THE PROCESS TO DEFINE AND IMPROVE THE

COMPETITIVE ADVANTAGE VALUE BY USING DMADV

APPROACH AT PT TELKOM INDONESIA, Tbk.

UNDER GRADUATE FINAL YEAR PROJECT

MUHTIA LUCHFI

2019370021

INDUSTRIAL ENGINEERING
FACULTY OF ENGINEERING AND TECHNOLOGY
SAMPOERNA UNIVERSITY
JAKARTA
2021

i
 THE PROCESS TO DEFINE AND IMPROVE THE

COMPETITIVE ADVANTAGE VALUE BY USING DMADV

APPROACH AT PT TELKOM INDONESIA, Tbk.

UNDER GRADUATE FINAL YEAR PROJECT

MUHTIA LUCHFI

2019370021

Supervisor:

Sri Susilawati Islam, M.T.

Date: April 2 2021

EXAMINER BOARD APPROVAL

ii
 Name of Student : Muhtia Luchfi

Student ID Number : 2019370021

Study Program : Industrial Engineering

Faculty : Engineering and Technology

Final Year Project Title : The process to Define and improve the Competitive
Advantage Value by using DMADV
Approach at PT Telkom Indonesia, Tbk.

Has been successfully defended in front of the Board of Examiners in partial fulfillment of
the requirement for Bachelor Degree of Engineering, Faculty of Engineering and
Technology, in Jakarta April 2, 2021

BOARD OF EXAMINERS:

Examiner 1:

Tika Endah Lestari, M.Si

Examiner 2:

Sri Susilawati Islam, M.T.

iii
 DECLARATION OF ORIGINALITY

The undersigned below:

Name: Muhtia Luchfi

Student ID Number: 2019370021

I, Muhtia Luchfi (2019370021), honestly acknowledge that the Final Year Project is a
work of its own with my Supervisor's guidance that does not plagiarize from any
sources. I acknowledge the submission entitled “The Process to Define and Improve
the Competitive Advantage Value by Using DMADV Approach at PT Telkom
Indonesia, Tbk.” I also honestly admit that it contains no materials from previously
published or written by another person, education institution, except the
acknowledgment made in Final Year Project in Sampoerna University. Any
contribution made to the research by others is explicitly acknowledged in the Final
Year Project.

Thus, I make this statement with the truth.

Jakarta, 2nd of April 2021

Acknowledge by:

Muhtia Luchfi

2019370021

iv
 EXCLUSIVE RIGHT STATEMENT

I, Muhtia Luchfi, at this moment grant to our school, Sampoerna University, the
nonexclusive to archive, reproduce and distribute my Final Year Project entitled entitled
“The Process to Define and Improve the Competitive Advantage Value by Using
DMADV Approach at PT Telkom Indonesia, Tbk.” in whole or in parts, whether in
printed or electronic formats.

I acknowledge that I retain my Final Year Project's exclusive right by using all or parts
of it in future work or output, such as articles, books, software, and information system.

Jakarta, 2nd of April 2021

Muhtia Luchfi

2019370021

v
 PREFACE

I can say making Final Year Project is not easy as I think. It is full of tears and struggles
until I can finish this project. Thanks to Allah, the Lord of the world, because of His grace
blessing that makes me can complete this Final Year Project as the requirement to complete
my Bachelor Degree at Sampoerna University.

First, I would like to thank my advisor, Ms. Sri Susilawati Islam for her endless support,
sharing knowledge, and always giving me suggestions for my better FYP improvement.
She always welcomes me if I have problem with my FYP works or stuck with something
that I do not know how to solve. Her guidance is very helping me to find the solution. It
makes me grateful because I have Ms. Uci that always holds my hand together to finish
this FYP.

I also want to thank all member Faculty of Engineering and Technology, especially the
Industrial Engineering family. Thank you for the support, the suggestion or
recommendation, hard work, and everything. My sincere thank also to the Dean of Faculty
of Engineering and Technology, Mr. Surya D. Liman and the Head of Industrial
Engineering Major, Ms. Tika Endah Lestari.

