DESAIN PRODUK DAN JASA
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1 DESAIN PRODUK DAN JASA 7 MANAJEMEN OPERASIONAL BY. MUHAMMAD WADUD 2014 Pearson Education, Inc. 5-1
2 POKOK BAHASAN PEMILIHAN BARANG DAN JASA PENCIPTAAN PRODUK BARU PENGEMBANGAN PRODUK RANGKAIAN KESATUAN PENGEMBANGAN PRODUK DEFINISI PRODUK 5-2
3 Outline - Continued DOKUMEN YANG DIBUTUHKAN UNTUK PRODUKSI DESAIN JASA PENERAPAN POHON KEPUTUSAN UNTUK DESAIN PRODUK TRANSISI KE PRODUKSI 5-3
4 PEMILIHAN BARANG DAN JASA KEBERADAAN SEBUAH ORGANISASI ADALAH BARANG ATAU JASA YANG DISEDIAKANNYA UNTUK MASYARAKAT PRODUK YANG HEBAT ADALAH KUNCI KESUKSESAN PERUSAHAAN FOKUS PADA PRODUK TERTENTU KEPUASAN DARI SEBUAH PRODUK YANG UTAMA TIDAK SECARA FISIK CONTOH : DUPONT, TOYOTA, INTEL DLL 5-4
5 % PENJUALAN PRODUK BARU Goods and Services Selection 50% 40% 30% 20% Semakin tinggi % penjualan 5 tahun terakhir, semakin besar kemungkinan perusahaan tsb menjadi pemimpin industri 10% 0% PEMIMPIN INDUSTRI TIGA TERATAS TIGA PERTENGAHAN TIGA TERBAWAH GAMBAR.1 POSISI PERUSAHAAN DALAM INDUSTRI 5-5
6 KEPUTUSAN PRODUK TUJUAN KEPUTUSAN PRODUK ADALAH UNTUK MENGEMBANGKAN DAN MENGIMPLEMENTASIKAN STRATEGI PRODUK YANG MEMENUHI PERMINTAAN PASAR DENGAN KEUNGGULAN KOMPETITIF 5-6
7 PILIHAN STRATEGI PRODUK DIFERENSIASI BIAYA RENDAH CEPAT TANGGAP 5-7
8 SIKLUS HIDUP PRODUK FASE SIKLUS YAITU PENGENALAN, PERTUMBUHAN, KEMATANGAN DAN PENURUNAN SIKLUS HIDUP PRODUK DAPAT BEBERAPA HARI, BEBERAPA BULAN ATAU BEBERAPA TAHUN TUGAS SEORANG MANAJER OPERASI TETAP SAMA YAITU MENDESAIN SEBUAH SISTEM YANG MEMBANTU PENGENALAN PRODUK BARU DENGAN SUKSES SEBUAH PERUSAHAAN PERLU MENGIDENTIFIKASI PRODUK DAN POSISINYA DALAM SIKLUS HIDUPNYA 2014 Pearson Education, Inc. 5-8
9 Sales, Cost, and cash flow Product Life Cycle Cost of development and production Sales revenue Net revenue (profit) Negative cash flow Cash flow Loss Introduction Growth Maturity Decline Figure Pearson Education, Inc. 5-9
10 STRATEGI SIKLUS HIDUP PRODUK FASE PENGENALAN BIAYA YANG HARUS DIKELUARAKAN 1. PENELITIAN 2. PENGEMBANGAN PRODUK 3. PROSES MODIFIKASI DAN PERBAIKAN 4. PENGEMBANGAN PEMASOK 5-10
11 FASE PERTUMBUHAN DESAIN PRODUK SUDAH STABIL PERKIRAAN YANG DIBUTUHKAN DALAM KAPASITAS SUDAH EFEKTIF PENAMBAHAN KAPASITAS UNTUK MEMENUHI PERMINTAAN 5-11
12 FASE KEMATANGAN PESAING MUNCUL DIBUTUHKAN JUMLAH PRODUKSI TINGGI DAN INOVASI PERBAIKAN PENGENDALIAN BIAYA, PENURUNAN PILIHAN, DAN PENGURANGAN LINI PRODUK UNTUK MEMPEROLEH LABA 5-12
13 FASE PENURUNAN STOP PRODUKSI BAGI PRODUK YANG TIDAK MENGUNTUNGKAN KECUALI PRODUK-PRODUK YANG MEMBERIKAN KONTRIBUSI BUAT PERUSAHAAN 5-13
14 ANALISIS PRODUK BERDASARKAN NILAI MENGURUTKAN PRODUK DALAM URUTAN MENURUN BERDASARKAN PADA TINGKAT LABA YANG DIPEROLEH PRODUK APA YANG PALING RENDAH DALAM KONTRIBUSINYA KE PERUSAHAAN ANALISIS INI MEMBANTU PERUSAHAAN MENGEVALUASI STRATEGI YANG MUNGKIN UNTUK MASING-MASING PRODUK 5-14
15 PENCIPTAAN PRODUK BARU 1. MEMAHAMI PELANGGAN ISU UTAMA 2. PERUBAHAN EKONOMI KRISIS EKONOMI 3. PERUBAHAN SOSIOLOGI DAN DEMOGRAFI EFEKTIFITAS PRODUK 4. PERUBAHAN TEKNOLOGI SMARTPHONE 5. PERUBAHAN POLITIK DAN HUKUM PERATURAN PERDAGANGAN 6. PRAKTIK PASAR, STRANDAR PROFESIONAL, PEMASOK DAN DISTRIBUTOR 2014 Pearson Education, Inc. 5-15
16 Product Development Stages Concept Feasibility Figure 3 Customer Requirements Functional Specifications Scope of product development team Product Specifications Design Review Test Market Scope for design and engineering teams Introduction Evaluation 5-16
