Manajemen Operasi

SALEMBA

PROCESS DESIGN & ANALYSIS

Pokok Bahasan:
I.
Water Tank Analogy
II.
Peta Proses dengan Flow Chart
III. Process Blocking & Starving
IV. Process Performances & Examples
V.
Littles Law.

Baca Chapter 11. Process Design & AnalysisOperations and Supply Chain Management;
Chase et.al; Irwin McGraw-Hill; 14th Ed., 2014

HW #2: Lihat copy soal (Chase, 2011)!

Sispro/Sesi-3/27 Feb_2015/yad

Kuliah ke-3:
Jumat, 27 Februari 2015

Learning objectives:

Mengenal dan menerapkan process flowcharting

Mengenal dan menerapkan tiga jenis proses:

serial process, parallel process, dan logistic

process
Menganalisa proses dengan Littles Law
Mengukur dan menghitung process
performance.

If you can't describe what you

are doing as a process, you
don't know what you're doing.
W. Edwards Deming

I. Water Tank Analogy

What goes in a Process
must come out of the
Process.

Pekerjaan
memasuki proses

Throughput time

Pekerjaan menunggu
untuk diselesaikan

Proses diperlukan utk menyelesaikan pekerjaan

Pekerjaan yang dihasilkan

II. Peta Proses dengan Flowchart

Semua proses dapat dipetakan dengan flowchart

Tugas atau
operasi

Simpul
keputusan

Contoh: Pemasangan
mesin mobil, tiket
diserahkan ke calon
penumpang, dll.
Contoh: Berapa
banyak perubahan
desain dilakukan?
Personil mana yang
akan dipilih?, dll.

Tempat
penyimpanan,
atau antrian

Aliran material
atau pelanggan

Contoh: Pelanggan
menunggu dilayani,
dll.

Contoh: Pelanggan
berpindah tempat,
mekanik mengambil
alat, dll.

Contoh: Process Flow Chart Pasokan Material

Material
diterima dari
pemasok

Tidak
Inspeksi cacat
material

Ditemukan
cacat?

Ya
Kembalikan
ke pemasok

Contoh: Process flowchart Las Vegas slot machine

Yes
Masukkan
coin ke
slot mesin

Tarik
lengan
slot mesin

Win or
lose

No

Pindahkan
coin ke payout
bucket

Yes
Pindahkan
coin ke
winnings
bucket

Winnings
bucket

Play
Again?

Payout
bucket

No

Quit

Aktivitas pemain

Win
Activate
payout

Is bucket
full?

Lose

Pay
winnings

Aktivitas di
slot machine

Jenis Proses

Single stage process

Proses 1

Multi stage process

Proses 1

Proses 2

Proses 3

Alternatif lain: Simbol Process Flowchart

Operations
Inspection
Transportation
Delay
Storage

Example:
Process
Flowchart
of Apple
Processing

Description
of
process

Unload apples from truck

Move to inspection station

Weigh, inspect, sort

Move to storage

Wait until needed

Move to peeler

Apples peeled and cored

15

Soak in water until needed

20

Place in conveyor

20

100 ft
30
50 ft
360
20 ft

10

Move to mixing area

11

Weigh, inspect, sort

Page 1 0f 3

Distance
(feet)

Location: Graves Mountain

Process: Apple Sauce

Time
(min)

Operation
Transport
Inspect
Delay
Storage

Step

Date: 9-30-02
Analyst: TLR

Total

20 ft
30
480

190 ft

Contoh: Making Hamburgers at

Mc Donalds, Burger King & Wendys
A. McDonalds Old Process

B. Burger King

C. Wendys

D. McDonalds New Process

Process Analysis in Services

Service Blueprinting
- The process of flowcharting for services that includes the customer:
Identifying (mapping) processes
Isolating fail points
Establishing a time frame
Analyzing profitability
Line of visibility
Above the line: stages in process, in direct contact with customer, that
focus on providing good service.
Below the line: stages in the process, not in contact with the customer,
that focus on process efficiency.
Failsafing
Creating a control condition where the customer, server, or process can
take only the correct (or desired) action while engaged in a service
process.

Contoh: Express Mail Delivery Service

PHYSICAL
EVIDENCE

CUSTOMER

Customer
Calls

(Back Stage)

SUPPORT
PROCESS

Customer
Gives
Package

Receive
Package

Driver
Picks
Up Pkg.

