scholarly journals TURNAROUND MANAGEMENT THROUGH BUSINESS PROCESS RE-ENGINEERING FOR SBH HOTEL, BANDUNG, INDONESIA

2021 ◽  
Author(s):  
Sarah Febe Stefani ◽  
◽  
Deddy Priatmodjo K ◽  
Keyword(s):  
Business Process ◽  
Action Plan ◽  
Research Paper ◽  
Process Reengineering ◽  
Management Standard ◽  
Management Processes ◽  
Suitable Framework ◽  
Turnaround Process ◽  
Occupancy Rates ◽  
Standard Framework

The fact that no company is immune to distress is indicates that business perform in a similar fashion to products. A company’s failures or a passive reaction towards handling the decline would cause the company to end up in crisis. SBH Hotel has seen a continuous decline in occupancy rates from 2016 to 2019 from 70% to 51% and 27% after the COVID-19 pandemic hit. The hotel’s sluggish reaction towards increasing competition and small improvements in management since its establishment in 1998, were not good enough to help them rebound and led them into their present crisis. Turnaround management that has been known to be the best strategy to save a company in crisis, is the proposed solution that this research paper recommends. The financial data collected, interviews and this researcher’s observations in the gathering of the data and the use of International Turnaround Management Standard framework by Lymbersky will be applied in a bid to resolve the hotel’s crisis. The International Turnaround Management Standard framework by Lymbersky was chosen as a solution due to its thorough coverage which makes it the suitable framework for the turnaround process. The framework covers areas which include, financial strategies, operational and others that the hotel needs to consider. Business process re-engineering will also help this researcher to determine the change in management processes that are required when developing the hotel’s turnaround management action plan. This research paper will be a development from previous research regard its marketing strategy. Turnaround management will be done through Business Process Reengineering as a rethinking and redesign process. SBH Hotel expected to perform with better management process and provide customer with higher quality of services and products. SBH Hotel ability in earning outstanding guests’ experience brought hotel more guest loyalty and help the hotel remain profitable.

Engaging Employees in the Innovation Process

2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Idea Generation ◽  
Innovation Process ◽  
Participation Rate ◽  
Process Reengineering ◽  
Quality Circles ◽  
And Training

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.

scholarly journals ANALISIS DAN REKAYASA PROSES BISNIS PADA BAGIAN LAYANAN AKADEMIK DI SEKRETARIAT FAKULTAS SAINS DAN TEKNOLOGI UNIVERSITAS MA CHUNG

2017 ◽  
Vol 12 (3) ◽  
pp. 161
Author(s):  
Andy Lieman Candra
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Value Added ◽  
Standard Operating Procedure ◽  
Business Value ◽  
Process Reengineering ◽  
Cause And Effect ◽  
Standard Operating ◽  
Cause And Effect Diagram

AbstrakSekretariat Fakultas Sains dan Teknologi Universitas Ma Chung merupakan fakultas dimana Penulis melakukan penelitian. Tujuan dari penelitian ini adalah untuk menganalisis proses bisnis yang ada di Sekretariat Fakultas Sains dan Teknologi Universitas Ma Chung berdasarkan dari hasil wawancara dengan beberapa stakeholder yang memiliki kebutuhan ataupun keluhan terhadap setiap proses bisnis yang berjalan, mengidentifikasi permasalahan dari proses bisnis yang kurang efisien dan membuat usulan perbaikan untuk setiap proses bisnis dengan menggunakan pendekatan ilmu Business Process Reengineering (BPR). Penulis juga menggunakan metode analisis nilai tambah pada penelitian ini. Tujuan dari penggunaan metode analisis nilai tambah adalah untuk mengkategorikan langkah maupun elemen kerja ke dalam tiga kategori, yakni value adding, business value adding dan non value adding. Pengaktegorisasian tersebut bertujuan untuk menghilangkan langkah maupun elemen kerja yang termasuk kedalam non value adding dan meminimalkan langkah maupun elemen kerja yang termasuk kedalam business value adding. Penulis mengidentikasi permasalahan setiap proses bisnis dengan menggunakan diagram sebab akibat. Diagram sebab akibat dapat menggambarkan dengan jelas mengenai permasalahan dengan faktor-faktor penyebab yang memengaruhi permasalahan di setiap proses bisnis. Hasil dari penelitian ini adalah pendesainan ulang setiap proses bisnis menurut kebutuhan dan keluhan dari stakeholder dan setiap proses bisnis di Sekretariat Fakultas Sains dan Teknologi didokumentasikan dalam bentuk standard operating procedure (SOP). AbstractSecretariat of Faculty of Science and Technology Ma Chung University is a place where the author conducts research. The purposes of this research are to analyze business processes in Secretariat of Faculty of Science and Technology Ma Chung University based on interview results with some stakeholders who have needs or complaints with ongoing business processes, identify problems of less efficient business processes and make proposed improvements for each business process using the Business Process Reengineering approach. Author also uses value added analysis method on this research. The purpose of using value added analysis method is to categorize steps or tasks in every business process into three categories: value adding, business value adding and non value adding. The categorizations aim to eliminate steps or tasks included into non value adding and minimize steps or tasks included into business value adding. Author identifies problems of each business process by using cause and effect diagram. Cause and effect diagram can clearly illustrate the problems with the underlying factors that affect the problem in each business process. The results of this research are redesigning every business processes according to the interview results with stakeholders about their needs and complaints and also every business process in Secretariat of Faculty of Science and Technology are documented in the form of standard operating procedure. Keywords: Business Process Reengineering, Value Added Analysis, Standard Operating Procedure and Cause and Effect Diagram.

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