profit

Sales, C

ost & Profit .

Cost of

Development

& ManufactureSales Revenue

54

Sales, C

ost & Profit .

Introduction Maturity DeclineGrowth

Time

Cash flowLoss

Profit

Percent of Sales From New Product

25%

30%

35%

40%

45%

50%

Industry Leader

Top

55

0%

5%

10%

15%

20%

25%

Position of Firm in Its Industry

Industry Leader

Top

Third Middle

ThirdBottom

Third

3M wants 25% of its sales from products less than 5 years old3M wants 25% of its sales from products less than 5 years old3M wants 25% of its sales from products less than 5 years old3M wants 25% of its sales from products less than 5 years old

Products in Various Stages of Life Cycle

GrowthDecline

Sales

Roller

Blades Jet SkiIntroduction

Maturity

56

Time

Virtual

Reality

Boeing

727

Few SuccessesFew Successes

1500

2000

Number

Market requirement

Design review,

Testing, Introduction

Ideas

1750

57

0

500

1000

1500

Development Stage

1000

25

Product specification

100

Functional

specifications

One

success!

500

Product-by-Value Analysis

Lists products in descending order of their individual dollar dollar dollar dollar order of their individual dollar dollar dollar dollar contributioncontributioncontributioncontribution to the firm.

Helps management evaluate alternative strategies.

58

Product Development Stages

Idea generationAssessment of firm’s ability to carry outCustomer RequirementsFunctional Specification

Sco

pe of product developmen

t team

Functional SpecificationProduct SpecificationsDesign ReviewTest MarketIntroduction to MarketEvaluation

59

Sco

pe of product developmen

t team

Scope of design for

manufacturability and

value engineering teams

Quality Function DeploymentIdentify customer wants

Identify how the good/service will satisfy customer wants

Relate customer wants to product hows

Identify relationships between the firm’s hows

Develop importance ratings

Evaluate competing products

60

Idea Generation Stage

Provides basis for entry into market

Sources of ideas

Market need (60-80%); engineering & operations Market need (60-80%); engineering & operations (20%); technology; competitors; inventions; employees

Follows from marketing strategy

Identifies, defines, & selects best market opportunities

61

Customer Requirements StageIdentifies & positions key product benefits

Stated in core benefits proposition (CBP)

Example: Long lasting with more power (Sears’ Die Hard Battery)

Identifies detailed list of product attributes desired by customer

Focus groups or 1-on-1 interviews

62

House of Quality

Customer Customer Customer Customer RequirementsRequirementsRequirementsRequirements

Product Characteristics

Functional Specification StageDefines product in terms of how the product would meet desired attributes

Identifies product’s engineering characteristics

Example: printer noise (dB)Example: printer noise (dB)

Prioritizes engineering characteristics

May rate product compared

to competitors’

63

House of QualityHouse of Quality

Customer Customer Customer Customer RequirementsRequirementsRequirementsRequirements

Product Characteristics

Product Specification Stage

Determines how product will be made

Gives product’s physical specifications

Example: Dimensions, material etc.

Defined by engineering drawingdrawing

Done often on computer

Computer-Aided

Design (CAD)

64

House of QualityHouse of Quality

ProductProductProductProductCharacteristicsCharacteristicsCharacteristicsCharacteristics

Component Specifications

Quality Function Deployment

Product design process using cross-functional teams

Marketing, engineering, manufacturing

Translates customer preferences into specific product characteristicsTranslates customer preferences into specific product characteristics

Involves creating 4 tabular ‘Matrices’ or ‘Houses’

Breakdown product design into increasing levels of detail

65

House of Quality Example

You’ve been assigned temporarily to a QFD team. The goal of the team is to develop a new team is to develop a new camera design. Build a House of Quality.

66

© 1984-1994 T/Maker Co.