(On Stage)

CONTACT
PERSON

Truck
Packaging
Forms
Hand-held
Computer
Uniform

Truck
Packaging
Forms
Hand-held
Computer
Uniform

Deliver
Package

Customer
Service
Order

Dispatch
Driver

Airport
Receives
& Loads

Fly to
Sort
Center
Load on
Airplane
Sort
Packages

Fly to
Destination

Unload
&
Sort

Load
On
Truck

III. Blocking & Starving Process

Cycle time 45 detik

Cycle time 30 detik

Proses 1

Proses 2

Blocking 15 detik
Cycle time 45 detik

Cycle time 30 detik

Proses 1

Proses 2
Starving 15 detik

Contoh Analisa Multi-Proses

Cycle time 45 detik

Cycle time 30 detik

Proses 1

Produksi 100 unit

Proses 2

Blocking 15 detik
Perhitungan:
1. Pada proses 1, 100 unit selesai dalam 3000 detik.
2. Pada proses 2, dalam 3000 detik, output-nya 66 unit, berasal dari (3000
detik 30 detik)/(45 detik/unit)= 66 unit.
3. Jadi persediaan antara proses 1 dan proses 2 selama 3000 detik (WIP) =
(100 66) = 34 unit.
4. Semua unit selesai dalam = 3000 detik + (34 unit X 45 detik/unit) =
(3000 + 1530) detik = 4530 detik. Proses tahap 2 adalah bottleneck.

Terminologi Proses Bertahap

1. Tertahan (blocking) Aktivitas tahap berikut

berhenti (stop), karena kekurangan kapasitas.
2. Kekosongan (starving) Aktivitas tahap berikut
berhenti (stop) karena kekurangan aktivitas
yang akan dikerjakan.
3. Penyangga (buffer) Penyimpanan antar tahap
proses, agar tahap proses tersebut independen
terhadap proses sebelumnya.
4. Bottleneck Tahap proses yang membatasi
kapasitas, karena output proses sebelumnya
lebih besar.

Kondisi Multi-Proses dengan Buffer

Proses 1

Buffer

Proses 2

IV. Pengukuran Process Performance & Contoh

Run time = Batch size x time/unit

Littles Law: Inventory =Throughput rate X Flow time

Contoh Bread making

Contoh 1: Single line production
Hitung troughput time-nya!
JAWAB:

Bread making adalah bottleneck dl proses, bila

bread making dan packing beroperasi sama-sama.
Kapasitas bakery 100 loaves/hr, tapi krn kapasitas
pack 100 loaves/ hr, utilisasi pack hanya 75%.
Tdk terjadi inventory pada proses bread making
dan packing.
Jadi, throughput time = 1 jam + jam = 1 jam

Contoh Bread making (lanjutan)

Contoh 2: Parallel line production
Hitung throughput time-nya bila bread making diparalelkan dua line!
JAWAB:
Ini kasus Littles Law dimana terbentuk WIP krn pack menjadi
bottleneck.
Bila bread making dioperasikan 2 shifts per day dan packing 3 shifts per
day, pada 2 shifts pertama akan terbentuk WIP, sbb:
- Pada bread making 2 X 100 loaves/hr X 2 X 8 hr = 3,200 loaves
- Pada pack 100 loaves/0.75 hr X {(2 X 8 hr)-1hr} = 2,000 loaves
Sehingga WIP yg terbentuk= 3,200 2,000 = 1,200 loaves
WIP rata-rata = 1,200/2 = 600 loaves.
Maka, dengan throughput rate 100/0.75 = 133.3 loaves/hr.
Dengan Littles Law didapat throghput time loaves ada di WIP =
600 loaves/(133.3 loaves/hr) = 4.5 hrs.
Jadi, total throughput time yaitu waktu loaves di WIP plus operations
time utk bread making dan packaging processes = 1 hr utk bread
making + 4.5 hrs utk inventory + 0.75 hr utk packaging = 6.25 hrs.

Contoh Bread making

Contoh 1. Pembuatan Roti Satu Lintasan
RM

Bread making
Cycle time:
1 hr/100 loaves

WIP

Total Throughput Time = 1 hrs

Packing
Cycle time:
hr/100 loaves

Finished
Goods

Contoh 2. Pembuatan Roti Dua Lintasan Paralel

Dalam 2 shift inventory terbentuk 0-1200 loaves. WIP rata2=600 loaves.
Bread
making
Cycle time:
1 hour/100 loaves

Throughput rate di WIP = 133.3 loaves/hour (dari 100 loaves/ hour).