For PT Telkom Indonesia, Tbk, I thank you for giving me the chance to do my Final Year
Project. I would especially like to thank Mr. Hari Purwanto as the General Manager, Ms.
Ledi Caroline as the War room division manager, and Ms. Cimang for the support,
knowledge, and valuable experience.

I want to thank my beloved donor that always supports in terms of financial matter. Because
of this opportunity, I can experience an unforgettable experience as a graduate student from
Sampoerna University. I would like to thank my family, my parents Mr. Ali Gaga and Ms.
Nurbaiti, and my siblings Nuraili Utami, Inda Dzil Arsy, and Muhammad Al-Fauzan for
their support, prayers and motivation.

The last is I want to thank my friends who always support, give suggestions, and always
hold my hand to reach the togetherness of success. I hope I can repay all of your kindness
later. Love you all.

vi
 ABSTRACT

The Process to Define and Improve the Competitive Advantage Value by Using
DMADV Approach at PT Telkom Indonesia, Tbk.

Muhtia Luchfi

2019370021

Industrial Engineering Study Program

Year by year, the competition among companies in every sector industry has increased
rapidly. It makes the company should make any improvement to compete with other
competitors, even win the competition. One important thing that company should have in
their brand is Competitive Advantage Values (CAV) to win the sector industry. CAV is
one of the big deals to make the customer know about the superior value that Indihome
has. To find the CAV, the researcher implements the DMADV process. This DMADV tool
brings the result. There are several CAVs of Indihome, but the robust one is the expansion
of fiber optic through Indonesia. However, several CAVs need to be integrated to increase
customer satisfaction and enhance the company's ability. To integrate it, the best process
is by using Scrum Process.

Keywords: Competitive Advantage Value, DMADV, Indihome, PT Telkom Indonesia.

vii
Table of Contents

CHAPTER I .............................................................................................................................. 1
INTRODUCTION .................................................................................................................... 1
1.1 Background of the Study ............................................................................................... 1
1.2 Research Question ......................................................................................................... 5
1.3 The objective of the Study ............................................................................................. 6
1.4 Scope of the Study .......................................................................................................... 6
1.5 Significance of the Study ............................................................................................... 6
1.6 Limitations of the Study ................................................................................................ 8
1.7 Organization of the FYP Report................................................................................... 8
LITERATURE REVIEW ...................................................................................................... 10
2.1 Competitive Advantage Value (CAV)......................................................................... 10
2.2 Strategic Initiatives ...................................................................................................... 11
2.3 DMADV Approach....................................................................................................... 13
2.3.1 Define ............................................................................................................................ 14
2.4 Measure......................................................................................................................... 15
2.4.1 Pareto Chart ................................................................................................................ 15
2.4.2 Kano Model Diagram ................................................................................................. 16
2.4.3 Blauth Formula ........................................................................................................... 18
2.4.4 Worst – Better Formula ............................................................................................. 19
2.4.5 DulMuchel’s Formula ................................................................................................. 19
2.5 Analyze Phase ............................................................................................................... 20
2.5.1 Group Brainstorming .......................................................................................... 20
2.5.2 Six Thinking Hats ................................................................................................ 20
2.5.3 SWOT Analysis .................................................................................................... 22
2.6 Design ............................................................................................................................ 23
2.6.1 Process Mapping .................................................................................................. 23
2.5 Verify................................................................................................................................... 23
CHAPTER III ......................................................................................................................... 25

