P3 Pendekatan Sistem

7/30/2019 P3 Pendekatan Sistem

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Systems Concepts

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SESSION 3


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Four Model Types

1) Physical modelsThree dimensional representation such as a scale

model

2) Narrative modelsSpoken or written

3) Graphic models

Abstraction of lines, symbols, or shapes

4) Mathematical models

Equation(s) EOQ =2PS

M3-2


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Cost

Order Quantity

0EOQ

Total cost

Purchasing cost

A Graphic Model of the

Economic Order Quantity Concept

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A. A Flowchart

Sales

Orders

Sales

Orders

Report

Sales

Orders

Sales

Orders

EditSales

Orders

Enter Sales

Order Data

Prepare Sales

Order Report Sales Order

History

File

B. A Data Flow Diagram

Customers

1.

2.

3.

Sales

Orders

Sales

Order

Data

Sales

Order

Report

Enter Sales

Orders

Edit Sales

Orders

1.Edit

Sales

Orders2.Enter

Sales

Order

Data

3.Prepare

Sales

Order

Report

Sales Order

History File

Sales

Manager

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Uses of Models

All four models facilitate understanding and

communication.

The mathematical model also helps predict

the future.

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The General Systems Model

Graphic diagram with an accompanying

narrative that depicts all organizations in a

general way using a systems framework The Physical System

Material flow

Personnel flowMachine flow

Money flow

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Transformation

Process

The Physical System of the Firm

Input

Resources

Output

Resources

Boundary of

the Firm

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The Conceptual System

Open-loop systems

Closed-loop systems (feedback loop)

Management control

The information processor

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Transformation

Process

Control

Mechanism

Input

Resources

Output

Resources

A Closed-Loop System

Feedback Feedback

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Management

Transformation

Process

Input

Resources

Output

Resources

Information Information

The Physical System of the Firm

as a Controlled System

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Information is Gathered from All of

the Physical System Elements

Management

Transformation

ProcessOutput

Resources

Input

Resources


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Management InformationProcessor

Output

Resources

Input

Resources


Data

Transformation

Process

The Information Processor Transforms

Data into Information

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Conceptual System (cont.)

Dimensions of Information

Relevancy

AccuracyTimeliness

Completeness

Too Much Information is called Information Overload

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Standards

Measure of acceptable

performance

Usually stated in

specific terms

Used to control

physical system

Consists of:

Management

Information processor

Standards

Objectives

Overall goal that a

system is to obtain

Systems have one or

more objectives

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A Comparison of Objectives and Standards

Objectives Standards of Performance

Achieve an annual sales volume of at least $25 million

Maintain a 20% share of the market

Maintain an annual growth rate of 15%

Pay dividends to stockholders each quarter

Maintain the price of the firms common stock above

$85 per share

Realize an after-tax profit of 15% of sales

Maintain a record of accident-free days

Keep employee turnover below 10%

Invest in a minimum of 15% of sales revenue in researchand development

Achieve stockout on no more than 2% of the items ininventory during the year

Keep the number of backorders to less than 5% of allorders processed

Have no plant shutdowns due to unavailable materialsHave no legal actions filed against the firm by

customers, suppliers, and the government

Satisfy CustomerNeeds

Produce a returnon investment forthe owners

Operate efficiently

Invest in the future

Develop sourcesof supply

Operate ethically

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OutputResources

InputResources

ManagementInformationProcessor

Transformation

Process

Standards


Data

Performance Standards are Made Available to Both

Management and the Information Processor

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Management by exception

Compares standards with information output of

systemManager becomes involved when system falls

outside range of acceptable performance

Capability provided by CBIS

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Critical Success Factors (CSFs)

A CSF is one of the firms activities that has a

strong influence on the firms ability to meet itsobjectives

Firms have multiple CSFs

CSFs focuses attention on a portion of a firms

activities

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Standards

ManagementInformation

Processor

Output

ResourcesTransformation

ProcessInput

Resources

Data

InformationDecisions

Changes are Made in the Physical

System Through the Decision Flow

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Decision Flow

Data is transformed into information by the

information processorManager transforms information into decisions

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The General Systems Model of the Firm

Standards

Management Information

Processor

Output

Resources

Transformation

ProcessInput

Resources

Data

InformationDecisions

Environment

Physical

Resources Physical

Resources

Information

and

Data

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General Systems

Model in Context

Helps adjust firm

Provides a sense of stability

Provides mental picture of what to expect

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Problems -- Good and Bad

Problem solving

Suppress harmful effects

Capitalize on opportunity for benefit Decision

The act of selecting a strategy or action

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Elements of Problem Solving

Desired state

Current state

ConstraintsInternal -- limited resources

Environmental -- pressures to restrict resource

flows

} Difference =Solution Criterion

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Problem

Standards

Information

Problem

solver

(manager)

