Pertemuan X

Process Redesign

Bisnis Proses Fundamental [IS611083]

Dosen Pengampu: 1. Dwi Mustika K, S.Kom., M.Kom (DMK)

2. Yudha Saintika, S.T., M.T.I (YUS)

Sub Capaian Pembelajaran MK

“Mahasiswa mampu menjelaskan process redesign”

Sub Capaian Pembelajaran MK

We are here !!

Pembahasan Latihan 2Diketahui bahwa Proses Make Credit Offer (sebagian besar aplikasikredit) berpeluang 60% diterima dan kemungkinan proses check completeness diulang adalah 20%. Asumsi 1 hari = 8 jam kerjaHitung a. Cycle Time total dan

b. hitunglah efisiensinya!

Cycle Time Proses Ideal Cycle Time Aktual (Yang terjadi)

• Introduction

•Re-design Process

•The Purpose of Process Redesign

•Re-Design Heuristics

Agenda

Where We Are

• Complex structures: • not transparant: badly controllable, fault intolerant

• System proliferation:• overlap, difficult information exchange, uncomfortable, bad

maintainability,

• Inflexible structure:• change = pulling a house of cards

Process perhaps designed once, but organic evolution for years...

Introduction: Existing processes

•What is (re)design?• Narrow scope: adaptation of process

• Business Process Redesign, Business Process Reengineering, Business Process Improvement, etc.

• “fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance” (Hammer and Champy, 1993)

• Organize before automation Process thinking

•Existing organization, “sick” workflow: redesign

•New organization, no workflow: design

(Re)design of processes

The distinction between design and redesign

Fokker 70: extended with

new sensors as a result of

new FAA rules update

between 1997 en 2001

Destruction machine

of Shred First, designed

to destroy 10 tons of

documents per hour

The Purpose of Process Redesign

•Purpose: Identify possibilities for improving the design of a process: “as is” “to be”

•No silver-bullet: requires creativity

•Redesign heuristics can be used to generate ideas

Descriprive modelling

of the real world (as-is)

Prescriptive modelling

of the real world (to-be)

The Devil’s Quadrangle

Costs

Quality

Time

Flexibility

(T+/-,Q+/-,C+/-,F+/-)

Design criterion 1: Time

•Cycle time, including• service time (including set-up)• transport time (can often be reduced)• waiting time

• Due to resource contention (limited capacity)

• Due to external communication (waiting for client/partner)

•Several ways to improve time properties:• Improve average• Improve variance

• Increase ability to meet due dates• Increase perception of wait time

•Product•Product meets specifications and/or expectations

•Process, e.g.•Promises made to customers and (reasonable)

customer expectations are met•Data and documents are handled correctly•Decisions made in the process are correct•Correct & timely information is provided to the

customer

Design criterion 2: Quality

•Type of costs• fixed or variable•per time unit, per use (consumable resources)•processing, management, or support.•human, system (hardware/software), or external,

Design criterion 3: Cost

•Ability to react to changes.

•Flexibility of• resources (ability to execute many tasks/new tasks)•process (ability to handle various cases and changing

workloads)•management (ability to change rules/allocation)•organization (ability to change the structure and

responsiveness to demands of market or business partners

Design Criterion 4: Flexibility

Re-Design Heuristics

1. Task elimination

2. Case Assignment

3. Parralelism

4. Task Composition

5. Flexible Assignment

6. Outsourcing

7. Task Automation

8. Integration

• Sometimes "checks" may be skipped: trade-off between the cost of the check and the cost of not doing the check.

Task Elimination

•Other tasks to consider for elimination:•Print•Copy•Archive•Store•More generally: non-value adding activities

•Task elimination can be achieved by delegating authority, e.g.•No need for approval if amount less than Y•Employees have budget for small expenses

Task Elimination (cont.)

(T+,Q-,C+/-)

Case assignment (ASSIGN)

“Let workers perform as many steps as possible for single cases”

•Most extreme form: for each work item the resource is selected that has worked on that case before

321

(T+/-,Q+, F-)

“Consider whether tasks may be executed in parallel”

Two types of parallelism: semi and real parallelism

Parellelism (PAR)

1

2

3

(T++)

Contoh

Order-to-cash

14

Task Composition (COMPOS)

“Combine small tasks into composite tasks and divide large tasks into workable smaller parts”

•Combine small tasks into a larger one:• setup reduction, no fragmentation, more commitment•more work to commit, one person needs to be qualified

for both parts

1 + 2 3

(T+,F-)

Assign resources in such a what that maximal flexibility is preserved in the future”

•For example, assign work item to most specialized resource.

Flexible assignment (FLEX)

321

“Consider outsourcing a workflow in whole or parts of it”

Outsourcing (OUT)

31

2

Task automation (AUTO)

1 3

“Consider automating tasks”

Remember Ford Business Process

Purchasing Receiving Vendor

Accounts

Payable

Need to check 14

items on 3 documents

Purchase Order

Purchase Order

Copy

Goods +

Shipping

Notice

Invoice

Payment

500 people

Do the Business Process Reengineering with automation

Purchasing Receiving Vendor

Accounts

Payable

Purchase Order

Purchasing

Database

Goods +

Shipping

Notice

Payment

120 people

Integration

“Consider the integration with a workflow of the client or a supplier”

321

321

• Lecture:•Redesign is crucial for many organizations•Redesign is never final•Redesign often means that a trade-off must be made•Redesign is difficult

Conclusion

Tugas Kelompok 2

Melanjutkan tugas kelompok sebelum UTS dengan topikyang sama, Buatlah Qualitative dan Quantitative Analysis menggunakan:

1. Value Added Analysis2. Cause Effect Diagram3. Issue Register4. Flow Analysis