Dg Littles Law, throughput time di WIP = 600/133.3 = 4 jam
WIP

RM
Bread
making
Cycle time:
1 hour/100 loaves

Pack
Cycle time:
hr/100 loaves

Finished
Goods

Total Throughput Time (1 hr pembuatan roti +

4 hr in inventory+ hr pengepakan) = 6 hrs

Contoh 3: Restaurant Operation

Diketahui:
Restaurant: Buffet arrangement
Non-steady state process. Pre-prepared items (salad, desserts, dll) guna
mempercepat proses pelayanan.
Diasumsikan waktu rata-rata pelanggan mendapatkan makanan sampai selesai
30 menit/meja. Meja yang tersedia adalah 40 meja untuk 4 orang.
Problem bagi restoran ini setiap orang ingin makan pada waktu berbarengan.
Berapa kapasitas restoran?
JAWAB:
Kapasitas pelanggan maksimum adalah 4 x 40 = 160 kursi? (kenyataannya tidak)

Bila rata-rata meja ditempati 2.5 orang, maka utilisasi restoran 2.5 kursi : 4 kursi = 62.5%
Cycle time restoran bila beroperasi pada kapasitas: Cycle time = menit (= 45 seconds)
(yaitu dari 30 menit/meja : 40 meja = menit)
Dengan Cycle Time restoran 45 seconds (3/4 menit), meja akan kosong tiap menit.
Artinya tiap interval waktu 15 menit, meja yang kosong = 15 : = 20 meja

Jadi, tiap 1 jam, restoran dapat menangani = 60 menit : min/kelompok

= 80 kelompok pelanggan/jam.

Problem bagi restoran adalah pelanggan datang

berbarengan antara jam 11.30 am1.00 pm.
Data yang dikumpulkan, sbb:
Time

Parties arriving

11.30-11.45

15

11.45-12.00

35

12.00-12.15

30

12.15-12.30

15

12.30-12.45

10

12.45-13.00

Total parties

110

Restaurant analysis
Data untuk interval 15 menit (dari 2 jam operasi restoran)
Parties
arriving
during
period (2)

Parties
departing
during period
(3)

Parties either at
table or waiting
to be served
(4)=(2)-(3)

Tables
used
(5)

Customer
parties
waiting
(6)=(4)-(5)

11-30-11-45

15

15

15

---

-----

11.45-12.00

35 (50)

50

40

10

7.5 min

12.00-12.15

30 (80)

15

65

40

25

18.75 min

12.15-12.30

15 (95)

20 (35)

60

40

20

15 min

12.30-12.45

10 (105)

20 (55)

50

40

10

7.5 min

12.45-13.00

5 (110)

20 (75)

35

35

13.00-13.30

0 (110)

35 (110)

Time period
(1)

Expected
waiting
time
(7)=0.75x(6)

Customer in the Restaurant

70
65
60

60

50

50

Parties waiting
for tables

50

40
35
30

Tables available in the restaurant

20
15
10
0

11.45

12.00

12.15

12.30

12.45

13.00

13.15

13.30

Time

Kesimpulan Restaurant Analysis

1.
2.
3.
4.

Jam 12.00 siang, ada 10 kelompok customers yang

menunggu dilayani.
Bahkan meningkat menjadi 25 kelompok s/d jam 12.15.
Penurunan terjadi s/d jam 12.45 menjadi 10 kelompok.
Apa langkah mengurangi problem waiting line?:
- Menurunkan cycle time utk 1 meja (tapi apakah
bisa lunch hour customer masih bisa dipercepat,
misalnya menjadi kecil dari 30 menit?)
- Menambah meja, misalnya dengan 25 meja
- Meningkatkan utilisasi meja, mis. menjadi 2 X lipat.

Contoh 4. Planning A Transit Bus Operation

Non-steady state process
Bus route: Notre-Dame, Louvre, Concorde, Champs Elysees, Arc de
Triomphe, Eiffel Tower, and others.
The route has 60 stops.
Seating capacity 50 passengers; and 30 passengers can stand.
Assume 2 hours needed to traverse the route during the peak traffic
Key measure of service: How long customer waits before arrival of the
bus?
Jadi: cycle time 2 jam. Dengan 1 bus rata-rata menunggu 1 jam.
Bila ada 2 bus, menunggu rata-rata 30 menit.
Bila ingin rata-rata menunggu 2 menit, maka cycle time 4 menit, dan
dibutuhkan 30 bus (120 menit : 4 menit/bus = 30 bus)
Bila ada 30 bus, penumpang yang bisa diangkut 1500 duduk, dan 2400
duduk & berdiri.
Berapa jumlah bus yang dibutuhkan bila semua duduk, atau duduk &
berdiri?