Solution

Alternate

solutions

Constraints

Desired state

Current state

Elements of the conceptual system

Elements of the

Problem-Solving

Process

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Problem Structure

Structured

Elements and relationships understood

UnstructuredNo elements or relationships understood

Semistructured

Some elements understood

DSS concept of managers and the computer

working jointly towards a solution

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Problem Structure

DSSComputer

Solve

Manager

Solve

Structured Semi-structured Unstructured

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The Systems Approach

John Dewey, 1910

Columbia philosophy professor

1. Recognize the controversy

2. Weigh alternative claims

3. Form a judgment

Problem

Solution

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Phases and Steps of the Systems Approach


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Phase I: Preparation EffortStep 1. View the firm as a system

Step 2. Recognize the environmental system

Step 3. Identify the firms subsystems

Phase II: Definition EffortStep 4. Proceed from a system to a subsystem level

Step 5. Analyze system parts in a certain sequence

Phase III: Solution EffortStep 6. Identify the alternative solutions

Step 7. Evaluate the alternative solutions

Step 8. Select the best solutionStep 9. Implement the solution

Step 10. Follow up to ensure that the solution is effective

Phases and Steps of the Systems Approach

Decisions are made at each step of

the definition and solution phases 3-29


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Preparation Effort

Step 1 View the firm as a system

Step 2 Recognize environmental system

Step 3 Identify the firms subsystems Business areas

Levels of management Resource flows

Steps taken in any order or at the same time 3-30

The Systems Approach Requires Decision Making


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The Systems Approach Requires Decision Making

DefinitionEffort

Solution

Effort

PHASE STEP DECISION

4. Proceed from a systemto a subsystem level.

5. Analyze system parts in acertain sequence.

6. Identify alternativesolutions.

7. Evaluate the alternativesolutions.

8. Select the best solution.

9. Implement the solution.

10. Follow up to ensure that

the solution is effective.

Where is the problem?

Do new data need to be gathered, or do dataalready exist?

How will data be gathered?

What is causing the problem?

How many alternatives should be identified?

Are these alternatives feasible?

Which criteria should be used?How does each alternative measure up toeach criterion?

Do all criterion have equal weight?

Is there enough information to make aselection?

Which alternative measures up best to thecriteria?

When should this solution be implemented?

How should the solution be implemented?

Who should perform the evaluation?

How well is the solution meeting the

objectives? 3-31


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Marketing Subsystem Manufacturing Subsystem Finance Subsystem

President

Each Functional Area is a Subsystem

Human Resources

Subsystem

Information Services

Subsystem3-32


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Something Triggers the Definition Effort

The trigger can be:

1. An action

2. The passage of time

3. From within the firm or the environment

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Definition Effort [cont.]

Step 5: Analyze System Parts in a Certain

Sequence

1. Evaluation standards. They must be valid,

realistic, understandable, measurable

2. Compare system outputs with standards

3. Evaluate management

4. Evaluate the information processor

5. Evaluate the inputs and input resources

6. Evaluate the transformation processes

7. Evaluate the output resources3-35

E h P f h S I A l d i S


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1.

Standards

3.

Management

4.

Informationprocessor

5. Inputresources

6.Transformation

processes

7.Output

resources

2.Outputs

Each Part of the System Is Analyzed in Sequence

+Inputs.

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Solution Effort

Step 6: Identify alternativesFind differentways to solve the same problem

Brainstorming

Joint Application Design (JAD) session

Step 7: Evaluate alternative solutions

Step 8: Select the best solution

Analysis Judgment

Bargaining

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An Integrative Model of the Systems Approach

Solution Effort

6. Identify alternative solutions

7. Evaluate the alternative solutions

8. Select the best solution

9. Implement the solution10. Follow-up to ensure solution is effective

Definition Effort

4. Proceed from a system to asubsystem level

5. Analyze system parts in a certainsequence

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Review of Systems Approach

Integrating each step of the systemsapproach is a managerial challenge

Managerial preparation effort is a good

starting point

Next, manager engages in functional

decomposition

Definition effort

Finally, manager solves problem

Solution effort-40


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Summary

Models are abstractions of reality

Four types of models

General systems model Physical system

Conceptual system

Information ProcessorComputer

Noncomputer3-41


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Summary [cont.]

Management by exception

Managerial problem solving

Classification of problemsStructured

Unstructured

Use of the systems approach

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P3 Pendekatan Sistem

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