17 Quality Function Deployment (QFD)/Penyebaran fungsi kualitas QFD digunakan pada awal proses desain untuk membantu apa yang memuaskan pelanggan dan dimana upaya penyebaran kualitas dibutuhkan. Salah satu alat QFD adalah rumah kualitas adalah matriks perencanaan untuk menghubungkan keinginan dan bagaimana perusahaan memenuhi keinginan tsb. Langkah-langkah sbb : 1. Identifikasi keinginan pelanggan 2. Identifikasi bagaimana barang/jasa akan memuaskan keinginan pelanggan 3. Hubungan keinginan pelanggan untuk berapa banyak produk 4. Mengidenfikasi hubungan antara berapa perusahaan 5. Mengembangkan peringkat kepentingan 6. Mengevaluasi persaingan produk 7. Membandingkan atribut teknis antara perusahaan dan pesaing 5-17
18 Penilaian persaingan QFD House of Quality Peringkat kepentingan pelanggan (5=Tertinggi) antarhubungan Bagaimana perusahaan memenuhi keinginan G = Baik F = Sedang P = Buruk Apa keinginan pelanggan Seberapa baik apa yang kita Lakukan dalam memenuhi Keinginan pelanggan Nilai target Evaluasi teknis Peringkat bobot 2014 Pearson Education, Inc. 5-18
19 House of Quality Example Your team has been charged with designing a new camera for Great Cameras, Inc. The first action is to construct a House of Quality 2014 Pearson Education, Inc. 5-19
20 Analysis of Competitors House of Quality Example How to Satisfy Interrelationships Customer Wants What the Customer Wants Relationship Matrix What the customer wants Ringan 3 Mudah digunakan 4 Andal 5 Mudah diseimbangkan 2 Koreksi warna 1 Technical Attributes and Evaluation Customer importance rating (5 = highest) 2014 Pearson Education, Inc. 5-20
21 Kebutuhan listrik rendah Komponen alumunium Fokus otomatis Eksposur otomatis Cat palet Desain ergonomis Analysis of Competitors Interrelationships How to Satisfy Customer Wants What the Customer Wants Relationship Matrix Technical Attributes and Evaluation How to Satisfy Customer Wants 2014 Pearson Education, Inc. 5-21
22 Analysis of Competitors Interrelationships How to Satisfy Customer Wants What the Customer Wants Relationship Matrix High relationship Medium relationship Low relationship Technical Attributes and Evaluation Lightweight 3 Easy to use 4 Reliable 5 Easy to hold steady 2 High resolution 1 Relationship matrix 2014 Pearson Education, Inc. 5-22
23 Low electricity requirements Aluminum components Auto focus Auto exposure High number of pixels Ergonomic design Analysis of Competitors Interrelationships How to Satisfy Customer Wants What the Customer Wants Relationship Matrix Relationships between the things we can do Technical Attributes and Evaluation 2014 Pearson Education, Inc. 5-23
24 Analysis of Competitors Interrelationships How to Satisfy Customer Wants What the Customer Wants Relationship Matrix Technical Attributes and Evaluation Lightweight 3 Easy to use 4 Reliable 5 Easy to hold steady 2 High resolution 1 Our importance ratings Weighted rating 2014 Pearson Education, Inc. 5-24
25 Company A Company B Analysis of Competitors Interrelationships How to Satisfy Customer Wants What the Customer Wants Relationship Matrix Technical Attributes and Evaluation How well do competing products meet customer wants Lightweight 3 Easy to use 4 Reliable 5 Easy to hold steady 2 High resolution 1 Our importance ratings 22 5 G G F G P P P G P P 2014 Pearson Education, Inc. 5-25
26 0.5 A 75% 2 to 2 circuits Failure 1 per 10,000 Panel ranking Analysis of Competitor s Interrelationships How to Satisfy Customer Wants What the Customer Wants Relationship Matrix Technical Attributes and Evaluation Target values (Technical attributes) Technical evaluation 2014 Pearson Education, Inc. Company A % yes 1 ok G Company B % yes 2 ok F Us % yes 2 ok G 5-26
