Pertemuan X. Process Redesign. Bisnis Proses Fundamental [IS611083] 2. Yudha Saintika, S.T., M.T.I (YUS)

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1 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)

2 Sub Capaian Pembelajaran MK Mahasiswa mampu menjelaskan process redesign

3 Sub Capaian Pembelajaran MK We are here!!

4 Pembahasan Latihan 2 Diketahui bahwa Proses Make Credit Offer (sebagian besar aplikasi kredit) berpeluang 60% diterima dan kemungkinan proses check completeness diulang adalah 20%. Asumsi 1 hari = 8 jam kerja Hitung a. Cycle Time total dan b. hitunglah efisiensinya! Cycle Time Proses Ideal Cycle Time Aktual (Yang terjadi)

5 Agenda Introduction Re-design Process The Purpose of Process Redesign Re-Design Heuristics

6 Where We Are

7 Introduction: Existing processes 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...

8 (Re)design of 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

9 The distinction between design and redesign Destruction machine of Shred First, designed to destroy 10 tons of documents per hour Fokker 70: extended with new sensors as a result of new FAA rules update between 1997 en 2001

10 The Purpose of Process Redesign Purpose: Identify possibilities for improving the design of a process: as is to be Descriprive modelling of the real world (as-is) Prescriptive modelling of the real world (to-be) No silver-bullet: requires creativity Redesign heuristics can be used to generate ideas

11 The Devil s Quadrangle Costs Time Flexibility Quality (T+/-,Q+/-,C+/-,F+/-)

12 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

13 Design criterion 2: Quality 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

14 Design criterion 3: Cost Type of costs fixed or variable per time unit, per use (consumable resources) processing, management, or support. human, system (hardware/software), or external,

15 Design Criterion 4: Flexibility 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

16 Re-Design Heuristics 1. Task elimination 2. Case Assignment 3. Parralelism 4. Task Composition 5. Flexible Assignment 6. Outsourcing 7. Task Automation 8. Integration

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

18 Task Elimination (cont.) 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 (T+,Q-,C+/-)

19 Case assignment (ASSIGN) Let workers perform as many steps as possible for single cases (T+/-,Q+, F-) Most extreme form: for each work item the resource is selected that has worked on that case before

20 Parellelism (PAR) Consider whether tasks may be executed in parallel Two types of parallelism: semi and real parallelism (T++)

21 Contoh Order-to-cash

22 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 (T+,F-)

23 Flexible assignment (FLEX) Assign resources in such a what that maximal flexibility is preserved in the future For example, assign work item to most specialized resource.

24 Outsourcing (OUT) Consider outsourcing a workflow in whole or parts of it 1 3 2

25 Task automation (AUTO) Consider automating tasks 1 3

26 Remember Ford Business Process Purchase Order Purchasing Receiving Goods + Shipping Vendor Notice Purchase Order Copy Accounts Payable Invoice Payment Need to check 14 items on 3 documents 500 people

27 Do the Business Process Reengineering with automation Purchase Order Purchasing Receiving Goods + Shipping Vendor Notice Accounts Payable Payment Purchasing Database 120 people

28 Integration Consider the integration with a workflow of the client or a supplier

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

30 Tugas Kelompok 2 Melanjutkan tugas kelompok sebelum UTS dengan topik yang sama, Buatlah Qualitative dan Quantitative Analysis menggunakan: 1. Value Added Analysis 2. Cause Effect Diagram 3. Issue Register 4. Flow Analysis

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