viii
 RESEARCH METHODOLOGY .......................................................................................... 25
3.1 State of the Art ................................................................................................................... 25
3.2 Reference Model................................................................................................................. 25
3.2.1 K. Srinivas Y. Shivraj Narayan (2011) ..................................................................... 25
3.2.2 Na Li, Chad Laux & Jiju Antony (2018) .................................................................. 26
3.2.3 K Selvi, Rana Majumdar (2014) ................................................................................ 26
3.3 Subscription Model ............................................................................................................ 32
3.4 Development Model Phases ............................................................................................... 34
3.5 Research Flow Chart ......................................................................................................... 36
3.5.1 Literature Study .......................................................................................................... 37
3.5.2 Problem Definition ...................................................................................................... 38
3.5.3 Research Objectives .................................................................................................... 38
3.5.4 Sampling Design .......................................................................................................... 38
3.5.5 Data Collection Procedure ......................................................................................... 40
3.5.6 Data Analysis ............................................................................................................... 42
3.5.7 Solution ........................................................................................................................ 45
3.5.8 Conclusion and Suggestion......................................................................................... 45
CHAPTER IV ......................................................................................................................... 46
4.1 General Description of the Company ............................................................................... 46
4.1.2 Duties and Responsibilities of the War Room Division ........................................... 51
4.2 Data Processes .................................................................................................................... 53
4.3 Data Analysis ...................................................................................................................... 54
4.3.1 Define ........................................................................................................................... 54
4.3.2 Measure Phase ............................................................................................................. 68
4.3.3 Analyze ......................................................................................................................... 76
4.3.4 Design ........................................................................................................................... 90
4.3.5 Verify............................................................................................................................ 94
CHAPTER 5 ............................................................................................................................ 96
5.1 Conclusion .................................................................................................................... 96
5.2 Suggestion or Recommendation ................................................................................. 97
5.2.1 Suggestion for PT Telkom Indonesia, Tbk ........................................................ 98

ix
 5.2.2 Suggestion for the Further Research ........................................................................ 98
Appendix 1. Voice of Customer Questions ......................................................................... 103
Appendix 2. R – Table .......................................................................................................... 109
Appendix 3. Result of Validity Test (correlation of each feature) .................................... 110
Appendix 4 Result of Reliability Test ................................................................................. 117
Appendix 5. Scoring Functional and Dysfunctional Questions ........................................ 119
Appendix A ............................................................................................................................ 120
Appendix B ............................................................................................................................ 121

x
List of Figures

Figure 1.1 Installation of Indihome Statistics within 4 years (PT Telkom, 2020)……………....4

Figure 2.4.2.1 Kano Model (Gitlow, 1991; Kano and Takakashi, 1979)……………………….16

Figure 2.4.2.2 Functional and Dysfunctional Matrix………………………………….………...18

Figure 2.5.3 SWOT Analysis Model (Chen et al. 2014; Chermack and Bernadette, 2007)….....22

Figure 3.3 Development Model Chart………………………………………………………......32

Figure 3.3 Development Model Chart ……………………………………………………….....36

Figure 3.5 Research Flowchart.....................................................................................................37

Figure 3.5.6 Data Analysis Chart…………………………………………………………….....42

Figure 4.1.1 Organization Hierarchical Structure of PT Telkom Indonesia Region 1………... .51

Figure 4.1 2 Scope of Work War Room Division........................................................................53

Figure 4.3.1.2 Formulated CTQ Tree...........................................................................................59

Figure 4.3.1.5.4 Result of Normality Test...................................................................................68

Figure 4.3.2.1.2 Pareto Chart of Customer Needs……………………………………………...70

Figure 4.3.2.2.3 Kano Diagram Original Size……………………………………………...…..74

Figure 4.3.2.2.4 Kano Diagram Original Size……………………………………………….....74

Figure 4.3.4.1 Scrum Process Mapping………………………………………………………...93

xi
List of Tables

Table 3.2.4 Summary of Reference Model……………………………………………………….29

Table 4.3.1.3 Competitors Profile Description...............................................................................60

Table 4.3.1.4 Descriptions of Indihome Features that Need Improvement...................................62

Table 4.3.1.5.1 Validity Test..........................................................................................................64

Table 4.3.1.5.2 Result of Reliability Test.......................................................................................66

