Bab-6 Perancangan Produk
Program Magister Manajemen
Pascasarjana Fakultas Ekonomi
19 November 2013
© 2007 Wiley
Tujuan Pembelajaran
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Mendefinisikan perancangan produk
dan dampaknya terhadap organisasi.
Menjelaskan tahapan perancanan
produk
Menggunakan analisis break-even
analysis untuk memilih alternatif
Mengidentifikasi bentuk-bentuk yang
berbeda dan menjelaskan
karakteristiknya.
© 2007 Wiley
Tujuan, cont
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Menggunakan flowchart
Menggunakan metriks kinerja
Memahami pengguaan teknologi dan
dampaknya terhadap pengembangan
produk.
Memahami isu yang berkaitan dengan
pengembangan produk.
© 2007 Wiley
Perancangan Produk
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Product design – proses pendefinisian seluruh produk
dan karakteristik perusahaan. Harus diingat
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Perancangan produk harus didukung oleh proses pabrik. (
(cara termudah dihasilkan di pabrik)
Perancangan produk dapat meliputi;
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Appearance (pertampakan),
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Materials (material),
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Dimensions (dimensi),
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Tolerances (toleransi), and
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performance standards (standar keinerja)
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Perancangan Jasa Vs Barang
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Jasa sifatnya unik, sehingga perancangan
harus memenuhi:
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Dirancang meliputi jasa dan konsep
- Unsur fisik, estetika, dan manfaat psikologis.
e.g. kecepatan, keakraban, atmosphere
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Produk dan jasa dirancang harus memenuhi
kebutuhan dan preferensi kelompok pelanggan.
© 2007 Wiley
Akad Nikah Harus Bersusah-susah
http://www.kapanlagi.com/foto/beritafoto/indonesia/26074prosesi_akad_nik
ah_atiqah_hasiholan_dan_rio_dewant
o_di_pulau_kelor-20130826-011rita.html
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Diskusikan Apa Makna Konsep
dalam Pernikahan?
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Perancangan Produk dan Jasa
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Perancangan produk dan proses
pemilihan mempengaruhi.
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Kualitas produk
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Biaya
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Kepuasan pelanggan
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Kemampuan pabrikasi dan kemudahan di
bidang operasi.
© 2007 Wiley
Proses Perancangan PRODUK
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Step 1 – Pengembangan Ide
- Someone thinks of a need and a product/service design to satisfy it
e.g. customers, marketing, engineering, competitors,
benchmarking, reverse engineering
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Step 2 – Pemeriksaan Perancangan
- Every business needs a formal/structured evaluation process
e.g. fit with facility and labor skills, size of market, contribution margin,
break-even analysis, return on sales
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Step 3 – Perancangan awal dan pengujian
- Technical specifications are developed, prototypes built, testing starts
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Step 4 – Rancangan Final
- Final design based on test results, facility, equipment, material, & labor
skills defined, suppliers identified
© 2007 Wiley
Menggunan Break-Even
Analysis
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Computes the quantity of goods
company needs to sell to cover its costs
QBE = F/ (SP - VC)
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QBE – Break even quantity
F – Fixed costs
SP – selling price/unit
VC – Variable cost
© 2007 Wiley
Product Screening Tool –
Break-Even Analysis
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Break-even analysis also includes calculating
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Total cost – sum of fixed and variable cost
Total cost = F + (VC)*Q
Revenue – amount of money brought in from
sales
Revenue = (SP) * Q
Q = number of units sold
© 2007 Wiley
Break-Even Analysis: Pendekatan Grafik
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Compute quantity of goods that
must be sold to break-even
Compute total revenue at an
assumed selling price
Compute fixed cost and variable
cost for several quantities
Plot the total revenue line and
the total cost line
Intersection is break-even
Sensitivity analysis can be done
to examine changes in all of the
assumptions made
© 2007 Wiley
Break-even calculation: A company is planning to establish a chain of movie
theaters. It estimates that each new theater will cost approximately $1 Million. The
theaters will hold 500 people and will have 4 showings each day with average ticket
prices at $8. They estimate that concession sales will average $2 per patron. The
variable costs in labor and material are estimated to be $6 per patron. They will be
open 300 days each year. What must average occupancy be to break-even?
