20
business can then sensibly debate the qualities of the new business process
design
and
can
compare
it
with
existing
or
previous
designs as shown in
chapter
five. At evaluation stage, a rich set of process
metrics can be
assembled
to
provide
evidence
of
the
value
of
the
new
process
in
chapter
four. These metrics might be qualitative, such as accounts of customer
experience or descriptions of user satisfaction (Alter, S 1996).
Interpreted in this way, the business process design is used as the pivot of
a broader complete intervention. It is not the only concern, but the design of
the business process does allow the impact of a wide range of variables to be
discussed
in chapter three and four. It can then be used alongside other
models
in
the quest to bring
out the
full
potential of IT support (Grover,
V,
Jeong, SR, Kettinger, WJ & Teng, JTC 1995). Nevertheless, the real question
is still relevant. Why bother? Why we are
working
so
hard try to
invent and
improve this concept? Why are we reengineering our Business
Process? The
answers
is
simple;
to maximize
profitability.
Stakeholders
of
the
company
want to attain more profits with all capability skills of their employees
(Wahyudi, D 2007, pers. comm., 15 March).
The writer understands that this thesis is only a small part of all
business process and activities in automotive company which is specialize in
workshop
service
processes.
Therefore,
the
writer
understands
that
the
methods used in this thesis may not satisfy all the readers. Some may see
weaknesses.
The writer
humbly invites readers to discuss about it.
The
writer
 |