Pertemuan X Process Redesign

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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)

Transcript of Pertemuan X Process Redesign

Page 1: Pertemuan X Process Redesign

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)

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Sub Capaian Pembelajaran MK

“Mahasiswa mampu menjelaskan process redesign”

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Sub Capaian Pembelajaran MK

We are here !!

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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)

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• Introduction

•Re-design Process

•The Purpose of Process Redesign

•Re-Design Heuristics

Agenda

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Where We Are

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• 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

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•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

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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

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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)

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The Devil’s Quadrangle

Costs

Quality

Time

Flexibility

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

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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

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•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

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•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

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•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

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Re-Design Heuristics

1. Task elimination

2. Case Assignment

3. Parralelism

4. Task Composition

5. Flexible Assignment

6. Outsourcing

7. Task Automation

8. Integration

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

Task Elimination

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•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+/-)

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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-)

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“Consider whether tasks may be executed in parallel”

Two types of parallelism: semi and real parallelism

Parellelism (PAR)

1

2

3

(T++)

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Contoh

Order-to-cash

14

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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-)

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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)

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

Outsourcing (OUT)

31

2

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Task automation (AUTO)

1 3

“Consider automating tasks”

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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

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Do the Business Process Reengineering with automation

Purchasing Receiving Vendor

Accounts

Payable

Purchase Order

Purchasing

Database

Goods +

Shipping

Notice

Payment

120 people

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Integration

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

321

321

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• 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

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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

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