TELKOM
NIKA
, Vol.13, No
.2, June 20
15
, pp. 644 ~ 6
5
3
ISSN: 1693-6
930,
accredited
A
by DIKTI, De
cree No: 58/DIK
T
I/Kep/2013
DOI
:
10.12928/TELKOMNIKA.v13i2.509
644
Re
cei
v
ed Se
ptem
ber 25, 2014; Revi
se
d Marc
h 9, 20
15; Accepted
March 28, 20
15
Business Process Reengineering on Customer Service
and Procurement Units in Clinical Laboratory
De
w
i
Agushi
nta R.*
1
, Ani
ndito Yoga P
r
atama
2
, Sur
y
adi Harman
to S
3
1,3
Information
S
y
stem De
part
m
ent, F
a
cult
y
of Co
mputer S
c
ienc
e & Information T
e
chno
log
y
,
Gunad
arma U
n
iversit
y
2
Informatics Departme
n
t, F
a
cult
y
of Industr
ia
l T
e
chnolog
y,
Gunad
arma U
n
iversit
y
Jl. Margon
da R
a
ya No.1
00, D
epok, W
e
st Java, 1642
4
*Corres
p
o
ndi
n
g
author, e-ma
i
l
: de
w
i
ar@staff.guna
darm
a
.ac
.
id
1
, anind
ito@
staff.gunad
arm
a
.ac.id
2
,
sur
y
ad
i_hs
@staff.guna
darma.
a
c.id
3
A
b
st
r
a
ct
Existing b
u
sin
e
ss process
e
s
in a clinic
al l
abor
at
ory locat
ed in Bek
a
si a
r
e still run
ma
nua
lly. It
takes a lot of time to do
mor
e
process
e
s, e
s
peci
a
lly i
n
cu
stomer s
e
rvice
and pr
ocure
m
ent units. T
h
e
s
e
ineffici
ent proc
esses are a
n
a
lyse
d here.T
he utilis
at
io
n of Informati
o
n
Technol
ogy (
I
T) supports the
oper
ations of a
comp
any a
nd
even i
m
prove t
he effici
e
n
cy a
nd effectiven
es
s of a compa
n
y
. How
e
ver, th
e
use of infor
m
a
t
ion tech
nol
og
y must b
e
ba
l
ance
d
w
i
th
the read
in
ess of
existing r
e
so
urces to op
er
ate.
W
i
thout su
ppo
rting res
ourc
e
s
,
especi
a
l
l
y h
u
m
a
n
res
our
c
e
s
avai
la
ble,
info
rmati
on tec
h
n
o
l
ogy
is n
o
thi
n
g
.
T
he Busi
ness
Ree
ngi
ne
erin
g Process
method
use
d
to
compre
hen
d
the existi
ng
busi
ness pr
oc
ess,
deter
mi
nes pr
ocesses to b
e
reen
gin
eer
e
d
, investig
ates
alternativ
e redes
ign,
si
mu
l
a
tes the exist
i
ng
busi
ness proc
e
sses and the p
r
opos
ed bus
in
ess process
e
s,
performs a
n
a
nalysis of si
mu
l
a
tion res
u
lts, and
seeks cor
porat
e op
portu
nities
usin
g inf
o
rmat
i
on tec
h
n
o
lo
gy. T
h
is Busi
ness
Process R
e
e
n
g
in
eeri
ng (BP
R
)
researc
h
h
e
lp
e
d
the c
lin
ica
l
l
abor
atory es
pe
cially
in
custo
m
er
servic
e a
n
d
proc
ure
m
ent
in
improv
ing
the
efficiency
an
d
effectiveness
o
f
existing
proc
e
sses that
w
ill
ul
timate
ly re
duc
e
cost an
d ti
me.
Results s
how
e
d
that busi
ness
processes i
n
crease w
i
th i
n
formatio
n
techno
logy
utilis
a
t
ion an
d
min
i
mis
e
the us
e
of
empl
oyees.
Ke
y
w
ords
: Bu
siness Proc
ess
,
Customer Ser
v
ice, Procure
m
ent, Reen
gi
nee
ring
1. Introduc
tion
Existing bu
si
ness p
r
o
c
e
sses in thi
s
clin
ical
la
boratory are le
ss efficient
sin
c
e t
hey ru
n
manually, req
u
iring
a m
o
re
com
p
lex p
r
o
c
e
ss
re
sultin
g in in
efficien
t busin
ess
proce
s
se
s. It take
s
a lot of time to move from
one a
c
tivity to
anothe
r
a
c
tivity. This ineffective situ
ation re
sulted in t
h
e
comp
any’s b
ad pe
rforma
nce,
and
will
re
sult in i
n
crea
sing
the
co
st of ineffi
cient
pro
c
e
sses.
Comp
anie
s
n
eed efficie
n
cy
and to ma
ke
innovation
s
to maintain th
eir existin
g
m
a
rket sh
are
a
nd
to seize new
market sh
are
along with ot
her comp
et
itors. The
r
e a
r
e many factors
that can ma
ke
the e
c
on
omic clim
ate in
In
done
sia
be
co
me in
crea
si
n
g
ly erratic; vi
olen
ce i
n
crea
se
s, a
s
doe
s
the
high
p
o
litical
temperature, and
oth
e
rs. Therefore,
a
comp
any
sho
u
ld be
mad
e
efficient in
all
area
s in o
r
de
r to redu
ce
co
sts an
d impro
v
e co
mpetitivene
ss exp
e
n
s
e
s
. T
here are many rea
s
o
n
s
f
o
r sub
-
o
p
t
i
mal busi
n
e
ss p
r
oc
es
se
s [
1
]
.
Develo
pment
s in te
ch
nol
ogy and
co
mmuni
cation
s h
a
ve en
a
b
led the
co
mpany to
evaluate the
mech
ani
sm o
f
coor
dinatio
n
of each
unit. Currently, co
mpanie
s
can
no long
er
wo
rk
traditionally.
With the
p
r
oper u
s
e
of
Informati
o
n
Te
chn
o
logy
(IT) like th
e ap
plication
of
comp
uters a
n
d
telecommu
nicatio
n
s
equ
ipment to
sto
r
e, ret
r
ieve, transmit
and m
anipul
ate dat
a,
it can
red
u
ce the b
u
rd
e
n
of un
ne
ce
ssary
work
so that the n
u
mbe
r
of e
m
ployee
s
ca
n be
minimised [2]
.
