Tujuan Pembelajaran MANAJEMEN PRODUKSI-OPERASI. Diagram Alir Proses. Harley-Davidson. Strategi Proses. Pekerjaan Manufaktur Secara Berulang

(1)

MANAJEMEN PRODUKSI-OPERASI

“Strategi Proses”

Tujuan Pembelajaran

1. Menjelaskan 4 strategi proses

2. Menghitung titik potong antara

garis-garis proses yang berbeda (BEP)

3. Menggunakan aneka tool untuk analisis

proses

4. Menjelaskan interaksi pelanggal dalam

proses di bidang jasa

5. Mengidentifikasi perkembangan terkini di

bidang teknologi produksi

Harley-Davidson

Pekerjaan Manufaktur Secara Berulang

► Satu-satunya perusahaan motor besar AS

► Menekankan kualitas dan manufaktur

ramping

► Menggunakan sistem Material Materials

as Needed (MAN)

► Memungkinkan banyak variasi produk

► Lini produksi berulang yang telah

terjadwal secara masif

Diagram Alir Proses

THE ASSEMBLY LINE

TESTING

28 tests

Oil tank work cell

Shocks and forks

Handlebars

Fender work cell

Air cleaners

Fluids and mufflers

Fuel tank work cell

Wheel work cell

Roller testing

Incoming parts

Arrive on a JIT

schedule from a

10-station work

cell in

Milwaukee

Engines and

transmissions

Frame tube

bending

Frame-building

work cells

Frame

machining

Hot-paint

frame painting

Crating

(2)

Strategi Proses

Tujuannya adalah untuk menciptakan

sebuah proses dalam rangka

menghasilkan produk yang sesuai

dengan kebutuhan pelanggan dalam

batasan biaya dan batasan manajerial

lainnya

Strategi Proses

► Bagaimana cara menghasilkan produk

atau menyediakan layanan yang

► Sesuai atau melebihi kebutuhan

pelanggan

► Sesuai dengan biaya yang tersedia dan

tujuan manajerial lainnya

► Dampak strategi proses:

► Efisiensi dan fleksibilitas produksi

► Biaya dan kualitas

Proses, Volume, dan Variasi

Process Focus

projects, job shops (machine,

print, hospitals, restaurants)

Arnold Palmer Hospital

Repetitive

(autos, motorcycles, home

appliances)

Harley-Davidson

Product Focus

(commercial baked goods, steel,

glass, beer)

Frito-Lay

Variasi Tinggi

one or few units per

run,

(allows customization)

Perubahan pada

modul

modest runs,

standardized

modules

Perubahan pada

atribut

(such as grade,

quality, size, thickness,

etc.)

long runs only

Mass Customization

(difficult to achieve, but huge

rewards)

Dell Computer

Poor Strategy

(Both fixed and

variable costs are

high)

Volume

Rendah

Proses Berulang

Volume

Tinggi

Volume

Figure

7.1

Pola Keputusan pada Manufaktur

Bei Usmania Institute

8 Prioritas Bersaing

Pilihan Proses

Prioritas Bersaing

Strategi Produksi dan Persediaan

Top-quality, on-time delivery, and

flexibility

Job process or

small batch process

Low-cost operations, consistent

quality, and delivery speed

Large batch, line, or

continuous flow process

Top-quality, on-time delivery, and

flexibility

Make-to-order

Delivery speed and variety

Assemble-to-order

Low-cost operation

and delivery speed

Make-to-stock

(3)

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9

RAW MATERIAL COMPONENT SEMI FINISHED

GOOD FINISHED GOOD MTS

ATO

MTO

ETO

Strategi Produksi dan Persediaan

Strategi Proses

4 Strategi Dasar:

1. Process focus

2. Repetitive focus

3. Product focus

4. Mass customization

4 strategi dasar ini dapat

diimplementasikan dengan berbagai

macam cara

Process Focus

► Facilities are organized around specific

activities or processes

► General purpose equipment and skilled

personnel

► High degree of product flexibility

► Typically high costs and low equipment

utilization

► Product flows may vary considerably

making planning and scheduling a

challenge

Process Focus

Many inputs (surgeries, sick patients,

baby deliveries, emergencies)