Table 4.3.1.5.3 Reliability Test.......................................................................................................67

Table 4.3.2.1.1 the detail of Customer need based on Strategic Initiatives Factors.......................69

Table 4.3.2.2.2 Kano Evaluation Analysis……………………………………………………….72

Table 4.3.3.2.1 Checklist Table for SWOT Internal Factors..........................................................81

Table 4.3.3.2.2 Checklist Table for SWOT External Factors........................................................ 83

Table 4.3.3.2.3 the two-by-two SWOT Matrix..............................................................................85

Table 4.3.3.3. The scoring of Six Thinking Hats...........................................................................90

xii
List of Equations

Equation 3.5.4…………………………………………………………………………………….39

xiii
 CHAPTER I

INTRODUCTION

1.1 Background of the Study

Industry 4.0 brings a very rapid development in every sector. The example is from human

civilization in terms of using technology. The industrial sector continues to experience a

rapid movement starting from how to make a process using mechanization until the Internet

of Things (IoT) can facilitate everything. This proves that humans try to look for another

solution and innovation to make a job more manageable. The more advanced innovation is

made, the easier and more straightforward the task to do. Therefore, all industry fields are

competing in terms of creating innovations such as an industrial field in machines, tools,

vehicles, food, etc. According to Buddel Meyer et al. (2009), company innovations

positively correlate with company survival. The more company make innovation, the

higher the probability company will survive. Many companies aggressively intend to create

new products or innovations to maintain their existing position in the industrial field and

dominate the market nationally or internationally by always fulfilling the customer’s needs

and satisfaction.

Zou et al. (2016) stated that technological innovation in the product life cycle is a dynamic

model. He revealed that innovation affected the product life cycle. Innovation can include

modification, refinement, simplification, consolidation and improvement of existing

1
products, processes, services, and production and distribution (Chesbrough, 2013). As in a

product life cycle, if a company does not do "product extension/innovation stage", it is

likely that the company cannot survive to meet market needs and demands. Product

extension is like when the company make innovation and breakthrough for their product.

The breakthrough of innovation will build business continuity (Brem, Maier &

Wimschneider, 2016). If the company will not make any innovation or improvement, it

impacts that product demand will decrease, which will enter the "decline" stage in the

product life cycle.

According to the Business News Survey (2020), 52% of surveyed business leaders and

professionals admit that their organizations do not know their customers well. Most

companies only focus on expanding the marketing area but ignore retaining existing

customers. This makes existing customers do not get an impression of the company.

Therefore, aside from expanding the marketing area, it would be better for a company to

pay attention to the innovation that follows the market demand and needs. Market demands

and needs are known in many ways. For example are the market surveys, interviews,

forecasting, and assessing competition among competitors. It concludes that a company

will continue to exist if the company can adapt to all conditions that occur in society.

It is not easy for a company to adapt and follow the developing technological condition,

which moves rapidly. For that, in terms of making decisions to remain existing, a company

must know many aspects. The decision-making that a company produces must be

2
considering many aspects. The aspects ascertain the decision's needs, establish decision

criteria, allocate weight of criteria, and develop alternatives (Robbins, 1982). Therefore,

information or data has a crucial significant role in decision-making to find the best

solutions. The success or failure will be carried out depending on how the company can

manage data well (Andreas et al., 2020).

IoT is the era when technology increase sophisticatedly. The internet is a necessity for

everyone nowadays. Not surprisingly, many companies engaging as either Internet Service

Providers (ISPs) or NAP (Network Access Provider) are competing to keep adjusting to

the current technological advancements. Like PT Telkom Indonesia Tbk. Witel (Wilayah

Telekomunikasi) South Sumatra must always know and follow the flow of technological

movements. Making many innovations, learning fundamental strategies, and improving

systems are several examples of efforts to compete with each other (Fujimoto T., &

Shiozawa, 2012).

