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All Journal Jurnal Sistem Informasi dan Informatika (SIMIKA) Journal of Emerging Information Systems and Business Intelligence (JEISBI)
Raulia Riski
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Computer Science & IT Control & Systems Engineering Decision Sciences, Operations Research & Management Languange, Linguistic, Communication & Media Library & Information Science

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ANALISIS EFISIENSI PADA PELAYANAN PENGEMBANGAN KOMPETENSI MENGGUNAKAN METODE BUSINESS PROCESS IMPROVEMENT (STUDI KASUS: BKPSDM PROVINSI BALI) Amar Ma'ruf; Raulia Riski; Hawwin Mardhiana
Jurnal Sistem Informasi dan Informatika (Simika) Vol. 7 No. 2 (2024): Jurnal Sistem Informasi dan Informatika (Simika)
Publisher : Program Studi Sistem Informasi, Universitas Banten Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47080/simika.v7i2.3365

Abstract

Human Resources (HR) play a crucial role in service delivery. Improving HR quality builds public trust in the government, making HR a critical factor in an organization's success. Kerti Bali Sejahtera Corporate University (KBS CorpU) is a system currently being developed by the BKPSDM Bali Team to enhance the Professional Index (PI) and Competency of Civil Servants (ASN) and Non-Civil Servants (Non-ASN) in Bali Province. This application is targeted to be operational in 2024 to demonstrate its effectiveness in enhancing Civil Servant competency. However, there is currently no efficiency data on the Competency Development (CD) process to review the performance of PI and ASN competencies, which contradicts Article 55 of Law No. 5 of 2014. This study aims to simplify the current business process (as-is) and improve the recommended business process (to-be) to analyze the efficiency of the to-be CD process, determining the readiness and success of this application in improving ASN performance in Bali. The Business Process Improvement (BPI) method is used to identify time analysis on the as-is and to-be CD processes through value chain analysis, process decomposition, and PICK chart. Time efficiency is calculated using the Efficiency Improvement Value (NPE) formula. The results show that the to-be CD process provides time efficiency with a business strategy improvement of 52.13%, activity reduction of 45%, and document reduction of 100%. This proves the readiness and success of the KBS CorpU application in the coming year, enabling it to improve the PI and competency of ASN/Non-ASN in Bali Province, in accordance with Law No. 5 of 2014 concerning Civil Servants.
PERENCANAAN ARSITEKTUR VISI DI RUMAH SAKIT TNI AU SOEMITRO MENGGUNAKAN PENDEKATAN TOGAF ADM 9.2 Birgita Yolanda Hermawan; Riza Akhsani Prayoga; Raulia Riski
Jurnal Sistem Informasi dan Informatika (Simika) Vol. 7 No. 2 (2024): Jurnal Sistem Informasi dan Informatika (Simika)
Publisher : Program Studi Sistem Informasi, Universitas Banten Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47080/simika.v7i2.3375

Abstract

The development of information technology (IT) has brought significant changes in various industries, including the health sector. This research focuses on architectural business planning at the Soemitro Air Force Hospital using the TOGAF ADM 9.2 approach. Even though this hospital has implemented an Electronic Medical Record (E-MR) system, various problems such as poor integration, data duplication, and input errors still hamper operational performance. The aim of this research is to develop a comprehensive architectural business to improve operational efficiency and quality of hospital services. This study begins with an evaluation of the hospital's business and strategic needs, followed by careful planning in accordance with the IS/IT strategy. The use of the TOGAF ADM framework was chosen because of its flexibility and opensource nature, which facilitates the development of an optimal organizational architecture. It is hoped that the research results will provide guidance for hospitals in integrating information technology with their business processes, increasing productivity and improving the quality of health services. Thus, this research not only contributes to information technology management in the health sector but also enriches understanding of the effective and efficient implementation of architecture vision in the hospital context. Implementing a proper IS/IT strategy is expected to align hospital IT needs with business process demands, reduce errors and data duplication, and increase patient satisfaction. This research underlines the importance of strategic planning in information vision development to achieve long-term organizational success.
Analysis of Business Process Improvement for Mutawwif and Tour Leader Training at Nikmatour Travel Using a Business Process Management Approach Irham Rusydiharjo; Zahwa Aisya Nabila; Aulia Rahman Ramadhan; Kemas Ibnu Sadid; Raulia Riski; Muhammad Brilliant Agung Wicaksono
Journal of Emerging Information Systems and Business Intelligence (JEISBI) Vol. 7 No. 3 (2026): Vol. 07 Issue 03
Publisher : Universitas Negeri Surabaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26740/jeisbi.v7i3.78331

Abstract

The Umrah travel industry in Indonesia continues to grow rapidly, driving the need for structured and efficient human resource training standards. However, the training process for Mutawwifs and Tour Leaders (TLs) at Nikmatour Travel is still conducted conventionally, with limited face-to-face sessions, unsystematic distribution of materials, and the absence of an automated evaluation mechanism, resulting in inefficiency and uneven competency among field staff. This study aims to analyze and redesign the Mutawwif and TL training business processes at Nikmatour Travel using a Business Process Management (BPM) lifecycle approach combined with Value-Added Analysis (VAA). Data was collected through observations and semi-structured interviews with management, instructors, and training participants at Nikmatour Travel. The as-is process was mapped using BPMN and analyzed with VAA. The analysis results showed that of the ten as-is activities, four were classified as Non-Value-Adding (NVA), five as Business Value-Adding (BVA), and one as Value-Adding (VA). The designed to-be process integrates an e-learning platform, automated notifications, digital evaluations, and real-time competency monitoring, and successfully eliminates all NVA activities.Quantitative estimates indicate a 44.3% reduction in total cycle time, from 18 hours to approximately 10 hours per training cycle, with an average BVA activity efficiency of 65%.
Co-Authors Amar Ma'ruf Aulia Rahman Ramadhan Birgita Yolanda Hermawan Hawwin Mardhiana Irham Rusydiharjo Kemas Ibnu Sadid Muhamad Brilliant Riza Akhsani Setyo Prayoga Zahwa Aisya Nabila