Pertemuan X Process Redesign
Transcript of 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)
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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)
321
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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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