For now, PT Telkom Indonesia Witel South Sumatera does not have a prominent value as

a form of differentiation between Indihome and other internet service providers. This is the

factor why some people are not sure about using Indihome products. Additionally,

sometimes bad news about the quality of the Indihome spreads to social media. Therefore,

it will make customers tend to uninstall the use of Indihome. The decreasing amount of

customers will affect the share of Telkom Indonesia (TLKM) in the future. The following

is data regarding the uninstallation and installation of Indihome in the South Sumatra area:

3
 Figure 1.1 Installation of Indihome Statistics within four years (PT Telkom, 2020)

Figure 1.1 shows the statistical comparison between the installation (blue) and

uninstallation (orange) Indihome in South Sumatera Area from 2017 until 2020 and noted

that this statistic is only the approximation or estimation. The scale of the data is in

percentage. Based on figure 1.1 in the range of 1st – 3rd trimester in 2020, the amount of

installation toward Indihome product tends to decline compared to a couple of previous

years. Besides, starting from the 4th trimester in 2018, October, the uninstallation of

Indihome products tends to be increased. It implies that there is something wrong with the

performance of PT Telkom Indonesia, Tbk. Witel South Sumatera for the last three

trimesters, both installation and uninstallation data. A company needs to analyze the

problem that occurs earlier. There are many ways to find the root problems and solve them.

One thing that can be used to solve this concern is by using optimization in the performance

of Indihome. Performance has a strong relationship with quality and strategy (Prajogo &

4
Sohal, 2016). High product quality can be reached if the company can manage the strategy

well in an appropriate condition, the helpful strategy to engage the customer. A company

that has high pay attention to the customer needs and follows the development technology

will be easier to survive in the market industry.

Therefore, all internal stakeholders in a company need to know about Competitive

Advantage Values that belong to the company. The abbreviation of Competitive Advantage

Value is CAV. Suppose employees understand the importance of having a CAV and focus

on increasing the value that exists in CAV, then the company will become more

manageable to maintain the stability of Indihome and engage people why they should

choose Indihome over others.

The DMADV method is a tool to find a "process" in determining CAV and its solution for

Indihome products. DMADV is an abbreviation from Define, Measure, Analyze, Design,

and Verify. It is one of Six Sigma methods. The process was chosen because it can be used

again in the future. So that if there is a shift in the market demand in the next 20 - 50 years,

the stakeholders of a company can precisely find another CAV following customer

expectations and market demand. This can make stakeholders better prepared for any

changes in the future.

1.2 Research Question

As the researcher observed in PT Telkom Indonesia, the question from this research is:

“What are the Competitive Advantage Values (CAV) of Indihome and how to improve

those values to compete with other competitors?”

5
1.3 The objective of the Study

As the researcher observed in PT Telkom Indonesia, the aims of this research are:

a) This research aims to find the process by which can be used in defining the

Competitive Advantage Value (CAV) that distinguishes Indihome from other brands.

b) Solve and integrate the Competitive Advantage Value to suit the customer needs and

exist in the market.

1.4 Scope of the Study

The scope of this study has a relation to the performance of the company for fulfilling

customer needs. This research's performance has a strong correlation with the Competitive

Advantage Values (CAV) of the company itself. The researcher will focus on finding the

CAV process and integrating CAV as the values that differentiate between Indihome and

other brands due to existing in the marketplace. The researcher will have two main basics

in solving the problem: six sigma and Supply Chain Management. Six sigma is about how

the company can improve the quality of the Indihome itself. For Supply Chain

Management, the researcher sorted it into Strategy initiatives: Competing on Quality. Both

of the basics are essential considerations used by the researcher to enhance PT Telkom

Indonesia's performance, especially in Indihome products.

1.5 Significance of the Study

As in the early mention before, this research aims to find the process that the company can

be used the CAV and integrate it due to satisfy the customer’s expectations/needs.

Therefore, here are the lists of the benefits for the company:

6
For PT Telkom Indonesia, Tbk. Witel South Sumatera:

a) The company will know the process of defining the CAV and integrate it.

b) The company will have different views in managing the customer’s needs by using

Industrial Engineering approaches.

