17 3. CHAPTER III: METHODOLOGY 3.1 Conceptual Framework Below is the research design to create a structural and scientific approach to the problem. Choose topic Define research objective Breakdown research question STAGE 1: Problem Identification Observation Survey Interview STAGE 2: Data Collection SD Understanding: Initial Blueprint & SERVQUAL Analysis SD Thinking: Create Fishbone DIagram SD Generating: Brainstorm STAGE 3: Data Analyzing (Service Design Task) SD Filtering: PINC Filter SD Explaining: Storyboard SD Realizing: New proposed blueprint Conclusion & Advice STAGE 4: Conclusion Figure 3-1 Research Process Stages 18 The first stage of the research process is problem identification that consist of choosing topic, defining research objective, and breaking-down the research question. The topic is chosen from simple observation of Bintang Prima’s service processes. Upon interview with the owner, research objective is defined as referred to in the first chapter. The second stage is data collection which is gathered by observation, survey, and interview. A more descriptive view of how the data is being collected will be described later in this chapter. The third stage is data analysis. The research is under service design (SD) task steps. The level of design is design of process and system. The aspects are on service solution and process. It include SD Understanding, SD Thinking, SD Generating, SD Filtering, SD Explaining, and SD Realizing. SD Understanding is done by creating initial blueprint and SERVQUAL Analysis that will help to understand the business process and the customer’s actions that drive the service. The data to create this is received through observation interview, and survey. On the other hand, SD Thinking is done by creating fishbone diagram that analyze is used to find out the main cause of the problem. SD Generating is done by brainstorming ideas to create alternatives to solve current problems. SD Filtering is done by creating PINC Filter of the generated alternatives. Each alternatives is assessed and non-feasible alternatives are dropped. Last in this stage is SD Explaining that is done through storyboarding. This step helps to understand the operation of the new process after the implementation of the alternatives. Lastly, SD Realizing is done through generation of new blueprint. This will help the service to provide better service process. 3.2 Data Collection Data will be gathered in a form of primary data that is taken through observation, interview, and survey. 3.2.1 Observation Observation is done at Bintang Prima’s terminal at Jl. Perintis Kemerdekaan KM.12, Makassar. Observation is only done here since the main operation of the business focused at this place and other branch are focused on package delivery and did very little transaction. Observation is done 6 times in the course of 2 weeks. The time period is from May 30 to June 13, 2015. 19 Data gathered by this method is used to create the blueprint and identify possible cause of problem. 20 3.2.2 Interview Interview is done with the co-owner of the business, Hanna Wijaya, and her daughter, Rinintha Ridho, who run the operation and reports of the company. Interview is done to gather data of problems and possible causes of the service operation and to identify possible left out processes that are unnoticed in the observation. 3.2.3 Survey In this study, survey is used by distributing the questionnaire. Questionnaires are distributed to the customers of Bintang Prima. The sampling methodology in this study is non probability sampling. The sample of the study is customer if Bintang Prima. Data gathered from this questionnaire would be used to complete the SERVQUAL Analysis. It is used to identify the gap between customer’s perception of the service and the reality. The questionnaire is available at appendix A. 3.3 Service Design Task Service Design Task is the method chosen to be implemented as the way for redesigning the service process. A detailed description of the steps in the Service Design Task are as follows. 3.3.1 SD Understanding: Initial Blueprint & SERVQUAL Analysis In this stage, to understand the service design, initial blueprint is analyzed. The questionnaire is also analyzed using SERVQUAL analysis. The data used to create initial service blueprint are gathered from observation and interview. The service blueprint would shows customer’s activities, both visible and invisible employees activities, supporting processes, as well as the physical evidence that follows it. Fail points would be noted on the diagram. Fail points represent opportunities for system breakdown and missed opportunities. It would be the focus of improvement in the whole system. This blueprint would be the basis for further discussion and planning. Below are some descriptions of the data contained that will help to understand the service blueprint.  Customer Actions are all of the actions done by anyone who is in the process that leads to the use of the service. 21  Onstage/Visible Contact Employee Actions are contact actions taken by employees that are visible to the customer. It includes all actions taken by front office employees, drivers, and driver’s assistants.  Backstage/Invisible Contact Employee Actions are contact actions taken by employee that is not visible by the customer.  