INCREASING THE SERVICE AND PERFORMING SME CONSTRUCTION LOAN THROUGH BUSINESS PROCESS IMPROVEMENT IN PT. BANK TABUNGAN NEGARA (PERSERO) TBK

• Main Author: Sitompul, Alferi
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/46563
• Institution: Institut Teknologi Bandung

Bank BTN recently faced the issues such as need a long time to process loan application, There are too many bureaucracies in the step of document loan submission, The loan quality doesn’t achieve the target and has made a decreasing loan performance in 2018. The main research objective is To answer whether changing the business process is considered one of the most appropriate option for BTN main issue. The data used in this research was taken in primary and secondary source which is illustrating the current SME loan performance of Bank BTN. Data collection is supported through literature study, value stream mapping (VSM) and internal company study. This research first described the existing framework to identify all the unit related to the SME Loan. After that choosing the part of the full framework that will be improved by a new business process by using service blueprint. Flowcharting and blueprinting are two key tools used for documenting and redesigning existing service processes and for designing new ones. A flowchart describes an existing process, often in a fairly simple form. Specifically, flowcharting is a technique for displaying the nature and sequence of the different steps involved when a customer “flows” through the service process. By flowcharting the sequence of encounters customers have with a service organization, we can gain valuable insights into the nature of an existing service. Blueprinting is a more complex form of flowcharting and specifies in detail how a service process is constructed, including what is visible to the customer and all that goes on in the back-office. To design services that are both satisfying for customers and operationally efficient, marketers and operations specialists need to work together, and a blueprint can provide a common perspective and language for the various departments involved. The results of the Value Stream Mapping are there will be 6 kaizens tried in five (5) branches as a pilot project such as streamline document checklist, Standardize site visit (OTS) form, streamline the role, process and analysis form, improve the authority and approval flow, create a new role to do a loan signing and disbursement, and reduce the participant in legal meeting. The implementation of six (6) Kaizens that described before will make a new business process that can make about 3 days faster than before. The new business process shown before will have an impact to the performance of the five (5) branches. The indicator that will be affected by the new business process are loan performance. Loan performance will be much affected by the new business process because there are risk unit that involved in loan approval and also the new role (Regional Commercial Loan Signing and Disbursement) that will make sure the terms and conditions is completed by the customer. The implementation time starts from January 2020 and ends in July 2020.