Solution for Bus Operation

Data dikumpulkan sbb:
Time
(1)

# of
cstmrs/hr
(2)

Ave. time
on bus
(3)

Load
(pssngr hrs)
(4)=(2)X(3)

Min. # of
bus needed
(5)=(4)/80

# Bus for all pssngrs

to be seated
(6)=(4)/50

8-9 a.m

2000

45 min or 3/4 hr

1500

18.75

30

9-10 am

4000

30 min or 1/2 hr

2000

25

40

10-11 am

6000

30 min

3000

37.5

60

11 am-12

5000

30 min

2500

31.25

50

12-1 pm

4000

30 min

2000

25

40

1-2 pm

3500

30 min

1750

21.875

35

2-3 pm

3000

45 min

2250

28.125

45

3-4 pm

3000

45 min

2250

28.125

45

4-5 pm

3000

45 min

2250

28.125

45

5-6 pm

4000

45 min

3000

37.5

60

6-7 pm

3000

45 min

2250

28.125

45

7-8 pm

1500

45 min

1125

14.0625

22.5

Totals

42000

25875

Kesimpulan Bus Operation Analysis

1. Bila disediakan hanya 30 bus, maka sebagian harus berdiri
2. Dengan 30 bus, maka selama rush hour 10-11 am dan 5-6
pm, tidak semua penumpang bisa terangkut; sehingga lebih
beralasan menyediakan 40 bus jam 9 am 7 pm
3. Bila disediakan 40 bus, maka yang terangkut duduk 40 busx12
jamx50 seat/bus=24000 seat-hrs. Jadi utilisasi
25875/24000=107.8%. Artinya rata-ratanya 7.8% berdiri
4. Jadi, design sistem transit adl trade-off antara keenakan
layanan, frekuensi bus datang di tiap stop-an, dan utilisasi
kapasitas dari bus.

V. Littles Law (a really quite useful law)

Throughput (TH) = Work In Process (WIP) x Cycle Time (CT)
Cycle time
= 2 mins

WIP = 10
Throughput time = ?
Throughput time = 10 2 mins
Throughput time = 20 mins

Littles law (a really quite useful law) (Continued)

Throughput (TH) = Work In Process (WIP) x Cycle Time (CT)
Contoh 5: Need to mark 500 exam scripts in 5 days (working 7 hours a
day). Takes 1 hour to mark a script. How many markers are needed?
Throughput time = 5 days 7 hours = 35 hours
35 hours = 500 scripts Cycle times
Cycle time =

35 hours
500 scripts

= 0.07 hours

Number of markers = Work content = 1 hour = 14.29

Cycle time
0.07

Throughput efficiency =

Work content
Throughput time

100

Contoh 6: Car Batteries

Average cost $45

Inventory = Throughput rate X Flow time
12 hours to make a car
atau:
Assembles 200 cars per 8 hour shift
I=RXT
Currently one shift
Holds on average 8,000 batteries in raw material inventory.
Hitung: a). jumlah battery di WIP dan raw material inventory. b). Nilai battery.
c). Days of supply disimpan ory.raw material inven

Solution:

Note: 200 cars per 8 hour, atau 200/8 = 25 cars atau batteries/hour

a). WIP = Throughput rate x flow time

= 25 batteries/hour x 12 hours = 300 batteries
Total = 8,000 + 300 = 8,300 batteries
b). Value of batteries = 8,300 X $45 = $373,500
c). Days of supply in raw material inventory is the flow time for a battery in raw
material inventory.

Flow time = Inventory / Throughput rate

= (8,000 batteries) / (200 batteries/day) = 40 days

Textbook:
Operations and Supply Chain Management;
et.al; Irwin McGraw-Hill; 14th Ed., 2014

Chase

HW #2:
Kerjakan Practice Exam (p. 293) ... (Chase, 2014) tdk dikumpul
Baca Chapter 11 Process Design & Analysis (Chase, 2014)
Soal no. 1, 2, 3, 5, 6, 7,8,10,11,12,13 (copy terlampir; Chase 2011)

Dikumpul Sabtu, 7 Maret 2015.