In a b
u
si
ne
ss
context, the
Inform
atio
n Tech
nolo
g
y
A
s
soci
ation of America
d
e
fin
e
d
informatio
n techn
o
logy a
s
"the study, de
sign, dev
el
op
ment, applica
t
ion, impleme
n
tation, sup
p
o
rt
or man
agem
ent of comp
uter-ba
s
ed i
n
formatio
n systems" [3]. In addition, employee
s will
ultimately not be burd
ene
d
with exce
ssi
ve work.
The co
ncept
of Business Proce
s
s Re
engin
eer
i
ng (BPR) as a
strategy for
cre
a
ting
cha
nge a
nd i
m
provem
ent
in org
ani
satio
n
s g
o
e
s
ba
ck to the 1980
s whe
n
there
wa
s a con
c
e
r
n
that investme
nts in i
n
form
ati
on technol
ogy we
re
not
pro
d
u
c
ing th
e re
sult
s de
sired. Sin
c
e t
h
e
1960
s, b
u
si
n
e
ss e
n
tities
have p
oured
billion
s
of
dollars i
n
to I
n
formatio
n T
e
ch
nolo
g
y (I
T)
investment
s
and h
a
ve
seen o
n
ly m
a
rgin
al
imp
r
ovements in
bu
sine
ss p
e
rform
a
n
c
e
and
Evaluation Warning : The document was created with Spire.PDF for Python.
TELKOM
NIKA
ISSN:
1693-6
930
Busine
ss Pro
c
e
ss
Ree
ngin
eerin
g on Cu
stom
er
Service and Pro
c
u
r
em
ent .... (Dewi Agushinta
)
645
produc
tivity [4],[5]. Many BPR advoc
at
es
argue that
it is extremely c
r
uc
ial to integrate BPR
with
a me
ch
ani
sm
that all
o
ws f
o
r th
e
contin
uou
s im
pr
ov
ement
of bu
sine
ss p
r
o
c
e
s
ses in
order to
achi
eve dra
m
atic g
a
ins.
Contin
uou
s
Quality
Improvement (CQI), Total Q
uality Manag
ement
(TQM
), and I
S
O 9000
are
a few of a
wi
de ra
nge
of
continuo
us im
provem
ent te
chni
que
s that
are
available fo
r
use
with
BPR [6]. Reen
gi
neeri
ng i
s
th
e fund
ament
al thin
king
an
d ra
dical
red
e
sig
n
of busin
ess p
r
ocesse
s to g
e
t a dramati
c
improv
em
ent in perfo
rman
ce ben
chma
rks su
ch a
s
cost,
quality, se
rvice, a
nd
spe
e
d
[7]. Lowent
hal de
scri
bed
ree
ngin
eeri
n
g a
s
ba
si
c/ fundam
ental t
o
rethin
k and
rede
sig
n
the
process-pe
rforming
op
eration a
nd
st
ructu
r
e
of
a
n
o
r
gani
satio
n
,
focu
sing
on
the co
re
cap
abilities of
organi
sati
ons to
get
a
dra
m
atic improveme
n
t in
orga
nisationa
l pe
rform
a
n
c
e [8]. Al-Ma
s
ha
ri
and
Z
a
iri (20
00) sugge
st
that
reen
gine
erin
g
of
busi
n
e
s
s pro
c
e
s
ses invol
v
es
cha
nge
s in p
eopl
e (behavio
ur a
nd cultu
r
e), pro
c
e
s
ses
a
nd
techn
o
logy [9
]. Reengin
e
e
r
ing efforts
ca
n by
no mea
n
s be
exercised witho
u
t a
comp
any-wid
e
commitme
n
t
to the go
als.
Ho
weve
r, to
p man
agem
e
n
t com
m
itme
nt is im
perative for
su
cce
ss
[10]. Multi-so
urce fusi
on
B2C bu
sin
e
ss proc
ess reengi
nee
ring
of the Petri net model
is
establi
s
h
ed a
nd sim
u
lated.
Throu
gh the
associ
ated
matrix and a
c
cessibility a
nalysi
s
, the Petri
net model si
mulated with
CPNT
ool
s so
ftware me
ets
the expecte
d goal
s [11].
The a
u
tho
r
woul
d like t
o
a
ssi
st thi
s
clini
c
al l
a
b
o
rato
ry in a
nalysin
g thei
r existin
g
b
u
s
in
es
s
pr
oc
es
se
s
an
d
he
lp
r
e
du
ce
cos
t
s
a
n
d
impro
v
e comp
etitivene
ss exp
e
n
s
e
s
. This a
r
ti
cle
con
s
i
s
ts of a
small po
rtio
n of all macro issue
s
existing in the company a
s
well a
s
in pa
rt of
cu
stome
r
se
rvice and p
r
o
c
urem
ent.
2. Rese
arch
Metho
d
This
re
sea
r
ch wa
s
co
ndu
cted o
n
the l
a
rge
s
t
clini
c
a
l
labo
ratory
netwo
rk in In
done
sia
cente
r
ed
in
th
e a
r
ea
of K
r
a
m
at Raya. It
has 11
0 bra
n
c
he
s in 96 cit
i
es. Many award
s
have be
en
achi
eved wh
ich sup
port the
patient
s’
confid
en
ce
to have th
eir he
alth checke
d such
as
chol
este
rol, u
r
ic a
c
id, bloo
d sug
a
r an
d medical
ch
eck-u
p
s, an
d others in many
bran
che
s
ne
ar
th
e
i
r
ho
mes
.
T
h
is
re
se
arc
h
w
a
s
c
o
n
d
u
c
te
d o
n
th
e Be
ka
s
i
b
r
a
n
c
h
. Pa
tien
ts
w
h
o co
me
on
averag
e pe
r day, reached
112 pe
ople,
while the
ave
r
age m
onthly amount rea
c
h
ed 280
0 peo
p
l
e.
