TA DIGITAL
Implementasi world class service pada PT. PLN (Persero) distribusi Jateng dan D.I. Yogyakarta
Object of this research is PT. PLN (Persero) Semarang Area at Jl. Pemuda-Semarang. Sample of this research is the customer and task force of implementing world class service program in the PT. PLN. (Persero) Semarang Area. The type of data analyzed in the form of secondary data and primary data. Method of collecting data are observation and dissemination questionaire. Data was processed by descriptive analysis and independent sample t-test. Program world class service (WCS) PT. PLN (Persero) Semarang Area has been declared since 2010. Implementation of WCS program is suitable between planning and realization,. It can be viewed from the physical and non physical condition. The success are expressed in terms of support for the implementation of information systems, metamorphose of physical condition, support the renewal of front-liner performance, performance improvement of human resources (HR), and increased concern for the environment. To encourage employees to always perform the best service (WCS), PT. PLN (Persero) Semarang Area built a spirit every morning, which is "personal tough, steel-minded, no complaining, no surrender, no sign could complain, work is your breath, it was always grateful." Companies that implement world class service should be able to do seven key success of the company, namely reduced lead times, speed time-to-market, cut operations costs, exceed customer expectations, manage the global enterprise, streamlined processes outsourcing, and the improved business performance visibility. Perception of respondents, customers and task force, to the implementation of the WCS program in general they agreed that the implementation of the program is successful. There is a customer perception that states they have not agreed with the successful implementation of the WCS is the factor Reduce lead times. The analysis of different test average shows that six of the seven critical success factors WCS program did not differ significantly between the perceptions of taskforce and customer’s perceptions. One factor that differed significantly was cut operations costs.
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