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| Title | Peningkatan Pelayanan Nasabah pada Proses Pembiayaan (Studi Kasus : PT. Bank Jatim Syariah Surabaya) |
| Edition | |
| Call Number | 2010/I/14 |
| ISBN/ISSN | |
| Author(s) | Desrianto Adi Prayogi |
| Subject(s) | Funding Process Service Productivity |
| Classification | 658.566 |
| Series Title | GMD | Tugas Akhir |
| Language | Indonesia |
| Publisher | Jurusan Teknik Industri FTI-ITS |
| Publishing Year | 2010 |
| Publishing Place | Surabaya |
| Collation | |
| Abstract/Notes | |
| Specific Detail Info | By the increasing of competition among banks, PT. Jatim Bank Syariah trying to improve the services to customers through the financing process improvement. Financing Process Improvements in this study is especially for Micro and Small Businesses a max.of 500 million and carried out by analysis of internal and external factors the company. The internal factor is based on carrying capacity of the company’s strategic and waste occurs. While in an external factors-perceptions based on customer expectations. In an internal evaluation, by the Balanced Scorecard approach to get the strategic objectives, then to correlate with the Financing Line (Task & Powers Financing Division and Task Process Detailed Microfinance and Small) using Quality Function Deployment approach storey, then acquired strategic value of each process. In addition, Lean Service approach done to minimize the waste. Meanwhile, for the corporate external perspective, the Importance performance satisfaction questionnaire used to know the gap. In an internal evaluation, obtained a Process Financing which have the highest strategic carrying capacity is PP5 (Customer Business Feasibility Analysis) with a value of 18.09% and PP6 (Customer Survey Feasibility Study) with a value of 16.61%. PP6 and PP5 also has the largest waste too, which is 13.87% and 12.65%. In the external evaluation of customer, obtained the highest gap is the attribute 20 (The Customer Service facilities for customers) with a value of -0.81, and attribute 23 (responsiveness Officer/Employee to receive/handle complaint) with a value of -0.74. Proposed improvements from the result of external and internal evaluation is by Employee Excellent concept. Based on estimates, obtained minimize waste of 12.23%, reduction of processing time of 6.05 days (from 18.4 days to 12.38 days) with increasing of customers who can be served per year is 123%. Key Words : Balanced Scorecard, Strategic-Technique Correlation, Lean Services, Funding |
| Image |  |
| File Attachment | LOADING LIST... |
| Pembimbing | Prof. Ir. Moses L. Singgih, MSc., MRegSc., Ph.D |
| Volume | 1 |
| Availability | LOADING LIST... |
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