Many different outputs

(uniquely treated patients)

Many departments

and many routings

(low-volume, high-variety,

intermittent processes)

Arnold Palmer Hospital

(4)

Repetitive Focus

► Facilities often organized as assembly

lines

► Characterized by modules with parts and

assemblies made previously

► Modules may be combined for many

output options

► Less flexibility than process-focused

facilities but more efficient

Repetitive

Focus

Raw materials and

module inputs

Modules combined for many

Output options

(many combinations of motorcycles)

Few

modules

(multiple engine models,

wheel modules)

(modular)

Harley Davidson

Product Focus

► Facilities are organized by product

► High volume but low variety of

products

► Long, continuous production runs

enable efficient processes

► Typically high fixed cost but low

variable cost

► Generally less skilled labor

Product Focus

(corn, potatoes,

Few Inputs

water, seasoning)

Output variations in size,

shape, and packaging

(3-oz, 5-oz, 24-oz package

labeled for each material)

(high-volume, low-variety,

continuous process)

(5)

Mass Customization

► The rapid, low-cost production of

goods and service to satisfy

increasingly unique customer desires

► Combines the

flexibility of a

process focus

with the efficiency

of a product focus

Mass Customization

TABLE 7.1

Mass Customization Provides More Choices Than Ever

NUMBER OF CHOICES

ITEM

1970s

21ST CENTURY

Vehicle styles

18 1,212

Bicycle types

8 211,000

Software titles

0 400,000

Web sites

0 255,000,000

Movie releases per year

267

744 New book titles

40,530

300,000

Houston TV channels

5

185 Breakfast cereals

160

340 Items (SKUs) in supermarkets

14,000

150,000

LCD TVs

0

102 Mass Customization

Many parts and

component inputs

Many output versions

(custom PCs and notebooks)

Many modules

(chips, hard drives,

software, cases)

(high-volume, high-variety)

Dell Computer

Mass Customization

► Imaginative product design

► Flexible process design

► Tightly controlled inventory

management

► Tight schedules

(6)

Comparison of Processes

TABLE 7.2

Comparison of the Characteristics of Four Types of Processes

PROCESS FOCUS

(LOW-VOLUME,

HIGH-VARIETY)

REPETITIVE FOCUS

(MODULAR)

PRODUCT FOCUS

(HIGH-VOLUME,

LOW-VARIETY)

MASS

CUSTOMIZATION

(HIGH-VOLUME,

HIGH-VARIETY)

1. Small quantity

and large variety

of products

1. Long runs,

usually a

standardized

product from

modules

1. Large quantity

and small variety

of products

1. Large quantity and

large variety of

products

2. Broadly skilled

operators

2. Moderately

trained employees

2. Less broadly

skilled operators

2. Flexible operators

Comparison of Processes

TABLE 7.2

Comparison of the Characteristics of Four Types of Processes

PROCESS FOCUS

(LOW-VOLUME,

HIGH-VARIETY)

REPETITIVE FOCUS

(MODULAR)

PRODUCT FOCUS

(HIGH-VOLUME,

LOW-VARIETY)

MASS

CUSTOMIZATION

(HIGH-VOLUME,

HIGH-VARIETY)

3. Instructions for

each job

3. Few changes in

the instructions

3. Standardized job

instructions

3. Custom orders

requiring many job

instructions

4. High inventory

4. Low inventory

relative to the value

of the product

Comparison of Processes

TABLE 7.2

Comparison of the Characteristics of Four Types of Processes

PROCESS FOCUS

(LOW-VOLUME,

HIGH-VARIETY)

REPETITIVE FOCUS

(MODULAR)

PRODUCT FOCUS

(HIGH-VOLUME,

LOW-VARIETY)