4/3/2009

House of Quality Example

Customer Customer

67

☺High relationship� Medium relationship � Low Relationship

CustomerRequirements

CustomerImportance

Target Values

4/3/2009

House of Quality Example

What the customer desires

(‘wall’)

Aluminum Auto AutoCustomer Customer

68

☺High relationship � Medium relationship � Low Relationship

Target Values

Light weight

Easy to use

Reliable

Aluminum

Parts

Auto

Focus

Auto

ExposureCustomer

RequirementsCustomerImportance

4/3/2009

House of Quality Example

Customer Customer Aluminum Auto Auto

Average customer

importance rating

69

☺High relationship � Medium relationship � Low Relationship

CustomerRequirements

CustomerImportance

Target Values

Light weight

Easy to use

Reliable

Aluminum

Parts

Auto

Focus

Auto

Exposure

3

1

2

4/3/2009

House of Quality Example

Customer Customer Aluminum Auto Auto

Relationship between customer

attributes & engineering

characteristics (‘rooms’)

70

☺High relationship � Medium relationship � Low Relationship

CustomerRequirements

CustomerImportance

Light weight

Easy to use

Reliable

Aluminum

Parts

Auto

FocusAuto

Exposure

����

����

����

����

����

3

21

4/3/2009

House of Quality Example

Customer Customer Aluminum Auto Auto

Target values for engineering

characteristics (‘basement’);

key output ☺☺☺☺

71

☺High relationship � Medium relationship � Low Relationship

CustomerRequirements

CustomerImportance

Target Values

Light weight

Easy to use

Reliable

Aluminum

Parts

Auto

Focus

Auto

Exposure

����

����

����

����

����

3

21

5 1 1

4/3/2009

Organizing for Product Development

Historically – distinct departments

Duties and responsibilities are defined

Difficult to foster forward thinking

Today – team approachToday – team approach

Representatives from all disciplines or functions

Concurrent engineering – cross functional team

72

Manufacturability andValue Engineering

Benefits:

reduced complexity of products

additional standardization of products

improved functional aspects of product

improved job design and job safety

improved maintainability of the product

robust design

73

Issues for Product Development

Robust design

Time-based competition

Modular designModular design

Computer-aided design

Value analysis

Environmentally friendly design

74

Robust Design

Product is designed so that small variations in production small variations in production or assembly do not adversely affect the product

75

Modular Design

Products designed in easily segmented components.segmented components.

Adds flexibility to both production and marketing

76

Computer Aided Design (CAD)Designing products at a computer terminal or work station

Design engineer develops rough sketch of product

Uses computer to draw product

Often used with CAM

77

© 1995 Corel Corp.

Benefits of CAD/CAM

Shorter design time

Database availability

New capabilities New capabilities

Example: Focus more on product ideas

Improved product quality

Reduced production costs

78

Virtual Reality

Computer technology used to develop an interactive, 3-D develop an interactive, 3-D model of a product.

Especially helpful in design of layouts (factory, store, home, office)

79

Value Analysis

Focuses on design improvement during productionduring production

Seeks improvements leading either to a better product or a product which can be more economically produced.

80

Environmentally Friendly Designs

Benefits

Safe and environmentally sound products

Minimum raw material and energy waste

Product differentiationProduct differentiation

Environmental liability reduction

Cost-effective compliance with environmental regulations

Recognition as good corporate citizen

81

“Green” Manufacturing

Make products recyclable

Use recycled materialsUse recycled materials

Use less harmful ingredients

Use lighter components

Use less energy

Use less material

82

Time-based Competition

Product life cycles are becoming shorter.shorter.

∴Faster developers of new products gain on slower developers and obtain a competitive advantage

83

Product Documents

Engineering drawing

Shows dimensions, tolerances, & materials

Shows codes for Group Shows codes for Group Technology

Bill of Material

Lists components, quantities & where used

Shows product structure

84

© 1984-1994 T/Maker C

Monterey Jack(a) U.S. grade AA. Monterey cheese shall conform to the following

requirements:

(1)Flavor. Is fine and highly pleasing, free from undesirable flavors and odors. May possess a very slight acid or feed flavor.

(2)Body and texture. A plug drawn from the cheese shall be reasonably firm. It shall have numerous small reasonably firm. It shall have numerous small mechanical openings evenly distributed throughout the plug. It shall not possess sweet holes, yeast holes, or other gas holes

(3)Color. Shall have a natural, uniform, bright and attractive appearance.

