Perancangan dan Perbaikan Proses Bisnis untuk Peningkatan Efektivitas Operasional PT. Sanjaya Teknik
DOI:
https://doi.org/10.29313/bcsies.v6i1.22536Keywords:
Business Process Improvement, Operational Effectiveness, Standard Operating ProcedureAbstract
Abstract. PT Sanjaya Teknik faces operational challenges due to the absence of structured business process documentation, resulting in work inconsistencies and high project overdue rates. Based on PPIC data, 23 projects experienced delays between November 2024 and March 2025. This research aims to model existing business processes, identify ineffective activities, and recommend improvements using the Business Process Improvement (BPI) method, BPMN, and ASME process mapping, as well as developing SOPs and Work Instructions. The results show that the Order Fulfillment core process consists of four stages. Process Activity Mapping identified 32 VA activities, 15 NNVA activities, and 1 NVA activity. The main problems identified include work duplication, layered approvals, a non-independent dual QC system, and convoluted document flows. The improved design successfully reduced total lead time from 326 hours to 281 hours, equivalent to a 13.8% reduction or six working days faster. Qualitatively, this research produced an improved BPMN model, five operational SOPs, and Work Instructions that standardize work processes, building a strategic foundation for ISO 9001:2015 certification and continuous improvement capabilities.
Abstrak. PT Sanjaya Teknik menghadapi tantangan operasional akibat ketiadaan dokumentasi proses bisnis terstruktur yang mengakibatkan inkonsistensi pelaksanaan pekerjaan dan tingginya angka keterlambatan proyek. Berdasarkan data PPIC, terdapat 23 proyek yang mengalami keterlambatan periode November 2024 hingga Maret 2025. Penelitian bertujuan memodelkan proses bisnis existing, mengidentifikasi aktivitas tidak efektif, serta merekomendasikan perbaikan menggunakan metode Business Process Improvement (BPI), BPMN, peta proses ASME, serta penyusunan SOP dan Work Instruction. Hasil menunjukkan core process Order Fulfillment terdiri dari empat tahapan utama. Process Activity Mapping mengungkapkan 32 aktivitas VA, 15 aktivitas NNVA, dan 1 aktivitas NVA. Permasalahan utama meliputi duplikasi pekerjaan, approval berlapis, sistem QC ganda tidak independen, dan alur dokumen berbelit. Rancangan perbaikan berhasil menurunkan total lead time dari 326 jam menjadi 281 jam, setara penurunan 13,8% atau 6 hari kerja lebih cepat. Secara kualitatif menghasilkan model BPMN perbaikan, 5 SOP operasional, dan Work Instruction yang menstandarkan proses kerja, membangun fondasi strategis untuk sertifikasi ISO 9001:2015 dan peningkatan kapabilitas continuous improvement.
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