27 0.5 A 75% 2 to 2 circuits Failure 1 per 10,000 Panel ranking Low electricity requirements Aluminum components Auto focus Auto exposure High number of pixels Ergonomic design Company A Company B Completed House of Quality Lightweight 3 Easy to use 4 Reliable 5 Easy to hold steady 2 G P G P F G G P High resolution 1 P P Our importance ratings Target values (Technical attributes) 2014 Pearson Education, Inc. Technical evaluation Company A % yes 1 ok G Company B % yes 2 ok F Us % yes 2 ok G 5-27
28 Customer requirements Design characteristics Specific components Production process House of Quality Sequence Penyebaran sumber daya untuk memenuhi permintaan pelanggan Design characteristics House 1 Specific components House 2 Production process House 3 Quality plan House 4 Figure
29 Pengorganisasian pengembangan produk Pendekatan tradisional Tugas dan tanggung jawab tetap (+) Kurangnya pemikiran kedepan (-) Pendekatan Pemenang Sistem pengembangan produk dan organisasi terkait 5-29
30 Organizing for Product Pendekatan Tim Development Tim pengembangan produk, tim desain untuk manufakturabilitas dan tim perekayasaan nilai 5-30
31 Manufacturabilitas dan perekayasaan nilai Benefits: 1. Reduced complexity of the product/mengurangi kompleksitas produk 2. Reduction of environmental impact/pengurangan dampak lingkungan 3. Additional standardization of components/standarisasi tambahan bagi komponen 4. Improvement of functional aspects of the product/perbaikan aspek fungsional produk 5. Improved job design and job safety/perbaikan desain dan keamanan pekerjaan 6. Improved maintainability (serviceability) of the product/perbaikan kemampuan perawatan 7. Robust design/menguatkan desain 5-31
32 Pengurangan biaya bagi sebuah desain melalui perekayasaan nilai Figure Pearson Education, Inc. 5-32
33 Issues for Product Design Robust design Modular design Computer-aided design (CAD) Computer-aided manufacturing (CAM) Virtual reality technology Value analysis Sustainability and Life Cycle Assessment (LCA) 5-33
34 Robust Design Product is designed so that small variations in production or assembly do not adversely affect the product Typically results in lower cost and higher quality 5-34
35 Modular Design Products designed in easily segmented components Adds flexibility to both production and marketing Improved ability to satisfy customer requirements 5-35
36 Computer Aided Design (CAD) Using computers to design products and prepare engineering documentation Shorter development cycles, improved accuracy, lower cost Information and designs can be deployed worldwide 5-36
37 Design for Manufacturing and Assembly (DFMA) Solve manufacturing problems during the design stage 3-D Object Modeling Extensions of CAD Small prototype development CAD through the internet International data exchange through STEP 5-37
38 Computer-Aided Manufacturing (CAM) Utilizing specialized computers and program to control manufacturing equipment Often driven by the CAD system (CAD/CAM) 2014 Pearson Education, Inc. 5-38
39 Benefits of CAD/CAM 1. Product quality 2. Shorter design time 3. Production cost reductions 4. Database availability 5. New range of capabilities 5-39
40 Virtual Reality Technology Computer technology used to develop an interactive, 3-D model of a product from the basic CAD data Allows people to see the finished design before a physical model is built Very effective in large-scale designs such as plant layout 5-40