This
research method is based on V
i
ct
or SL
Tan and
Davenport [12],[13]
. A new
process will produce
bett
e
r
result
s than existing
processes by
mergi
ng two
existing theories
about the sta
ges in p
e
rfo
r
ming re
engin
eerin
g. T
he st
age
s are u
s
e
d
in this re
se
arch are:
1.
Und
e
rstandi
n
g
the existin
g
bu
sine
ss p
r
oces
s: do
cu
ments
relate
d to cu
stome
r
se
rvice an
d
pro
c
u
r
eme
n
t in the clini
c
al l
aboratory pa
rticul
arly ma
n
aged throug
h
a survey and
interviews.
2.
Determinin
g the pro
c
e
s
se
s to be reengi
neered:
after identifying existing bu
sine
ss pro
c
e
s
se
s
then determin
i
ng whi
c
h p
r
o
c
e
ss i
s
nee
de
d to
reengi
ne
er ba
sed o
n
identified prob
lems.
3. Investigating
alternative
re
desi
gn: prop
ose
d
bu
sine
ss
processe
s can be
a
c
hie
v
ed
amon
g
others, to eli
m
inate bu
rea
u
cracy,
elimin
ate activities
with no a
dde
d value, sim
p
l
i
fy proce
s
se
s,
redu
ce p
r
o
c
e
ssi
ng time, eliminate erro
rs in
the process, stand
ardi
sation and a
u
tomation.
4.
Simulating th
e existing b
u
sin
e
ss p
r
o
c
es
se
s and t
he propo
se
d
busin
ess p
r
oce
s
se
s: the
simulatio
n
for measurin
g b
u
sin
e
ss process
re
engin
e
e
ring i
s
co
nd
ucted o
n
existing busi
n
e
s
s
pro
c
e
s
ses a
n
d
prop
osed b
u
sin
e
ss processe
s
usin
g iGrafx Process 2013
software to obtain
informatio
n a
bout the ave
r
age le
ngth
of time
requi
red to co
mpl
e
te busi
n
e
s
s processe
s
(http://www.igrafx.c
o
m/).
5.
Performi
ng a
n
analysi
s
of simulatio
n
re
sults:
from
co
mpari
s
o
n
ana
lysis between
existing and
prop
osed bu
siness pro
c
e
s
se
s can
be
d
e
termin
ed
wh
ether th
e p
r
o
posed
bu
sine
ss processe
s
give better
re
sults th
an th
e existing
on
e, how
im
pro
v
ement is o
b
t
ained fro
m
the propo
se
d
busi
n
e
ss p
r
o
c
e
s
ses
comp
ared
with the existing bu
sin
e
ss pro
c
e
s
s usin
g gra
p
h
s
.
Seekin
g o
p
p
o
rtunitie
s
in
u
s
ing
info
rmati
on te
chn
o
log
y
: see
k
ing
op
portunitie
s
especi
a
lly
on issues f
o
cused in t
h
is
re
search. The utilisation of info
rmation
technology will allow
employee
s to
exchan
ge inf
o
rmatio
n.
3. Analy
s
is a
nd Discu
ssi
on
In this se
cti
on is explai
ned the an
a
l
ysis of re
se
arch an
d at the same
time, a
comp
re
hen
si
ve discussio
n
is given.
Evaluation Warning : The document was created with Spire.PDF for Python.
ISSN: 16
93-6
930
TELKOM
NIKA
Vol. 13, No. 2, June 20
15 : 644 – 65
3
646
3.1. General
Des
c
ription
of Existing Business Pro
cess
es
In better de
signi
ng ne
w busin
ess p
r
ocesse
s,
it is ne
ce
ssary
to analyse
existing
busi
n
e
ss p
r
o
c
e
s
ses. Thi
s
step is very
import
ant b
e
ca
use it determin
e
s
whi
c
h pro
c
e
s
se
s are
inefficient, ne
ed to be repa
ired a
nd which step
s ne
ed
to be add
ed i
n
ord
e
r to a
c
hieve maxim
u
m
results. Th
e
gene
ral d
e
scription
of cu
stomer
se
rvice
and p
r
o
c
u
r
e
m
ent are regi
sterin
g p
a
tien
ts
and taki
ng th
eir bloo
d sa
m
p
les to the ph
lebotomi
s
t.
Figure 1. Gen
e
ral Descripti
on of Existing Bu
sine
ss P
r
oce
s
se
s in Cl
inical L
abo
rat
o
ry
The phle
boto
m
ist sen
d
s th
eir bloo
d to laborat
ory technici
an
s. The
result
s tests can be
obtaine
d by the patient in
accor
dan
ce
with a predet
ermin
ed time.
If
the logistics (t
ool
s, re
ag
ents,
etc.) are not available fro
m
laborato
r
y techni
cia
n
s a
nd the phleb
otomist office
r, they must orde
r
them in store (logi
stics o
ffice
r). Th
e o
v
erview is
a
general de
scriptio
n of e
x
isting bu
sin
e
ss
pro
c
e
s
ses a
s
in Figure 1.
3.2. Discussi
on of Existin
g
Busine
ss
Process
es
This section will explain existing busine
ss processes in customer service and
pro
c
u
r
eme
n
t in the
cli
n
i
c
al l
abo
rato
ry. A more
detailed
expl
anation
of e
x
isting b
u
si
n
e
ss
pro
c
e
s
ses a
n
d
analysi
s
of identified prob
lems
will b
e
d
i
scusse
d in the next sub
s
e
c
tion.
3.2.1. Details
of Existing
Busine
ss Pr
ocess
es in Customer Ser
v
ice
This
section
will explain in detail existing bu
siness processes in
cu
stomer servi
c
e. From
Figure 2 it ca
n be
see
n
the
r
e is
a differe
nt colo
ur b
e
twee
n the exi
s
ting b
u
si
ne
ss processe
s.
The
"blue" col
our
mean
s the proce
s
s is a proce
s
s to be reengi
nee
red.
Figure 2
(
a) i
s
detail
ed e
x
planation
of each
exi
s
tin
g
bu
sine
ss
pro
c
e
s
s in
custome
r
serv
i
c
e,
su
ch
as:
1.
Regi
steri
ng p
a
tients: in thi
s
p
r
o
c
e
ss, th
e
patient first
take
a qu
eu
e num
ber
an
d wait
s to b
e
calle
d.
