15
CHAPTER 2
THEORITICAL
FOUNDATION
2.1 Introduction
In
response
to
increased
market
competition
and
turbulent
business
environments,
many organizations are undertaking Business Process Reengineering (BPR) as stated in
Manuel,
L
&
Marklund,
J
(2005:
35).
Stimulus
in
measuring
business
performance
such
as money can
improve company to achieve
higher quality services and fast. BPR defined
as
the
fundamental
rethinking
and
a
radical
design
of
business
process
to
gain
fast,
better-cheaper
cost.
According
to
Peppard,
J
&
Rowland,
P (1995:
2),
relatively,
there
were several
tools
and
methods that are best suited to characterize and analyze business
process in order to implement BPR projects and manage radical changes. In addition, the
complete representation in analyzing business process of a company determines the
success
of
BPR
(Manganelli,
RL
&
Klein, MM 1994).
In
this
thesis,
the
techniques
for
characterizing and analyzing PT. XYZ workshop business processes are categorized in
Business
Process
Modeling
(BPM).
There
are
numerous
BPM
methods
and
software
tools
with
different
perspectives
and
features
available for viewing a BPR project, but
selecting the suitable one is a hard task for BPR researches and practitioners (Manuel, L
&
Marklund, J 2005). The selected
BPR
method then applied to
new business processes
of
PT.
XYZ
which
are
described
in
chapter
three. As a result, the new process in the
context of reengineering will begin with identifying the workshop as object of process
modeling. In turn, the chosen method must fit to company objectives and become a basis
for evaluating various BPM methods and generating claim procedures in XYZ workshop
service center.
Also,
it can be
used to advance study the relationship between
modeling
 |