MASS

CUSTOMIZATION

(HIGH-VOLUME,

HIGH-VARIETY)

5. Finished goods

are made to

order and not

stored

5. Finished goods

are made to

frequent forecasts

5. Finished goods

are made to a

forecast and

stored

5. Finished goods are

build-to-order

(BTO)

6. Scheduling is

complex

6. Scheduling is

routine

6. Scheduling is

routine

6. Sophisticated

scheduling

accommodates

custom orders

Comparison of Processes

TABLE 7.2

Comparison of the Characteristics of Four Types of Processes

PROCESS FOCUS

(LOW-VOLUME,

HIGH-VARIETY)

REPETITIVE FOCUS

(MODULAR)

PRODUCT FOCUS

(HIGH-VOLUME,

LOW-VARIETY)

MASS

CUSTOMIZATION

(HIGH-VOLUME,

HIGH-VARIETY)

7. Fixed costs

are low and

variable costs

high

7. Fixed costs

are dependent

on flexibility of

the facility

7. Fixed costs

are high and

variable costs

low

7. Fixed costs

tend to be high

and variable

costs low

(7)

Crossover Chart Example

▶

Evaluate three different accounting software

products

▶

Calculate crossover points between software A

and B and between software B and C

TOTAL FIXED COST

DOLLARS REQUIRED PER

ACCOUNTING REPORT

Software A

$200,000

$60

Software B

$300,000

$25

Software C

$400,000

$10

Break-Even Analysis

Bei Usmania Institute

26 Process 2:

Special-purpose

equipment

Process 1:

General-purpose

equipment

Break-even

quantity

T

ot

a

l

c

os

t

(dol

la

rs

)

Units per year (

Q

)

F

2

F

1

Hubungan antara Biaya Proses dan Volume Produk

Crossover Charts

Bei Usmania Institute

27 Fixed costs

Variable

costs

$

High volume, low variety

Process C

Fixed costs

Variable

costs

$

Repetitive

Process B

Fixed costs

Variable

costs

$

Low volume, high variety

Process A

Fixed cost

Process A

Fixed cost

_{Process B}

Fixed cost

Process C

V

1

(2,857)

V

2

(6,666)

400,000

300,000

200,000

Volume

$

Contoh Analisis Titik Potong

200 ,

000 +

( )

60 V

₁

=

300 ,

000 +

( )

25 V

₁

35 V

₁

=

100 ,

000 V

1 =

2 ,

857

► Software A is most economical from 0 to 2,857 reports

300 ,

000 +

( )

25 V

2 =

400 ,

000 +

( )

10 V

2

15 V

₂

=

100 ,

000 V

2 =

6 ,

666

► Software B is most economical from 2,857 to

6,666 reports

(8)

Contoh Kasus

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29 BBC hendak memutuskan apakah akan menyambung (las) rangka

sepeda buatannya secara manual atau menggunakan mesin las

otomatis (robot). Jika secara manual memerlukan biaya investasi

$10,000 untuk peralatan dan biaya tenaga kerja $50 per rangka. Di

sisi lain, jika menggunakan robot untuk mengerjakan pekerjaan

yang sama perlu biaya investasi peralatan sebesar $400,000, dan

biaya operasional $20.00 per rangka.

Tentukanlah volume (unit rangka) yang harus diproduksi yang

memberikan total biaya yang sama antara mengelas secara

manual dan menggunakan robot?

Las Manual

Las Otomatis

(robot)

Biaya tetap

$10,000

$400,000

Biaya variabel

$50

$20

INTENSITAS MODAL

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30 

Otomatisasi

→

mengarahkan pada penetapan

komposisi modal dan tenaga kerja



Dampak proses manufaktur otomatis (padat

teknologi) akan menggantikan proses padat karya



Otomatisasi umumnya memerlukan volume dan

biaya produksi yang tinggi



_{Namun otomatisasi tidak selalu sesuai dengan}

prioritas cara bersaing perusahaan.