He wil
l
be call
ed by
cu
stom
er se
rvice
to
give
i
n
formatio
n
su
ch
as pe
rson
al data
an
d
any desired
examination the patient has. He
will
al
so be asked
whether there is a referral
from a docto
r or partne
r
compani
es of
the clinic
al la
borato
r
y. This pro
c
e
s
s takes a time of
about eig
h
t minutes
with three em
ployee
s.
2.
Specim
en co
llection: this
pro
c
e
ss i
s
a
pro
c
ess in
whi
c
h the pa
tient’s sp
eci
m
en is ta
ken
depe
nding
on
the deman
d
at early re
gist
ration. Th
i
s
proce
s
s take
s q
u
ite a long ti
me be
cau
s
e
sometim
e
s there i
s
a lack of co
ope
ration
betwe
e
n
the patient and the phlebotomi
s
t in
colle
cting the
spe
c
ime
n
. It usu
a
lly occu
rs in child
ren
and the a
ged.
This p
r
o
c
e
s
s take
s a time
of about 12 m
i
nutes
with two employee
s.
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ISSN:
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930
Busine
ss Pro
c
e
ss
Ree
ngin
eerin
g on Cu
stom
er
Service and Pro
c
u
r
em
ent .... (Dewi Agushinta
)
647
(a)
Cu
stome
r
Serv
ice U
n
it
(b) Procure
m
ent
Unit
Figure 2. Existing Busine
ss Proce
s
se
s
3.
Distri
bution
specimen: specim
ens from t
he phlebotomist will
be given to other units.
Separated sp
ecime
n
s
will be ch
ecke
d in each unit
b
y
laborato
r
y tech
nici
an
s. This p
r
ocess
take
s a time of about 10 m
i
nutes
with on
e employee.
4.
Specim
en checking: speci
m
ens
will be tested in each unit by
laboratory technicians using
accurate lab
o
rato
ry techn
o
logie
s
in accordan
ce
with their rol
e
. After obtainin
g
the result
s
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648
from the appli
ance they are
then sent to QUV (Q
UV itself is a term
for peopl
e wh
o verify the
result tes
t
), to be verified. This
process
ta
ke
s for ab
ou
t 60 minutes
with four em
p
l
oyees.
5.
Re
sults in v
e
rificatio
n
: Q
U
V verifie
s
the results
alrea
d
y obtai
ned
by ea
ch lab
o
rato
ry
techni
cia
n
. Verify here m
e
ans that the
obtaine
d re
sults have sta
ndards a
nd o
r
iginal m
a
rks
officially by the clini
c
al la
borato
r
y. Thi
s
process ta
kes a time of
about 30 mi
n
u
tes with
one
employee.
6.
Printing an
d
deliverin
g re
sults: QUV p
r
i
n
ts
re
sult
s th
at have bee
n previo
usly
verified an
d
then d
e
livers
them to
cu
sto
m
er
se
rvice
t
o
be
ta
ken
by the p
a
tient.
This process
take
s a
time
of about 15 m
i
nutes
with on
e employee.
7.
Retrieval
Re
sults: the p
a
t
ient take
s the re
sult
s of
the previo
u
s
in
spe
c
tion
carried
out
according to
the time sch
edule
d
at early regist
ration
. The patient return
s agai
n to take the
results f
r
om
the receptionist
as in the
previous
regi
strati
on and
should
still t
a
ke a
queue
numbe
r. This
pro
c
e
ss ta
ke
s a time of
ab
out 10 minute
s
with three e
m
ployee
s.
3.2.2. Details
of Existing
Busine
ss Pr
ocess
es in Procureme
n
t
This
section
will explain i
n
detail existi
ng business
processes
i
n
procurement. Figure
2(b
)
sho
w
s
th
ere
is
al
so a different col
o
ur betw
een
the exi
s
ting
b
u
sin
e
sse
s
proce
s
s. Th
e
“blue”
colo
ur me
an
s a process to
be ree
ngin
e
e
r
ed.
Figure 2(b
)
e
x
plains e
a
ch existing bu
si
ne
ss
p
r
oc
ess
in
p
r
oc
ur
e
m
en
t, a
s
b
e
l
ow
:
1.
Orde
rin
g
go
o
d
s from lab
o
ratory techni
cians
and
th
e
phleb
otomist:
in this p
r
o
c
e
ss, la
bo
ratory
techni
cia
n
s a
nd the
phl
eb
otomist fill
o
u
t the
ord
e
r
good
s fo
rm
once eve
r
y f
our day
s o
r
indee
d, they
woul
d h
a
ve n
o
sto
c
k of
go
ods in
ea
ch
unit. Each u
n
it sho
u
ld fill i
n
the fo
rm t
o
QUV and late
r to the logistics officer. Thi
s
pro
c
e
s
s takes a time of about 15 minut
es with on
e
employee.
2.
Che
c
king
of good
s in
store: as the
re
ceipt or
fo
rm
is a
c
cepted,
then the lo
gi
stics office
r
checks manually if there are still
stock items i
n
stor
age by visiting it
dire
ctly. If st
ocks are
still
greate
r
tha
n
or e
qual to
3
5
% of the o
r
d
e
red
go
od
s a
s
befo
r
e, th
e
pro
c
e
s
s can
be suppli
ed a
s
in pro
c
e
ss 4.
If not, the logistics office
r must
ord
e
r from the supp
lier as in p
r
o
c
e
ss 3. Thi
s
pro
c
e
ss ta
ke
s a time of ab
out 10 minute
s
with on
e e
m
ployee.
3.
Orde
rin
g
goo
ds from the supplie
r: from the pr
eviou
s
pro
c
e
ss, if the
stock is le
ss than 35%,
the logisti
cs
o
fficer mu
st order the
good
s from t
he
su
ppliers
with a
copy by sen
d
ing the o
r
de
r
form via e-m
a
il or fax. The logisti
c
officer wait
s for a
confirm
a
tion
reply. If the orde
r form ha
s
been
re
ceive
d
alre
ady, the logisti
cs
officer
gives
the
origin
al orde
r form to the
sup
p
lier. Th
e
sup
p
lier will charg
e
the ce
ntre’s
logi
stics office
r of th
e clini
c
al l
abo
ratory lo
cate
d
in Band
ung.