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Break-Even Point
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Total revenues = Total costs @ break-even point Q
Selling price*Q = Fixed cost + variable cost*Q
($8+$2)Q= $1,000,000 + $6*Q
Q = 250,000 patrons (42% occupancy)
What is the gross profit if they sell 300,000 tickets
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Profit = Total Revenue – Total Costs
P = $10*300,000 – (1,000,000 + $6*300,000)
P = $200,000
If concessions only average $.50/patron, what is breakeven Q now? (sensitivity analysis)
($8.50)Q = 1,000,000 - $6*Q
Q = 400,000 patrons (67% occupancy)
© 2007 Wiley
Faktor yang berdampak pada
Perancangan Produk
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Kebutuhan Perancangan Pabrik
Series of guidelines to
follow in order to produce
a product easily and
profitably
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Minimilais bentuk produk
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Standardisasi
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Design parts for multiply
applications
Rancangan yang
terintegrasi
Sederhanakan operasi
© 2007 Wiley
Faktor Siklus Produk
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Product life cycle –
series of changing
product demand
Consider product
life cycle stages
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Introduction
Growth
Maturity
Decline
Facility & process
investment depends on
life cycle
© 2007 Wiley
Pabrikasi Simultan
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Old “over-the –wall” sequential
design process should not be used
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Each function did its work and passed it to
the next function
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Replace with a Concurrent
Engineering process
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All functions form a design team working
together to develop specifications, involve
customers early, solve potential problems,
reduce costs, & shorten time to market
© 2007 Wiley
Process Selection
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Product design considerations must
include the process
Klasifikasi meliputi
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Intermittent operations –
menghasilakan berbagai jenis dalam
jumlah kecil
Repetitive operations – menghasilakan
satu atau beberapa dalam jumlah
besar.
© 2007 Wiley
Process Selection
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Lima Pertimbangan
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Bentuk proses ; range from intermittent to
continuous
Derajat integrasi vertikal
Fleksibilitas sumberdaya
Bauran antara modal dan sumberdaya
manusia
Derajat kontak dengan konsumen
© 2007 Wiley
Process Selection
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Process types can be: chika
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Project process – make a one-at-a-time product
exactly to customer specifications
Batch process – small quantities of product in
groups or batches based on customer orders or
specifications
Line process – large quantities of a standard
product
Continuous process – very high volumes of a fully
standard product
Process types exist on a continuum
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Underlying Process Relationship
Between Volume and Standardization
Continuum
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Differences between Intermittent
and Continuous Operations
D ecision
Interm ittent O peration
C ontinuous O peration
Product variety
G reat
Sm all
D egree of standardization
Low
H igh
O rganization of resources
G rouped by Function
Line flow
Path of products
Varied, depends on product
Line flow
Factor driving production
Custom er orders
Forecast of dem and
Critical resource
Labor
Capital
Type of equipm ent
G eneral purpose
Specialized
D egree of autom ation
Low
H igh
Throughput tim e
Longer
Shorter
W ork-in-process inventory
M ore
© 2007 Wiley
Less
Designing Processes
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Process design tools include
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Process flow analysis
Process flowchart
Design considerations include
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Make-to-stock strategy
Assemble-to-order strategy
Make-to-order strategy
© 2007 Wiley
Process Design Tools
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Process flow analysis is
a tool used to analyze and
document the sequence of
steps within a total
process. Usually first step
in Process Reengineering.