Support Processes are all non-contact processes that needs to be done in order to deliver the service. Physical Evidence Customer Actions Backstage Support Processes Onstage Create banner Information Contacting Booking & Payment Confirm Bus Number Baggage Board Relati ves and fr iends Phone call Come to ti ck et booth Cash Bank transfer Banner Ticket buying formManifest Transfer proof Ticket Bus ManifestManifest Banner Receive cash money and give back change Receive transfer proof Write bus number on ticket Help store luggage inside bus Check ticket(s) Receive Ticket Ticket Record booking on manifest Write and give ticket Bank transfer system Confirm availability and price Confirm payment Copy manifest to give to bus driver Checking available balance with order Insert order to excel file Ticket Manifest Bus Ticket booth Ticket booth Ticket booth ATM Manifest Assign bus that will go Record on manifest F1 F2 F3 F4 F5 Figure 3-2 Bintang Prima's Initial Service Blueprint Larger picture of this service blueprint is available at the appendix B. In this existing Bintang Prima’s service blueprint, there are five fail points as follows: 1) Fail Point 1 (F1) is showing missed opportunities in the process of contacting. In this process, only by coming to the booth or calling the company can a customer find out information about the bus. Missed opportunity to exploit other means of finding information is noted. Also there are possibility of error that occur due to unclearly delivered message delivered to the costumer. 2) Fail Point 2 (F2) is showing opportunities for system breakdown in the process of booking and payment. Unorganized queuing system cause havoc at the front booth. 3) Fail Point 3 (F3) is showing opportunities for system breakdown and missed opportunities in the process of bus number confirmation. Unclearly delivered message 22 result to costumer come again and again to ask for the bus number when it is not yet assigned. There are also those that did not know that they need to come to report for bus number. 4) Fail Point 4 (F4) is showing missed opportunity in the process of administration. Manual labor is done when, by implementation of information technology, a more efficient way that result in the same, if not better, result can be achieved. 5) Fail Point 5 (F5) is showing opportunities for system breakdown in the process of boarding. As there are only announcement through a yelling driver’s assistant, there are people who are already in the terminal yet have not board to the bus because they didn’t hear the announcement. The several fail point in the blueprint shows that there are several faults or missed opportunity that create an ineffective process. This is the possible cause of the overworked and can be improved. After analyzing the initial blueprint, the next step is to analyze the questionnaire results. The data gathered from survey is used to create SERVQUAL Analysis. A format of the questionnaire can be found in the appendix. Below is the results of the gathered survey. Table 3-1 SERVQUAL Analysis Item no. Item Average Perception- Expectation Dimension Dimension Average SERVQUAL Score Perception Expectation Perception Expectation 1 5.4 6.2 -0.8 Reliability 5.5 6.2 -0.7 2 5.4 6.1 -0.7 3 5.6 6.2 -0.6 4 5.6 6.4 -0.8 Assurance 5.5 6.4 -0.9 5 5.4 6.4 -1.0 6 4.8 5.8 -1.0 Tangibles 4.8 6.1 -1.3 7 5.2 5.9 -0.7 8 5.0 6.3 -1.3 9 5.3 6.4 -1.1 10 4.2 6.0 -1.8 11 4.5 6.1 -1.6 12 4.7 6.0 -1.3 Empathy 4.7 6.0 -1.3 13 4.8 6.1 -1.3 14 5.3 6.2 -0.8 Responsiveness 5.3 6.1 -0.8 15 5.3 6.1 -0.8 16 5.3 6.1 -0.8 23 From the above table, then scatter plot diagram is used to identify the customer’s perception. The figure is described in the following. Figure 3-3 Scatter Plot Diagram of SERVQUAL Analysis All of the perception of the customers are below of their expectations. The worst part is on the tangibles followed by empathy, assurance, responsiveness and reliability. On the scatter plot diagram there are four quadrants. The first quadrant shows high perception and high expectation, the second quadrant shows high perception but low expectation, the third quadrant shows low perception and low expectation, and the fourth quadrant shows low perception but high expectation. The dots all lay on the first quadrant which means it has high perception and expectation, but it all lays on the top of the normal line which shows that the customer’s expectation are not met with the perception they get. The desired outcome would be for the dots to fall on the line or under it. Mostly the problem is on the cleanliness of the terminal building. The overall gap of the score between perception and expectation is -1.2. 3.3.2 SD Thinking: Fishbone analysis Data gathered would also be used to create a fishbone diagram, also known as cause-and-effect diagram. The effect, the ineffectiveness of the process, is used as the “head” of the diagram where the cause category would follows as the “bone” that is attached to the main “backbone”. The causes would be “bones” attached to the respective category “bones”. If sub-cause is still available then there will be “bones” coming out from the cause “bones”. 1.0 2.0 3.0 4.0 5.0 6.0 7.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 Perception Expectation Reliability Assurance Tangibles Empathy Responsiveness Normal Line 24 Data gathered for this analysis is derived from observation and interview with the owner of the business. Below is the fishbone diagram of the cause of ineffective process in the company. Table 3-2 Interview Transcript Interviewee : Hanna Wijaya Interview settings : Conducted in the back office of Bintang Prima station at 08.00 P.M. on May 31, 2015 Question Response Is there any problem in this business that you have not been able to solve until this point. Yes, there is. The problem is that we had to work a long hour, sometimes until 02.00 A.M. What are you doing that requires you to work that late. After all of the busses went away, we would insert all of the today's sales into a spreadsheet file and check if the cash balance match the report. The busses will go at the latest of 11.00 P.M.. Not to mention that we need to wait for the report and money from other branches that usually arrives in the middle of the night. So, is it safe to say that you have an ineffective process design that cause you to be overworked.