This p
r
o
c
e
ss
take
s a time of about one
hour o
r
60 mi
nutes
with on
e employee.
4.
Deliveri
ng
g
ood
s to
lab
o
rato
ry tech
nicia
n
s an
d
the
phleb
otomist: after
all supp
ortin
g
document
s a
r
e rea
d
y, then
good
s a
r
e
re
ady deliver
ed
to the labo
ra
tory tech
nicia
n
s a
nd the
phleb
otomist.
Delivery of
good
s to lab
o
rato
ry techn
i
cian
s an
d th
e phleb
otomi
s
t is u
s
ually
dire
ctly perfo
rmed on the
same d
a
y wh
en good
s in
store a
r
e ava
ilable. This d
e
livery take
s
about five minutes
with on
e employee.
5.
Deliveri
ng go
ods to the co
mpany: the same as
in
proce
s
s 4, goo
ds a
r
e re
ady to be sent to
the cli
n
ical laboratory. The deliver
y
of goods to the
cl
inical
labo
rat
o
ry
will norm
ally be
directl
y
perfo
rmed
on
the same
da
y when
go
od
s a
r
e avail
abl
e from th
e
su
ppliers. Thi
s
l
ong d
e
livery
take
s abo
ut two hou
rs or
120 minute
s
i
f
not expos
ed
to traffic jams or othe
r del
ays with one
employee.
6.
Che
c
king
go
ods from th
e
su
pplie
r: the
logist
i
c
s officer is re
sp
on
sible fo
r
accepting g
ood
s
orde
re
d in a
c
cord
an
ce
wi
th an ord
e
r
form. In the current
syst
em, items come u
s
ually
accomp
anie
d
by a delivery
note. This in
clud
es
the
de
livery note nu
mber
and ite
m
name a
s
well as
certai
n specifi
c
ations,
and the price
of goods.
Goods a
rrived will be
mat
c
hed with
an
orde
r form
shippe
d from
the previou
s
suppl
i
e
r. If not approp
ria
t
e, the items will still be
accepte
d
, but the logistics officer will
send a c
onfirmation (sent
usin
g e-m
a
il or fax) to the
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TELKOM
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ISSN:
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930
Busine
ss Pro
c
e
ss
Ree
ngin
eerin
g on Cu
stom
er
Service and Pro
c
u
r
em
ent .... (Dewi Agushinta
)
649
sup
p
lier, a
s
well a
s
the
co
rre
ct orde
r form, and
then t
he item will b
e
sto
c
ked in t
he compa
n
y.
This p
r
o
c
e
ss
take
s a time of about 15 m
i
nutes
with on
e employee.
3.2.3. Problems Analy
s
is
Problem
s, especi
a
lly in cu
stome
r
se
rvice and procurement
process incl
ude:
1.
Cu
stome
r
se
rvice: probl
em
s are the tim
e
spe
n
t colle
cting patient
s’ spe
c
imen
s
due to difficult
factors to
wo
rk tog
e
the
r
in
doing
so, a
c
curacy of d
a
ta wh
en in
putting patie
nt d
a
ta and l
ong
queu
e time makin
g
patient
s wait.
2.
Procure
m
ent:
probl
em
s are the delay ti
mes in
delive
r
ing g
ood
s b
e
ca
use of th
e ord
e
r fo
rm,
traffic jam
s
, etc. The l
ogi
stics office
r
checks
availa
ble sto
c
k in
stores which
h
a
ve no lin
k in
the orde
r form from the la
borato
r
y tech
nicia
n
s a
nd the phle
botom
ist.
3.3. Draft Proposed Solu
tion
After kno
w
ing
the proble
m
s in the existing busi
n
e
ss p
r
oce
s
s then several solutio
n
s are
prop
osed. Ta
ble 1 and Ta
b
l
e 2 descri
be
t
he prop
osed
solutio
n
s of e
a
ch p
r
obl
em.
Table 1. Draft Propo
sed So
lution of Cu
stomer Se
rvice
No Sub
Process
Problems
Solution
1
Registering
patie
nts
Patients data input makes pa
tients
have to
w
a
it
sometime and must
make
a queue.
In application system of existing
service
can be added
auto text du
ring
input
patient data
to
a
dd accurac
y
of
p
a
tient
data. It can red
u
ce number of
queues
at earl
y
registrati
on.
2
Specimen
collect
ion
Time in the patient’s
specimen
collection.
Phlebotomist addition for collecting
specimen.
3
Retrieval
results
Patients should
make a queue again
to take the result.
In taking the re
sults, patient does not
need come ag
ain to pick it up. Patients
need onl
y
provide an email at
earl
y
registration. If th
e examination r
e
sults
are above
stand
ard b
y
QUV
unit, QU
V
w
ill send an email contains that
patient
has to come back to see the r
e
sults
and consult w
i
th emplo
y
ee or doc
tor on
dut
y
at
Clinical la
borator
y.
Table 2. Draft Propo
sed So
lution of Procurem
ent
No Sub
Process
Problems
Solution
1
Orde
ring g
o
o
d
s from
Laborato
r
y tech
nicians and
Phlebotomist
1.
Orde
ring goo
d form f
r
o
m
Laborato
r
y te
chnicians and
Phlebotomist is p
aper based.
2.
It should be
copied first to
distribute to othe
r units.
1.
Creating an
Ent
e
rprise Resourc
e
Planning (ERP) s
y
st
em.
2.
Laborato
r
y
te
chnicians and
Phlebotomist
can entr
y
a
n
ordering go
od fo
rm into s
y
stem so
other units can
check into the
database if con
c
erned in these
documents.
2
Checking
of
goo
ds
in
store
It still performed manually
to see the
availability
of
goo
ds in store.
Creating a
n
Enterprise Res
ource
Planning sy
ste
m
(ERP) can instantly
see the availability
of
goods
in a
sy
stem
alread
y in a previous entr
y
so i
f
stocks ar
e not available, logisti
cs
officer
can directly
requ
est to the supplier.
3
Orde
ring
goods
t
o
Supplier
1.
Orde
ring good fo
rm to supplier is
paper based.
2.
It should be
copied first to
distribute to othe
r units.
1.