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31 

Otomatisasi tetap (

fixed

) hanya memproduksi 1 tipe

produk atau komponen dalam sebuah alur produksi

yang tetap.



Otomatisasi yang demikian umumnya tidak fleksibel

dan memerlukan investasi yang besar.



Otomatisasi yang fleksibel dapat diubah-ubah untuk

menangani produk yang bermacam-macam

→

mesin

CNC.



Robot industrial adalah contoh klasik tentang

otomatisasi yang fleksibel.

Bei Usmania Institute

32 

Diperlukan modal (investasi) untuk otomatisasi

proses layanan.



Investasi yang dilakukan dapat dijustifikasi dengan

penurunan biaya dan peningkatan pilihan

pelanggan.



_{Investasi yang dilakukan sangat mungkin akan}

berpengaruh terhadap

customer-contact

, baik

(9)

Investasi Teknologi Produksi

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33 

Machine technology



Automatic identification systems (AIS)



Process control



Vision system



Robot



Automated storage and retrieval systems (ASRS)



Automated guided vehicles (AGV)



Flexible manufacturing systems (FMS)



Computer-integrated manufacturing (CIM)

Automatic Identification Systems (AIS)

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34 

Meningkatkan akuisisi data



_{Mengurangi kesalahan entri data}



_{Meningkatkan kecepatan}



_{Meningkatkan lingkup otomatisasi proses}

Contoh : Bar codes dan RFID

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35

Process Control



Informasi tentang

evaluasi proses

dapat diketahui

secara real-time



Data tersedia dalam

beragam bentuk



Meningkatkan stabilitas proses



Meningkatkan ketepatan proses

Vision Systems

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36 

_{Bantuan khusus untuk inspeksi}



Akurat



_{Tidak membosankan}



_{Biaya sedang}



_{Baik digunakan untuk individual yang}

(10)

Robots

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37 

Mengerjakan tugas-tugas yang monoton

atau yang berbahaya



_{Mengerjakan tugas yang memerlukan}

kekuatan dan daya tahan



_{Hasil yang diperoleh umumnya konsisten}

dan akurat

Automated Storage and Retrieval

Systems (ASRS)

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38 

_{Alat otomatis untuk menempatkan dan}

mengambil komponen dan produk



Mengurangi kesalahan tenaga kerja



_{Secara khusus digunakan untuk keperluan}

di bidang persediaan dan area uji di

perusahaan manufaktur.

Automated Guided Vehicle (AGV)

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39 

_{Adalah kereta elektronik yang}

operasionalnya dipandu dan

dikendalikan secara otomatis



_{Digunakan untuk memindahkan}

barang dan/atau orang

Flexible Manufacturing Systems (FMS)

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40 

_{Peralatan dengan kendali komputer untuk}

menangani material dan workstation



_{Meningkatkan fleksibilitas dan mengurangi}

waste



_{Secara ekonomis dapat memproduksi barang}

dalam jumlah sedikit namun kualitas bagus

(11)

Computer-Integrated Manufacturing

(CIM)

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41 

_{Merupakan pengembangan dari FMS}



Support lini belakang: Engineering dan kendali

persediaan



Support lini depan: Warehousing dan shipping



_{Dapat juga menyertakan modul keuangan dan}

layanan pelanggan



_{Mengurangi perbedaan antara produksi}

low-volume/high-variety, dan

high-volume/low-variety

Investasi Teknologi di Bidang Jasa

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42 Service Industry

Example

Financial

Services

Debit cards, electronic funds transfer, ATMs,

Internet stock trading

Education

Electronic bulletin boards, on-line journals,

WebCT and Blackboard

Utilities and

government

Automated one-man garbage trucks, optical

mail and bomb scanners, flood warning

systems

Restaurants and

foods

Wireless orders from waiters to kitchen,

robot butchering, transponders on cars that

track sales at drive-throughs

Communications Electronic publishing, interactive TV

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43 Service Industry

Example

Hotels

Electronic check-in/check-out, electronic

key/lock system

Wholesale/retail

trade

ATM-like kiosks, point-of-sale (POS)