41 Value Analysis Focuses on design improvement during production Seeks improvements leading either to a better product or a product which can be produced more economically with less environmental impact 5-41
42 Sustainability and Life Cycle Assessment (LCA) Sustainability means meeting the needs of the present without compromising the ability of future generations to meet their needs LCA is a formal evaluation of the environmental impact of a product 5-42
43 Product Development Continuum Product life cycles are becoming shorter and the rate of technological change is increasing Developing new products faster can result in a competitive advantage Time-Based Competition 5-43
44 Product Development Figure 5.6 Continuum External Development Strategies Alliances Joint ventures Purchase technology or expertise by acquiring the developer Internal Development Strategies Migrations of existing products Enhancements to existing products New internally developed products Internal Cost of product development Shared Lengthy Speed of product development Rapid and/ or Existing High Risk of product development Shared 5-44
45 Product Development Continuum Purchasing technology by acquiring a firm Speeds development Issues concern the fit between the acquired organization and product and the host Joint Ventures Both organizations learn Risks are shared 5-45
46 Product Development Continuum Through Alliances Cooperative agreements between independent organizations Useful when technology is developing Reduces risks 5-46
47 Defining a Product First definition is in terms of functions Rigorous specifications are developed during the design phase Manufactured products will have an engineering drawing Bill of material (BOM) lists the components of a product 2014 Pearson Education, Inc. 5-47
48 Monterey Jack Cheese (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 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. Code of Federal Regulation, Parts 53 to 109, General Service Administration 5-48
49 Product Documents Engineering drawing Shows dimensions, tolerances, and materials Shows codes for Group Technology Bill of Material Lists components, quantities and where used Shows product structure 5-49
50 Engineering Drawings Figure Pearson Education, Inc. 5-50
51 Bills of Material Figure 5.9 (a) BOM for a Panel Weldment NUMBER DESCRIPTION QTY A PANEL WELDM T 1 A 60-7 LOWER ROLLER ASSM. 1 R ROLLER 1 R PIN 1 P 60-2 LOCKNUT 1 A GUIDE ASSM. REAR 1 R SUPPORT ANGLE 1 A 60-4 ROLLER ASSM BOLT 1 A GUIDE ASSM. FRONT 1 A SUPPORT WELDM T 1 R WEAR PLATE BOLT Pearson Education, Inc. 5-51
52 Bills of Material Hard Rock Cafe s Hickory BBQ Bacon Cheeseburger Figure 5.9 (b) DESCRIPTION QTY Bun 1 Hamburger patty 8 oz. Cheddar cheese 2 slices Bacon 2 strips BBQ onions 1/2 cup Hickory BBQ sauce 1 oz. Burger set Lettuce 1 leaf Tomato 1 slice Red onion 4 rings Pickle 1 slice French fries 5 oz. Seasoned salt 1 tsp. 11-inch plate 1 HRC flag Pearson Education, Inc. 5-52
53 Group Technology Parts grouped into families with similar characteristics Coding system describes processing and physical characteristics Part families can be produced in dedicated manufacturing cells 5-53
54 Group Technology Scheme (a) Ungrouped Parts (b) Grouped Cylindrical Parts (families of parts) Grooved Slotted Threaded Drilled Machined 2014 Pearson Education, Inc. Figure
55 Group Technology Benefits 1. Improved design 2. Reduced raw material and purchases 3. Simplified production planning and control 4. Improved layout, routing, and machine loading 5. Reduced tooling setup time, work-inprocess, and production time 5-55