Creating an
Ent
e
rprise Resourc
e
Planning (ERP) s
y
st
em.
2.
Logistic officer can entr
y
a
n
ordering go
od fo
rm into s
y
stem so
other units can
check into the
database if con
c
erned in these
documents, including suppliers
that
w
ill deliver goods companie
s
need.
Evaluation Warning : The document was created with Spire.PDF for Python.
ISSN: 16
93-6
930
TELKOM
NIKA
Vol. 13, No. 2, June 20
15 : 644 – 65
3
650
3.4. Discussi
on of Propo
sed Bu
sines
s
Process
This
section
will explai
n the proposed busi
n
ess processes
in cu
stomer service
and
pro
c
u
r
eme
n
t in the
cli
n
i
c
al l
abo
rato
ry. A more
detailed
expl
anation
of e
x
isting b
u
si
n
e
ss
pro
c
e
s
ses
wil
l
be discu
s
se
d next.
3.4.1. Details
of Proposed
Busines
s
Process
es in Customer Ser
v
ice
This
section
will explain in det
ail the proposed busi
ness proc
esses in custom
er servi
c
e.
From Fi
gu
re
3(a
)
, it can
b
e
se
en the
r
e
is a diffe
ren
t
colou
r
bet
ween the
pro
p
o
se
d bu
sin
e
ss
pro
c
e
s
ses. T
he "green"
colo
ur i
s
a
n
addition
or alteratio
n
p
r
ocess to
e
x
isting bu
sin
e
ss
p
r
oc
es
se
s
.
(a)
Cu
stome
r
Serv
ice U
n
it
(b) Procure
m
ent
Unit
Figure 3. Pro
posed Busi
ne
ss Processe
s
Evaluation Warning : The document was created with Spire.PDF for Python.
TELKOM
NIKA
ISSN:
1693-6
930
Busine
ss Pro
c
e
ss
Ree
ngin
eerin
g on Cu
stom
er
Service and Pro
c
u
r
em
ent .... (Dewi Agushinta
)
651
Figure 3(a)
shows the
r
e i
s
an
additio
n
a
l pro
c
e
s
s such
as
se
ndi
ng re
sult
s. A detailed
explanation
o
f
each p
r
opo
sed bu
sine
ss pro
c
e
ss
in
cu
stome
r
se
rvice is explain
e
d
below:
1.
Regi
steri
ng
p
a
tients: the
p
a
tient first ta
ke
s a
qu
eue
numb
e
r an
d
then
wait
s t
o
be
called.
Cu
stome
r
se
rvice will call
and ask pati
ents fo
r pe
rsonal data an
d any
desire
d
examinatio
n
the patient ha
s. He will al
so
be
asked if there i
s
a refe
rral from
a do
ctor o
r
pa
rtne
r com
pani
e
s
of the clini
c
al
laboratory o
r
not. This
proce
s
s
takes
a time of ab
o
u
t eight min
u
tes with t
w
o
employee
s. T
h
is p
r
o
c
e
s
s h
a
s a
sh
orte
r ti
me be
ca
use
i
t
gives an
ea
sy interfa
c
e.
The inte
rface
will se
rve wit
h
auto text input for patie
n
t
data
entry. In this propo
sed b
u
si
ne
ss pro
c
e
ss, h
e
doe
s n
o
t hav
e to
come
ag
ain to
colle
ct
the re
sult. T
h
erefo
r
e th
e
company
ca
n
redu
ce
staff in
th
is
p
r
oc
ess
.
2.
Specim
en
col
l
ection: a
pro
c
e
ss i
n
which
t
he
patie
nt’s spe
c
ime
n
i
s
depe
ndent o
n
dem
and at
early regi
strat
i
on. Thi
s
p
r
o
c
ess ta
ke
s qui
te a lo
n
g
time
becau
se
so
metimes t
here is
a la
ck of
coo
peration b
e
twee
n the patient and the
phlebotomi
s
t
at the time o
f
the specim
e
n
colle
ction.
This
usu
a
lly occurs in
children
and th
e age
d. Thi
s
pro
c
e
s
s takes a tim
e
of
about
seve
n
minutes
with three e
m
ploye
e
s, having a
sho
r
te
r time d
ue to the phle
botomist’
s ad
dition.
3.
Distri
bution
spe
c
ime
n
: specim
en
s from th
e
phle
botomist
will
be
se
nt to
other unit
s
.
Separated specim
en
s wil
l
be examin
ed in ea
ch
unit by the laboratory te
chnici
an
s. Thi
s
pro
c
e
ss ta
ke
s a time of ab
out 10 minute
s
with on
e e
m
ployee.
4.
Specim
en checking: speci
m
ens
will be tested in each unit by
laboratory technicians using
accurate lab
o
rato
ry techn
o
logie
s
in accordan
ce
with their rol
e
. After obtainin
g
the result
s
from the
test
they are
then
se
nt to Q
U
V,
to be
verified
. This
process ta
ke
s a
time of a
bout
6
0
minutes
with four em
ployee
s.
5.
Re
sults in v
e
rificatio
n
: Q
U
V verifies t
he
re
sults
already obtai
n
ed from ea
ch laboratory
techni
cia
n
. Verify here me
ans that the o
b
tai
ned results have sta
n
d
a
rd
s and the
official stam
p
of the clinical laboratory. Th
is process take
s a time o
f
about
30 minutes
with on
e employee.
6.
Sending
re
su
lts: QUV
se
e
s
the
re
sult
s
that
have b
e
en verifie
d
. If the results
a
r
e fa
r ab
ove
the existing standard, QUV cont
inue
s to pro
c
e
ss 7
and 8. If not, QUV sen
d
s
the patient’s
results via S
M
S or e
-
mai
l
. This p
r
o
c
e
s
s takes a
time of
abo
ut five minute
s
with
on
e
employee.
7.
Printing an
d
deliverin
g re
sults: QUV p
r
i
n
ts
re
sult
s th
at have bee
n previo
usly
verified an
d
then d
e
livers
them to
cu
sto
m
er
se
rvice
t
o
be
ta
ken
by the p
a
tient.
This process
take
s a
time
of about 15 m
i
nutes
with on
e employee.
8.