terminals, e-commerce, electronic

communication between store and supplier,

bar coded data

Transportation

Automatic toll booths, satellite-directed

navigation systems

Health care

Online patient-monitoring, online medical

information systems, robotic surgery

Airlines

Ticketless travel, scheduling, Internet

purchases

Strategi untuk Berubah

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44 

Reengineering proses adalah pemikaran ulang yang

fundamental dan desain ulang yang radikal mengenai

sebuah proses untuk meningkatkan kinerja.



Reengineering bukan pekerjaan yang sederhana dan

mudah.



Orang-orang yang setiap hari berkecimpung dengan

proses merupakan sumber ide terbaik untuk

menemukan cara bagaimana meningkatkan proses.



Peningkatan proses merupakan studi yang sitematis

mengenai aktivitas dan aliran proses untuk

menemukan cara bagaimana meningkatkannya.

(12)

Reengineering Proses

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45 ELEMEN KUNCI REENGINEERING

Element

Description

Critical processes

Pendalaman pada proses bisnis inti aktivitas peningkatan

proses normal dapat dilanjutkan dengan proses-proses lainnya

Strong leadership

Kepemimpinan yang kuat dari eksekutif senior untuk mengatasi

perlawanan

Cross-functional teams

Tim beranggotakan masing-masing area fungsional ditugaskan

untuk menyelesaikan proyek

Information technology

Penggunaan teknologi informasi

Clean-slate philosophy

Mulai dengan cara yang diinginkan pelanggan dengan

melibatkan pelanggan internal dan eksternal

Process analysis

Harus mengerti proses saat ini melalui organisasi

Analisis Proses

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46

Analisis Proses

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47 

_{Sebuah perusahaan tidak akan bisa mencapai}

keunggulan bersaing dengan proses

produksi/operasi yang tidak baik.



Proses harus dianalisis untuk mengindentifikasi

peluang peningkatan

(improvement)

proses.



_{Analisis proses dapat dilakukan menggunakan tool}

dan teknik tertentu.



_{Contoh pendekatan sistematis analisis proses}

menggunakan 6 tahap sebagai berikut:

Bei Usmania Institute

48

Pendekatan Sistematis

Tetapkan

Lingkup

2 Identifikasi

Peluang

1 Terapkan

Perubahan

6 Evaluasi

Kinerja

4 Desain

Ulang

Proses

5 Dokumen-tasikan

Proses

3

(13)

Dokumentasi Proses

Bei Usmania Institute

49 

Untuk membantu mengetahui bagaimana sebuah proses

diopersikan dan mengetahui seberapa baik proses tersebut

dijlankan



Untuk membantu mengidentifikasi gap kinerja proses



5 jenis teknik untuk dokumentasi dan analisis proses:

1)

Flow Chart - gambaran besar tentang proses

2)

Time-Function Mapping – aliran proses dan time-frame

3)

Value-Stream Mapping – aliran, waktu, dan nilai tambah

proses

4)

Process Charts – gambaran detil aktivitas kunci

5)

Service Blueprinting

‒

fokus pada interaksi

pelanggan/penyedia

Flowchart

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50

Credit and invoicing Production Control and Manufacturing Assembly and Shipping P R O D U C TI O N F IN A N C E S A LES C U S TO M ER No Yes No Yes Payment received P a y m en t Order stopped O rd er c a n ce lla ti on Order cancelled Payment sent P rod u ct p a ck a ge s Product and invoice received 100% of credit checked within 24 hours Two scheduling errors per quarter Invoice sent N oti ce of sh ip m en t Order shipped Order picked Order Packages assembled and inventoried

`

Items manufactured Production scheduled Inventory adjusted Invoice prepared Credit check OK? New customer? Order received O rd er Order entered Order completed and submitted O rd er Order generated