(4)Finish and appearance - bandaged and paraffin-dipped.The rind shall be sound, firm, and smooth providing a good protection to the cheese

85

Bill of Material for a Panel Weldment Hard Rock Café’s Hickory BBQ Bacon

Cheeseburger

Number Description Qty

Description Qty

A60-71 Panel Weldm’t 1 Bun

Hamburger Patty

Cheddar Cheese

Bacon

1

8 oz.

2 slices

2 stripsA 60-7 Lower Roller Assembly 1

Bill of Materials Bill of Materials –– Manufacturing Plant Manufacturing Plant

and Fastand Fast--Food RestaurantFood Restaurant

86

Bacon

BBQ Onions

Hickory BBQ Sauce

Burger Set

Lettuce

Tomato

Red Onion

Pickle

French Fries

Seasoned Salt

11-inch Plate

HRC Flag

2 strips

½ cup

1 oz.

1 leaf

1 slice

4 rings

1 slice

5 oz.

1 tsp

1

1

R 60-17

R 60-428

P 60-2

Roller

Pin

Locknet

1

1

1

60-72

R 60-57-1

A 60-4

02-50-1150

Guide Assem. Rear

Support Angle

Roller Assem.

Bolt

1

1

1

1

A 60-73

A 60-74

R 60-99

02-50-1150

Guide Assm, Front

Support Weldm’t

Wear Plate

Bolt

1

1

1

14/3/2009

Make-or-Buy Decisions

Decide whether or not you want (or need) to produce an item(or need) to produce an item

May be able to purchase the item as a “standard item” from another manufacturer

87

Production Documents

Assembly Drawing

Assembly chart

Route sheetRoute sheet

Work order

88

Assembly DrawingShows exploded view of product

HeadHeadHeadHead NeckNeckNeckNeck

89

HandleHandleHandleHandle

End End End End CapCapCapCap

© 1984-1994 T/Maker Co.

Assembly Chart for A Tuna Sandwich

1111

2222

SA1SA1SA1SA1 A1A1A1A1

Tuna FishTuna FishTuna FishTuna Fish

TunaTunaTunaTuna

AssyAssyAssyAssySandwichSandwichSandwichSandwich

90

2222

3333 A2A2A2A2

MayonnaiseMayonnaiseMayonnaiseMayonnaise

BreadBreadBreadBread

FGFGFGFG

SandwichSandwichSandwichSandwich

Toasted Cheese Story

Route Sheet

Lists all operations

91

le n g th

2 S h e a r # 3 S h e a r 4 5 °c o rn e rs

8 .0 5 0

3 D rillp re s s

D rill b o thh o le s

1 5 3 .0 0 0

4 B ra k e

p re s s

B e n d 9 0 ° 1 0 .0 2 5

Engineering Change Notice

(ECN)

A correction or modification of an engineering drawing or bill of materialengineering drawing or bill of material

92

Configuration Management

A system by which a product’s planned and changing planned and changing components are accurately identified and for which control and accountability of change are maintained

Revisions to Drawings and Assembly Instructions (E.G. Rev

93

Service Design -Nature of Customer Participation

Ford Taurus

94

Application of Decision Trees to Product Design

Particularly useful when there are a series of decisions and outcomes which lead to other decisions and outcomes.

Considerations:Include all possible alternatives and states of nature - including “doing nothing”

Enter payoffs at end of branch

Approach determining expected values by “pruning” tree

95

Transition to Production

First issue: knowing when to move to production!

Second: must view product development as evolutionary, not responsibility of single individual/department

Third: expect to need a trial production period to Third: expect to need a trial production period to work the bugs out

Fourth: recognize that responsibility must also transition

96

Operations Management, Flexible, 7th Ed. By Heizer and Render, Prentice Hall 2005Howard, William G., Jr. and Guile, Bruce R., Editors; Profiting From Innovation, Editors; Profiting From Innovation, Macmillan Free Press, 1992; IBSN: 0-02-922385-7 {Book discusses how technology effects business development and service strategies}

Rohwer, Jim; Asia Rising, Touchstone Books, IBSN-0684825481 (paperback) {Book discusses the causes and global implications of the economic rise of Asia –China, Japan, South Korea, Indonesia- since the 1970’s}