Tugas Individu 5

1. Exercise 6.6
Consider the following summary of issues reported in a travel agency.

A travel agency has recently lost several medium-sized and large corporate customers
due to complaints about poor customer service. The management team of the travel
agency decided to appoint a team of analysts to address this problem. The team
gathered data by conducting interviews and surveys with current and past corporate
customers and also by gathering customer feedback data that the travel agency has
recorded over time. About 2 % of customers complained about errors that had been
made in their bookings. In one occasion, a customer had requested a change to a
flight booking. The travel agent wrote an e-mail to the customer suggesting that the
change had been made and attached a modified travel itinerary. However, it later
turned out that the modified booking had not been confirmed in the flight
reservation system. As a result, the customer was not allowed to board the flight and
this led to a series of severe inconveniences for the customer. Similar problems had
occurred when booking a flight initially: the customer had asked for certain dates,
but the flight tickets had been issued for different dates. Additionally, customers
complained of the long times it took to get responses to their requests for quotes and
itineraries. In most cases, employees of the travel agency replied to requests for
quotes within 2–4 working hours, but in the case of some complicated itinerary
requests (about 10% of the requests), it took them up to 2 days. Finally, about 5 % of
customers also complained that the travel agents did not find the best flight
connections and prices for them. These customers essentially stated that they had
found better itineraries and prices on the Web by searching by themselves.
1. Analyze the issues described above using root cause analysis techniques.
2. Document the issues in the form of an issue register. To this end, you may assume
that the travel agency receives around 100 itinerary requests per day and that the
agency makes 50 bookings per day. Each booking brings a gross profit of € 100 to the
agency.

Jawaban :
1. Analisis persoalan menggunakan root cause analysis techniques.
2. Mendokumentasi persoalan ke dalam Issue Register
Issue 1 : Error complain
Priority : 1
Description : The modified booking by customer had not been confirmed in the flight
reservation system.
Assumptions : The travel agency receives around 100 itinerary request per day and
that the agency makes 50 bookings per day. Each booking brings a profit of € 100 to
the agency and about 2% customers complained about errors that had been made in
their bookings in same day.
Qualitative impact : The customer was not allowed to board the flight and this led to
a series of severe inconveniences for the customer. Probably about 2% of customer
that complained will leave this agency. This case will also makes inconvinience for the
travel function (e.g. staffs that involved in trip), customers will complain to the staff
while the staff can not do anything because the problem is in the automation function.
Quantitave impact : 2% x 50 x €100 = €100 per day

Issue 2 : Long time respon

Priority : 2
Description : Customers complained of the long times it took to get responses to their
requests for quotes and itineraries
Assumptions : The travel agency receives around 100 itinerary request per day and
10% customers complained of the long times it took to get responses to their requests
for quotes and itineraries.
Qualitative impact : Kepuasan pelanggan akan tidak sesuai dengan ekspektasi yang
diharapkan, sehingga, tinggi kemungkinan para customer untuk menarik pemesanan.
 Quantitave impact : 10% x 100 = 10 itinerary requests per day

Issue 3 : Agency tidak dapat menemukan informasi yang sesuai dengan customer
Priority : 3
Description : 5 % of customers also complained that the travel agents did not find
the best flight connections and prices for them.
Assumptions : customer komplain karena travel agency tidak dapat memberikan
koneksi penerbangan dan harga yang bagus dan para customer mencari yang lebih
baik di web dengan mencari sendiri
Qualitative impact : Kepuasan pelanggan akan tidak sesuai dengan ekspektasi yang
diharapkan, sehingga, tinggi kemungkinan para customer untuk menarik pemesanan.
Quantitave impact : 0,5 x 50 x 100 = € 250

2. Exercise 6.7
Consider the pharmacy prescription fulfillment process described in Exercise 1.6 (p.
28). Identify the steps in this process and classify them into value adding, business
value-adding and non-value-adding.

Jawaban :
No. Step Performer Classification

1. Drop off prescription Customer VA

2. Pick up the drugs after work Customer VA

3. Wait between 15 minutes and one hour Customer NVA

depending on the current workload

4.

5. Puts the prescription in a box labeled Pharmacy Technician BVA

6. Enters the details of each prescription Pharmacy Technician BVA

7. Picks up the prescription due to be filled in Pharmacy Technician BVA

current hour

8. reviewed by a pharmacist who performs a Pharmacy Technician BVA

more through check

9. arrives to pick up a prescription, a technician Pharmacy Technician VA

retrieves the prescription and asks the
customer for payment

10. Performs an insurance check Pharmacy System VA

11. seals the bag and puts it in the pick up area Pharmacist BVA
 12. Call the doctor who issued the prescription Pharmacist BVA

13. Call doctor to determine replacing drug Insurance company BVA

14. Double check prescription Insurance company NVA

3. Exercise6.8
Consider the procure-to-pay process described in Exercise 1.7 (p.29). Identify the
steps in this process and classify them into value-adding, business value adding and
non-value-adding.

Jawaban :
No. Step Performer Classification

1. Fills in and signs a form Employee VA

2. Request quotes from vendors in order to get Employee VA

the required information.

3. Hand-deliver the form Employee VA

4. Forwards the form to the Purchasing Employee VA

Department

5. Signing requests Supervisor BVA

6.

7. Checks the completeness of the purchase Central Purchasing BVA

request and enters the approved purchase Department
request into the company’s Enterprise System

8. Select one vendor if the employee hasn’t Central Purchasing BVA

nominated any vendors Department

9. Request to vendor for update quote Central Purchasing BVA

Department

10. Receiving goods and selects the corresponding Good Receipt BVA
purchase order in the Enterprise System Department

11. Checks the quantity and quality Good Receipt NVA

Department.

12. Sends the invoice directly to the Accounts Vendor BVA

Payable Office

13. Compares the purchase order, the goods Good Receipt BVA
receipt and the invoice Department
14. Sent payment notice to vendor Good Receipt BVA
Department

15. Sent print out of the goods receipt form to Good Receipt BVA
Accounts Payable Office department