Flowchart of the Order-Filling Process Showing Handoffs Between

Departments

“Baseline” Time-Function Map

Bei Usmania Institute

51 Customer

Sales

Production

control

Plant A

Warehouse

Plant B

Transport

Move

Receive

product

Extrude

Wait

Move

Wait

Print

Wait

Order

product

Process

order

Wait

12 days

13 days

1 day

4 days 1 day 10 days

1 day

0 day

1 day

52 days

“Target” Time-Function Map

Bei Usmania Institute

52 Customer

Sales

Production

control

Plant

Warehouse

Transport

Move

Receive

product

Extrude

Wait

Print

Order

product

Process

order

Wait

1 day

2 days

1 day

6 days

(14)

Value-Stream Mapping

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53

Process Chart

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54 

Cara terorganisir untuk mendokumentasikan seluruh

aktivitas yang dikerjakan oleh orang atau grup



Aktivitas umumnya dikelompokkan ke dalam 5 kategori:



Operation:





Transportation:





Inspection:





Delay:





Storage:



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55

Step No. Time (min) Distance (ft)











Step Description 1 X 2 X 3 X 4 X 5 X 6 X 7 X 8 X 9 X 10 X 11 X 12 X 13 X 14 X 15 X 16 X 17 X 18 X 19 X 0.50 15.0 10.00 0.75 40.0 3.00 0.75 40.0 1.00 1.00 60.0 4.00 5.00 2.00 200.0 3.00 2.00 200.0 3.00 2.00 1.00 60.0 4.00 2.00 180.0 4.00 1.00 20.0

Process Chart for Emergency Room Admission

Sit down and fill out patient history Enter emergency room, approach patient window Nurse escorts patient to ER triage room Nurse inspects injury

Return to waiting room Wait for available bed Go to ER bed Wait for doctor

Doctor inspects injury and questions patient Nurse takes patient to radiology Technician x-rays patient Return to bed in ER Wait for doctor to return Doctor provides diagnosis and advice Return to emergency entrance area Check out

Walk to pharmacy Pick up prescription Leave the building

Bei Usmania Institute

56 









Process Chart for Emergency Room Admission

Walk to pharmacy Pick up prescription Leave the building X X X X X X X X X X X X X X X X X X X

(15)

Bei Usmania Institute

57 









Process Chart for Emergency Room Admission

Walk to pharmacy Pick up prescription Leave the building X X X X X X X X X X X X X X X X X X X

Summary

Activity

Number

_{of Steps}

Time

_(min)

Distance

_(ft)

Operation



5

23.00 Transport



9

11.00

815 Inspect



2

8.00 Delay



3

8.00 Store



―

Process Chart

Bei Usmania Institute

58 

Biaya tahunan untuk seluruh proses dapat disestimasi,

yaitu dengan hasil kali dari:

1)

Waktu (dalam jam) untuk setiap proses yang

dilakukan

2)

Biaya variabel per jam

3)

Banyaknya proses yang dikerjakan dalam setahun

Annual

labor cost

Time to perform

the process in hours

Variable costs

per hour

Number of times process

performed each year

=

Process Chart

Bei Usmania Institute

59 

Jika waktu rata-rata untuk melayani seorang pelanggan

adalah 4 jam



Biaya variabel per jam layanan adalah $25



Terdapat 40 orang pelanggan yang dilayani dalam

setahun



Total biaya proses layanan adalah

4 jam/plgn



$25/jam



40 plgn/th = $4,000

Service Blueprint

Bei Usmania Institute

60 

Fokus pada interaksi pelanggan dan penyedia jasa

(provider)



Menggunakan 3 tingkat interaksi sesuai dengan

(16)

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61

Notify customer the car is ready Customer departs

Customer pays bill

F

Personal Greeting

Service Diagnosis

Perform Service

Friendly Close

Level

#3

Level

#1

Level

#2

No Notify customer and recommend an alternative provider Customer arrives for service Warm greeting and obtain service request