Retrieval
Re
sults: the patie
nt is getting the
previous i
n
sp
ectio
n
re
sults ca
rri
ed o
u
t according
to re
sults sen
t
to the patie
nt’s mo
bile
p
hone
su
ch
a
s
SMS and
e
m
ail. The
co
ntent of the
e
-
mail and SM
S tells the results o
b
taine
d
wheth
e
r it is far above t
he existing st
anda
rd or n
o
t.
Patients wh
o have a
b
n
o
rmal
re
sult
s will
be a
s
ked to
co
me agai
n to have mo
re
recomme
ndat
ions
or advice in the
ret
r
ie
val re
sults un
it. This p
r
o
c
e
s
s takes
a ti
me of a
bout
five minutes with one em
p
l
oyee.
3.4.2. Details
of Proposed
Busines
s
Process
es in Procureme
n
t
This
section
will explain i
n
detail the
pr
oposed business proces
ses in procurem
ent.
From Fi
gu
re
3(b
)
, it can
b
e
se
en the
r
e
is a diffe
ren
t
colou
r
bet
ween the
pro
p
o
se
d bu
sin
e
ss
pro
c
e
s
ses. P
r
ocesse
s that
are a "green
" color
a
r
e a
n
addition o
r
alteration p
r
o
c
e
ss to existi
ng
b
u
s
in
es
s
pr
oc
es
se
s
.
Specifically in the procure
m
ent pro
c
e
ss as
sh
own in Figure 3(b
)
, there a
r
e n
o
a
dditional
pro
c
e
s
ses o
r
process na
me cha
nge,
but there
a
r
e
three existin
g
pro
c
e
s
ses
cha
nge
d in the
pro
c
e
s
s me
chani
sm
with the utilisation
of informat
io
n
tech
nology
so as to redu
ce the le
ngth
of
pro
c
e
ss time
as detaile
d b
e
low. The
ch
ange
s will
be
in the proce
ss of orde
rin
g
good
s from
the
laboratory te
chnici
an
s an
d
the phle
boto
m
ist, the
che
cki
ng of
goo
d
s
in
sto
r
e, an
d the o
r
de
rin
g
of
good
s from th
e sup
p
lier.
A more detai
led explanati
on of each p
r
opo
se
d bu
si
ness process in procurem
ent, is
explained b
e
l
o
w:
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ISSN: 16
93-6
930
TELKOM
NIKA
Vol. 13, No. 2, June 20
15 : 644 – 65
3
652
1.
Orde
rin
g
go
o
d
s from lab
o
ratory techni
cians
and th
e p
h
lebotomi
s
t: laboratory te
chnici
an
s an
d
the phle
boto
m
ist insert a
n
y
demand fo
r good
s that
a
r
e not avail
a
ble an
d ne
ed
ed in a
sh
ort
time into the Enterpri
se Re
sou
r
ce Plannin
g
(ERP
) system. Thi
s
pro
c
e
s
s take
s a time of
about five minutes
with on
e employee.
2.
Che
c
king
of
good
s i
n
store: upo
n
re
cei
p
t of th
e
p
r
ev
ious p
r
o
c
e
ss,
the l
ogi
stics
officer che
c
ks
if there are st
ill stock items in
storag
e by looking at th
e Enterpri
se
Re
sou
r
ce Planning (E
RP)
system. If stocks are still g
r
eate
r
than o
r
equal
to 35
% of the ordered g
ood
s a
s
before, the
pro
c
e
ss
ca
n be su
pplie
d as in p
r
o
c
e
s
s 4. If not, the logi
stics o
fficer mu
st order fro
m
the
sup
p
lier a
s
in
process 3. T
h
is process take
s a
time o
f
about five minutes
with on
e employee.
3.
Orde
rin
g
goo
ds from the supplie
r: from the pr
eviou
s
pro
c
e
ss, if the
stock is le
ss than 35%,
the logi
stics
officer m
u
st
orde
r g
ood
s from
the supplie
rs with
the
Enterpri
se Re
sou
r
ce
Planning
(E
RP) sy
stem
co
nne
cted to
th
e suppli
e
r.
S
upplie
rs can
dire
ctly a
cce
pt a
req
u
e
s
t
sent by the l
ogisti
cs
office
r.
Supplie
rs
can provide n
o
tification (O
K) wh
ether t
he orde
r ha
s
been
re
ceive
d
or it i
s
n
o
t appli
c
able. If
the or
der goo
ds fo
rm h
a
s
been
re
ceive
d
already, th
e
logisti
cs officer gives the
origin
al ord
e
r form
to the sup
p
lier. Th
e
suppli
e
r will
charge the
centre’s logi
stics
officer of
the cli
n
ical l
abor
atory lo
cated in B
and
ung. Thi
s
pro
c
e
s
s takes
a
time of about 30 minute
s
wi
th one emplo
y
ee.
4.
Deliveri
ng
g
ood
s to
lab
o
rato
ry tech
nicia
n
s an
d
the
phleb
otomist: after
all supp
ortin
g
document
s are ready, then
the goods a
r
e ready to
be
delivered to the labo
ratory
technici
an
s
and the
phle
b
o
tomist. The
delivery of g
o
ods to
l
abo
rat
o
ry techni
cia
n
s a
nd the
ph
lebotomi
s
t is
usu
a
lly dire
ctly performe
d
on the sam
e
day wh
e
n
the good
s in
store a
r
e a
v
ailable. Thi
s
delivery take
s about five minutes
with on
e employee.
5.
Deliveri
ng go
ods to the co
mpany: the same as
with
pro
c
e
ss 4, go
ods a
r
e re
ad
y to be sent to
the cli
n
ical laboratory. The deliver
y
of goods to the
cl
inical
labo
rat
o
ry
will norm
ally be
directl
y
perfo
rmed o
n
the same da
y that goods are availa
ble
from the su
ppliers. This l
ong delive
r
y
take
s abo
ut two hou
rs or
120 minute
s
i
f
not expos
ed
to traffic jams or othe
r del
ays with one
employee.
6.
Che
c
king
go
ods from th
e
su
pplie
r: the
logist
i
c
s officer is re
sp
on
sible fo
r
accepting g
ood
s
orde
re
d in a
c
cord
an
ce
wi
th an ord
e
r
form. In the current
syst
em, items come u
s
ually
accomp
anie
d
by a delivery
note. This in
clud
es
the
de
livery note nu
mber
and ite
m
name a
s
well
as certai
n specifications,
and the
price of
goods.