Process Reengineering is a
structured approach
used when major
business changes are
required as a result of:
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Major new products
Quality improvement
needed
Better competitors
Inadequate
performance
© 2007 Wiley
Facility Layout and Process Choice
© 2007 Wiley
Process Performance Metrics
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Determining if a process is functioning
properly is required
Determination requires measuring
performance
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Process performance metrics –
measurement of different process
characteristics that tell us how a process is
performing
© 2007 Wiley
Process Performance Metrics
© 2007 Wiley
Linking Product Design &
Process Selection
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Product design and process selection directly
linked
Type of product selected defines type of
operation required
Type of operation available defines broader
organizational aspects such as
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Equipment required
Facility arrangement
Organizational structure
© 2007 Wiley
Linking Design & Process Selection
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Organizational Decisions appropriate for different types of operations
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Intermittent VS. Repetitive Layouts
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Product and Service Strategy
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Type of operation is directly related to
product and service strategy
Three basic strategies include
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Make-to-stock; in anticipation of demand
Assemble-to-order; built from standard
components on order
Make-to-order; produce to customer
specification at time of order
© 2007 Wiley
Product and Service Strategy Options
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Process Decisions-Vertical Integration
& Make or Buy
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Vertical integration refers to the degree a firm chooses to do
processes itself- raw material to sales
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Backward Integration means moving closer to primary operations
Forward Integration means moving closer to customers
A firm’s Make-or-Buy choices should be based on the following
considerations:
Strategic impact
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Available capacity
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Expertise
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Quality considerations
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Speed
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Cost (fixed cost + variable cost)make = Cost (fixed cost + Variable cost)buy
Business are trending toward less backward integration, more
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outsourcing
© 2007 Wiley
Manufacturing Technology Decisions
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Simplify first then apply appropriate technology
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Information Technology: ERP, GPS, RFID
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Automation
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Automated Material Handling:
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Automated guided vehicles (AGV)
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Automated storage & retrieval systems (AS/RS)
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Flexible Manufacturing Systems (FMS)
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Robotics & Numerically-Controlled (NC) equipment
© 2007 Wiley
E-manufacturing
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Web-based environment creates numerous
business opportunities to include;
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Product design collaboration
Process design collaboration
Computer-aided design – uses computer
graphics to design new products
Computer-integrated manufacturing –
integration of product design, process
planning, and manufacturing using an
integrated computer system
© 2007 Wiley
How Are Services Different
from Manufacturing
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Services are different from
manufacturing as they;
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Produce intangible products
Involve a high degree of customer contact
Type of service is classified according to
degree of customer contact
© 2007 Wiley
Designing Services
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Service Characteristics
 Pure services
 Quasi-Manufacturing
 Mixed services
Service Package
 The physical goods
 The sensual benefits
 The psychological benefits
Differing designs
 Substitute technology for
people
 Get customer involved
 High customer attention
© 2007 Wiley
Product Design and Process
Selection Across the Organization
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Strategic and financial of product design
and process selection mandates
operations work closely across the
organization
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Marketing is impacted by product that is
produced
Finance is integral to the product design
and process selection issues due to
frequent large financial outlays
© 2007 Wiley
Product Design and Process Selection
Across the Organization - continued
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Strategic and financial of product design and
process selection mandates operations work
closely across the organization
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Information services has to be developed to match
the needs of the production process
Human resources provides important input to the
process selection decisions for staffing needs
© 2007 Wiley
Chapter 3 Highlights
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Product design is the process of deciding on the unique
characteristics and features of a company’s product
Process selection is the development of the process
necessary to produce the product being designed.
Steps in product include idea generation, product
screening, preliminary design and testing, and final design
Break-even analysis is a tool used to compute the amount
of goods that have to be sold just to cover costs.
Production processes can be divided into two broad
categories: intermittent and repetitive operation project to
batch to line to continuous
© 2007 Wiley
Chapter 3 Highlights
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Product design and process selection decisions are
linked
Process flow charts is used for viewing the flow of
the processes involved in producing the
Different types of technologies can significantly
enhance product and process design. These include
automation, automated material handling devices,
CAD, NC, FMS, and CIM
Designing services have more complexities than
manufacturing, because service produce an
intangible product and typically have a high degree
of customer contact.
© 2007 Wiley
The End
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© 2007 Wiley