56 Documents for Production Assembly drawing Assembly chart Route sheet Work order Engineering change notices (ECNs) 5-56
57 Assembly Drawing Shows exploded view of product Details relative locations to show how to assemble the product Figure 5.11 (a) 5-57
58 Assembly Chart R 209 Angle R 207 Angle Bolts w/nuts (2) R 209 Angle R 207 Angle Bolts w/nuts (2) Bolt w/nut R 404 Roller Lock washer Part number tag SA 1 SA 2 Left bracket assembly Right bracket assembly A1 A2 A3 A4 Poka-yoke inspection Identifies the point of production where components flow into subassemblies and ultimately into the final product 11 Box w/packing material A5 Figure 5.11 (b) 2014 Pearson Education, Inc. 5-58
59 Route Sheet Lists the operations and times required to produce a component Setup Operation Process Machine Operations Time Time/Unit 1 Auto Insert 2 Insert Component Set 56 2 Manual Insert Component Insert 1 Set 12C 3 Wave Solder Solder all components to board 4 Test 4 Circuit integrity.25.5 test 4GY 5-59
60 Work Order Instructions to produce a given quantity of a particular item, usually to a schedule Work Order Item Quantity Start Date Due Date 157C 125 5/2/08 5/4/08 Production Dept F32 Delivery Location Dept K
61 Engineering Change Notice (ECN) A correction or modification to a product s definition or documentation Engineering drawings Bill of material Quite common with long product life cycles, long manufacturing lead times, or rapidly changing technologies 5-61
62 Configuration Management The need to manage ECNs has led to the development of configuration management systems A product s planned and changing components are accurately identified and control and accountability for change are identified and maintained 5-62
63 Product Life-Cycle Management (PLM) Integrated software that brings together most, if not all, elements of product design and manufacture Product design CAD/CAM, DFMA Product routing Materials Assembly Environmental 2014 Pearson Education, Inc. 5-63
64 Service Design Service typically includes direct interaction with the customer Process chain network (PCN) analysis focuses on the ways in which processes can be designed to optimize interaction between firms and their customers 2014 Pearson Education, Inc. 5-64
65 Process-Chain-Network (PCN) Analysis Figure Pearson Education, Inc. 5-65
66 Process-Chain-Network (PCN) Analysis Direct interaction region includes process steps that involve interaction between participants The surrogate (substitute) interaction region includes process steps in which one participant is acting on another participant s resources The independent processing region includes steps in which the supplier and/or the customer is acting on resources where each has maximum control 5-66
67 Process-Chain-Network (PCN) Analysis All three regions have similar operating issues but the appropriate way of handling the issues differs across regions Service operations exist only within the area of direct and surrogate interaction PCN analysis provides insight to aid in positioning and designing processes that can achieve strategic objectives 5-67
68 Adding Service Efficiency Service productivity is notoriously low partially because of customer involvement in the design or delivery of the service, or both Complicates product design 5-68
69 Adding Service Efficiency Limit the options Improves efficiency and ability to meet customer expectations Delay customization Modularization Eases customization of a service 5-69