Goods a
rrivi
ng
will be m
a
tched with an
orde
r form
shippe
d from
the previou
s
suppl
i
e
r. If not approp
ria
t
e, the items will be still
accepte
d
, but the logistics officer will
send a c
onfirmation (sent
usin
g e-m
a
il or fax) to the
sup
p
lier, a
s
well a
s
the
co
rre
ct orde
r form, and
then t
he item will b
e
sto
c
ked in t
he compa
n
y.
This p
r
o
c
e
ss
take
s a time of about 15 m
i
nutes
with on
e employee.
3.5. Compari
s
on of Existi
ng Busine
ss
Processe
s w
i
th Propos
ed Busin
ess
Process
Simulation re
sults a
r
e pe
rf
orme
d to existing and prop
ose
d
bu
sine
ss pro
c
e
s
se
s usin
g an
input for "Per Use Cost" in
iGrafx Proce
ss 2
013. The
variable dat
a value that sho
u
ld be in
put
are the
worker cost
s, nu
mber of em
ployees, an
d le
ngth of time. We u
s
e U.S.
$100
co
st for th
e
worke
r
s as a
simulatio
n
. The simul
a
tion
result i
s
sho
w
n in Tabl
e 3
.
A comp
ari
s
o
n
betwe
en th
e
co
sts
of existi
ng bu
sin
e
ss
pro
c
e
s
ses an
d propo
se
d b
u
sin
e
ss
pro
c
e
s
ses is
signifi
cant. T
he a
u
thor u
s
e
s
the
U.S.
$
curren
cy in th
e
iGrafx Pro
c
e
s
s 20
13 to
ols for
measuri
ng re
sou
r
ces a
nd
co
sts. 1
US $
is assume
d as IDR 12.00
0.
Table 3. Existing Busin
e
ss
Process VS Propo
se
d Busine
ss usi
ng i
G
rafx
Existing Business Process
Proposed Business Process
Average Length
of
Time (minute)
Resour
ces
Cost
Emplo
y
ee
Average Length
of Time (minute
)
Resour
ces
Cost
Emplo
y
ee
Customer Service
Process
145.2
$1,500.00
15
135
$1,400.00
14
Procurement
Process
220.2
$ 600.00
6
175.2
$ 600.00
6
Evaluation Warning : The document was created with Spire.PDF for Python.
TELKOM
NIKA
ISSN:
1693-6
930
Busine
ss Pro
c
e
ss
Ree
ngin
eerin
g on Cu
stom
er
Service and Pro
c
u
r
em
ent .... (Dewi Agushinta
)
653
4. Conclusio
n
The
clini
c
al la
borato
r
y ha
s
some
be
nefits
su
ch
a
s
fa
ci
litating se
arch
data, time
redu
ction
and
co
st red
u
ction. M
o
reo
v
er the
com
p
any can in
cre
a
se
the n
u
m
ber
of e
s
tima
ted custom
ers to
150 pe
r day o
r
more.
A process
ca
n be improve
d
as retrieval
resu
lts furth
e
r
simplify the
pro
c
e
ss
and
achi
eve
efficien
cy. Th
e app
roval d
o
cum
ents in
the data
ex
chang
e can b
e
don
e ele
c
tronically with
the
use of info
rmation techn
o
logy as
see
n
with
the propo
sed b
u
si
n
e
ss process
in pro
c
u
r
eme
n
t.
Usi
ng ele
c
tro
n
ic data flow will affect the task
s and resp
on
sibilitie
s relate
d to units and requ
ire
expertise in
their fiel
d. It can a
c
hi
eve a
time
redu
ctio
n (7.0
2% in
custome
r
se
rvice
and
20.4
4
%
in pro
c
u
r
em
e
n
t) an
d re
du
ce the nu
mbe
r
of employ
e
e
s
(6.67%). Th
e co
st of
cu
st
omer se
rv
ice
f
o
r
the pro
p
o
s
ed
busin
ess p
r
oce
s
se
s is m
o
re
redu
ce
d than the exi
s
ting one. T
h
e
s
e factors
sho
w
that reen
gine
ering i
n
this
ca
se i
s
com
p
leted. Busi
n
e
ss Pro
c
e
s
s
Ree
ngine
eri
n
g (BPR) in t
h
is
clini
c
al laboratory improv
ed its
business competitivene
ss. T
h
is research
can still
be explored
more
inten
s
el
y in terms of
usin
g iG
rafx
softwa
r
e
to o
b
tain
signifi
ca
nt re
sult
s. Th
e comp
any
can
kee
p
usi
ng th
e softwa
r
e iG
rafx Proces
s
2013
comp
ared to doing tri
a
l and erro
r.
The em
ploye
e
s a
nd ma
na
gement
sho
u
l
d
be
well p
r
e
pare
d
in o
r
de
r to ope
rate t
heir jo
bs
to obtain
the
maximum
re
sults from
th
e ap
plication
of info
rmati
on te
chn
o
log
y
su
ch
a
s
u
s
ing
Enterpri
se
Reso
urce Plan
ning (E
RP). T
he appli
c
atio
n of informati
on tech
nolo
g
y
will be in vain i
f
it is n
o
t supp
orted
by
com
petent a
nd
skilled
hum
an
resou
r
ces in
the field. T
h
e
co
mpany
m
u
st
immediately
give requi
red
training to its
employee
s in
this ca
se.
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ces
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ystems.
Busin
e
ss Pro
c
ess R
e
vie
w
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ailure
F
a
ctor
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y
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M
ana
geme
n
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/2014.
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A Dictionary of Phy
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i
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a
n
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e
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u
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ile
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he S
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u
a
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eng T
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u
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E
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[1
1
]
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o
o
l
ey
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h
n
so
n
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.
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h
an
g
i
n
g
th
e
n
e
w
p
r
od
u
c
t d
e
v
el
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me
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r
o
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e
n
g
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ne
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r
i
n
g
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n
t
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nce
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H
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e
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ngi
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o
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e
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[13] T
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Evaluation Warning : The document was created with Spire.PDF for Python.