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Workload Analysis
Liberalization
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Workload Analysis
process management
or business process
upper limit
average
job management
lower limit
Workload Analysis
Workload Analysis
process management
or business process
process change
or process thinking
Workload Analysis
Workload Analysis
Explore
Challenges
Actual
Gap
-Kesenjangan
Problem
Statement
Expected
Workload Analysis
Workload Analysis
Prinsip
Dasar
Sebuah
Workload
Analysis
Workload Analysis
2.
Workload Analysis
Workload Analysis
Workload Analysis
2.
3.
4.
Workload Analysis
OVERLOAD FTE:
Workload Analysis
Workload Analysis
Workload Analysis
Workload Analysis
Workload Analysis
Workload Analysis
Workload Assessment
Workload
Measurement and Evaluation
umpan balik, kontrol
Continue
Workload Analysis
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Workload Analysis
Dapat dimonitor
Mudah dievaluasi
Konsisten
Dipahami dengan baik
Adil
Memotivasi
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Workload Analysis
Process Based
Perhitungan total waktu yang dibutuhkan untuk menyelesaikan
rangkaian proses tertentu (aktivitas yang berurutan atau
berhubungan), dan dibandingkan dengan satuan efektif waktu
tertentu
Workload
Analysis
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Workload Analysis
Workload Analysis
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Workload Analysis
KPI 1
(Task)
Metric /AQL 1
Metric /AQL 2
Sasaran
(KRA)
KPI 2
(Task)
Metric /AQL 3
KPI 3
(Task)
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Analysis
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Sasaran
(KRA)
KPI - Task
Metric /AQL
Workload Analysis
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Workload Analysis
Accessibility
Responsiveness
Reliability
Volume
of
work
Competence
Metric Description
AQL
97% downloaded/day
100% replied
100% answered
max 5 email/day
max. 3 complaint/week
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Workload Analysis
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Workload Analysis
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LaEhan Kasus
1.
2.
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Workload Analysis
OBJECTIVE
/GOAL
PHASE
2.1
ACTIVITY
PHASE
2.2
ACTIVITY
PHASE
2.3
ACTIVITY
2.2.1
2.2.2
2.2.3
TASK
TASK
TASK
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Workload Analysis
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Departmental
Standard
Kriteria
kualitaEf
besaran
output
dalam
satuan
lebih
besar,
departemen.
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Jumlah Sampel
Pekerja
Kinerja (unit/
hour)
% Pekerja
% kum
% reversed kum
10 -14
5%
5%
95%
20
15-19
20%
25%
75%
45
20-24
45%
70%
30%
25
25-29
25%
95%
5%
30-34
5%
100%
0%
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Performance Index
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Performance Index
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Hasil
Kerja
Obyek
Kerja
Peralatan
Kerja
Tugas
per
Jabatan
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Workload Analysis
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Jumlah Karyawan
Total
Sales Dept
Production
Supp. Dept
2002
12,430
100
17
40
43
2003
13,755
120
22
60
38
2004
15,500
150
22
80
48
2005
18,500
200
25
100
75
Total
Sales Dept
Revenue - Headcount
Production
Supp. Dept
2002
12,430
124.30
731.18
310.75
289.07
2003
13,755
114.63
625.23
229.25
361.97
2004
15,500
103.33
704.55
193.75
322.92
2005
18,500
92.50
740.00
185.00
246.67
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ACTIVITY CHART
Task: Facsimile Activity
Time (detik)
Worker Action
Memasang Kertas pada mesin
Dial nomor yang dituju
Tekan start untuk memulai kirim
idle
idle
idle
idle
idle
idle
idle
idle
idle
idle
Selesai kirim, fax ditarik kembali
Work
Idle
Machine/Tools Action
0
5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
25
50
idle
idle
idle
idle
idle
50
25
Work
Idle
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Workload Analysis
Date:
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Workload Analysis
Loss
Aneka
Filing
Mailing
Hitung
Koresp
Ist/sholat
8.45
9.00
9.15
9.30
9.45
10.00
11.15
11.30
11.45
12.00
13.15
13.30
13.45
14.00
14.15
14.30
14.45
15.00
15.15
15.30
15.45
16.00
16.15
16.30
16.45
17.00
17.15
17.30
Loss
Jumat
Ist/sholat
Mailing
Aneka
Filing
Koresp
Hitung
Loss
Kamis
Ist/sholat
Mailing
Aneka
Filing
Koresp
Hitung
Ist/sholat
Rabu
Loss
Mailing
Aneka
Hitung
Filing
Loss
Koresp
Selasa
Ist/sholat
Mailing
Aneka
Hitung
Filing
W a k t u
Koresp
Senin
Total
Keterangan
Loss:
1.
________________________
2.
________________________
3.
________________________
4.
________________________
5.
________________________
35
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Prasyarat
(Predecessor)
Minggu
20
2, 3, 5
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Task Assigned
Predecessor
Time (Hari)
none
2,3
4,5,6,7
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Workload Analysis
Task Time
110
110
110
110
110
110
Real
Task
Time
70
80
60
70
50
50
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Total Time
Real
Task
Time
70
80
60
70
50
50
ProducEvity
/
Eciency
Time:100
Idle
Eme
Time:
90
Idle
Eme
Time:
80
Idlle
Eme
Workload Analysis
Task
Predecessor
B, C
D,E,F,G
Real
Task
Time
70
80
40
20
40
30
50
50
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Workload Analysis
Forward
Scheduling
Backward
Scheduling
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Resource 1
Resource 1
Resource 2
Resource 2
Resource 2
Resource 3
Resource 3
Resource 3
Resource 4
Resource 4
Resource 4
Resource 1
Resource 5
Resource 5
Resource 5
Total
10
Total
10
Total
10
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Workload Analysis
Job
Enlargement
Mendesain
ulang
pekerjaan
untuk
memberikan
variasi
yang
lebih
besar,
otonomi
kerja
lebih,
idenEtas
task
yang
lebih
besar,
serta
umpan
balik
yang
lebih
luas.
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Ciri-ciri Pemborosan
Cara Penghapusan
Perampingan
persediaan
Penolakan
Kurangi cacat
Fasilitas
Tingkatkan
pemanfaatan
Biaya
Hemat biaya
Perancangan
Bakat/kemampuan
Pemanfaatan tenaga
kerja atau optimasi
karyawan
Gerak kerja
Tingkatkan standard
Kelambanan produk
baru
Peralihan cepat ke
produksi jalur penuh
Penggunaan
teknologi mutakhir
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Workload Analysis
KAIZEN
Dapat+beradaptasi
Kerja+tim+(ancangan+system)
Berorientasi+pada+hal=hal+umum
Perhatian+pada+detail
Berorientasi+pada+manusia
Informasi+:+terbuka,+dibagikan
Beorientasi+pada+lintas+fungsi
Dibangun+pada+teknologi+yang+ada
Organisasi+fungsional+silang
Umpan+balik+yang+luas
54
Terima Kasih
55