70 Adding Service Efficiency Automation Reduces cost, increases customer service Moment of truth Critical moments between the customer and the organization that determine customer satisfaction 5-70
71 Documents for Services High levels of customer interaction necessitates different documentation Often explicit job instructions Scripts and storyboards are other techniques 2014 Pearson Education, Inc. 5-71
72 First Bank Corp. Drive-up Teller Service Guidelines Be especially discreet when talking to the customer through the microphone. Provide written instructions for customers who must fill out forms you provide. Mark lines to be completed or attach a note with instructions. Always say please and thank you when speaking through the microphone. Establish eye contact with the customer if the distance allows it. If a transaction requires that the customer park the car and come into the lobby, apologize for the inconvenience. 5-72
73 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 5-73
74 Application of Decision Trees Procedure to Product Design 1. Include all possible alternatives and states of nature - including doing nothing 2. Enter payoffs at end of branch 3. Determine the expected value of each branch and prune the tree to find the alternative with the best expected value 5-74
75 Decision Tree Example Purchase CAD (.4) High sales (.6) Low sales Hire and train engineers (.4) High sales (.6) Do nothing Low sales Figure Pearson Education, Inc. 5-75
76 Decision Tree Example Purchase CAD (.4) High sales (.6) Low sales Hire and train engineers $2,500,000 Revenue 1,000,000 Mfg cost ($40 x 25,000) 500,000 CAD cost $1,000,000 Net $800,000 Revenue 320,000 Mfg cost ($40 x 8,000) 500,000 CAD cost $20,000 Net loss (.4) High sales EMV (purchase CAD system) = (.4)($1,000,000) + (.6)( $20,000) (.6) Do nothing Low sales Figure Pearson Education, Inc. 5-76
77 Decision Tree Example Purchase CAD $388,000 (.4) High sales (.6) Low sales Hire and train engineers $2,500,000 Revenue 1,000,000 Mfg cost ($40 x 25,000) 500,000 CAD cost $1,000,000 Net $800,000 Revenue 320,000 Mfg cost ($40 x 8,000) 500,000 CAD cost $20,000 Net loss (.4) Do nothing High sales EMV (purchase CAD system) = (.4)($1,000,000) + (.6)( $20,000) = $388,000 (.6) Low sales Figure Pearson Education, Inc. 5-77
78 Decision Tree Example Purchase CAD $388,000 (.4) High sales (.6) Low sales Hire and train engineers $365,000 (.4) High sales $2,500,000 Revenue 1,000,000 Mfg cost ($40 x 25,000) 500,000 CAD cost $1,000,000 Net $800,000 Revenue 320,000 Mfg cost ($40 x 8,000) 500,000 CAD cost $20,000 Net loss $2,500,000 Revenue 1,250,000 Mfg cost ($50 x 25,000) 375,000 Hire and train cost $875,000 Net Do nothing $0 (.6) Low sales $800,000 Revenue 400,000 Mfg cost ($50 x 8,000) 375,000 Hire and train cost $25,000 Net $0 Net Figure Pearson Education, Inc. 5-78
79 Transition to Production Know when to move to production Product development can be viewed as evolutionary and never complete Product must move from design to production in a timely manner Most products have a trial production period to insure producibility Develop tooling, quality control, training Ensures successful production 5-79
80 Transition to Production Responsibility must also transition as the product moves through its life cycle Line management takes over from design Three common approaches to managing transition Project managers Product development teams Integrate product development and manufacturing organizations 5-80
81 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America Pearson Education, Inc. 5-81
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