For Sampoerna University:

a) Make a good image of the campus name through actions done by the researcher.

b) Can establish cooperation between PT Telkom Indonesia Witel South Sumatra with

Sampoerna University.

c) To introduce the Department of Industrial Engineering, Faculty of Engineering and

Technology from Sampoerna University well known to the public.

d) Get feedback in the form of input to perfect the higher education curriculum that suits

the workplace to produce competent and skilled human resources.

For student/researcher:

a) Provide opportunities for students to see firsthand, gain work experience, work

atmosphere, and interact with other workers.

b) Students can observe, analyze, and recognize problems encountered in the company

to be intuitive if students meet with the same case in the workplace.

c) Students can observe, analyze, and recognize problems encountered in the company

so that the experience can be intuitive if students meet with the same case when they

are in the real job application.

7
1.6 Limitations of the Study

The data used by the researcher to implement DMADV is from the South Sumatra region.

The outcomes will not apply to the area outside of South Sumatra. There are about 12

divisions in PT Telkom Indonesia, but the researcher only focuses on the observation with

three divisions: Customer Service, War Room, and Customer Care. The research result

might not cover the whole of the problems since the researcher only observed and focused

on several points of view, such as from customers and those three divisions. The range of

time or duration for this research only from August 2020 – May 2021. Because of the

limitation of time, the researcher is only focused with the process to define the Competitive

Advantage Values that Indihome will has later and focus on defining the process to optimize

or integrate the CAVs values only. In addition, the researcher not used all data in PT Telkom

Indonesia, since most of the data are private. Therefore, the result might not be accurate

enough.

1.7 Organization of the FYP Report

The organization of this Final Tear project will be consists of five chapters that explained

below:

Chapter 1: Introduction

In this chapter, the delivered writing is the study of the background, objectives of the study

and research questions, the study's scope, the significance of the study, limitation, and the

structure of the final year project report.

8
Chapter 2: Literature Review

This chapter gives brief theories behind the study that can support this final year project's

writing process. This literature review can say as the insight of the researcher.

Chapter 3: Research Methodology

This chapter explains which method will be applied by the researcher in conducting the

study, starting from the data collection, data processing in analysis, and the company

problem's solution.

Chapter 4: Result and Analysis

This chapter contains the result or outcome of the research according to the methodology.

Therefore, the company will get the process used to define and integrate the Competitive

Advantage Value of Indihome, which is in line with the customer’s need/expectation.

Chapter 5: Conclusion

This chapter will conclude all of the findings by the researcher that already discussed in the

previous chapters. This chapter will consist of a conclusion and suggestions for further

improvement.

9
 CHAPTER II

LITERATURE REVIEW

2.1 Competitive Advantage Value (CAV)

Michael Porter (1985) and Awwad (2013) stated that competitive advantage is the ability

obtained through and the company's resources to achieve higher performance than other

companies in the same industry or marketplace. A company needs to know the ability,

strength, and Competitive Advantage Value (CAV) to get the first position on the market.

After Porter developed this concept, competition among the same industry companies

began to increase and took place for this. Competitive advantage comes from the company's

ability to utilize its internal strengths to respond the external environmental opportunities

while avoiding external threats and internal weaknesses (Mooney, 2017).

Competitive advantage is a dynamic process seen as a result and seen from the process of

how a company achieves it. This is because the competitive advantage comes from the

company's many activities or efforts in designing, producing, marketing, delivering, and

supporting its products. From the definition above, a competitive advantage is a condition-

owned by a company that exceeds its competitors' advantages. Therefore, if a company

wants to be advance, the company must have an advantage in the Competitive Advantage

Value. Therefore, that CAV becomes a differentiator of excellence from one company to

another. In simple words, a company has unique values that other companies do not own.

10
It means that the company's competitiveness comes from the company's ability to continue

to be integrated by internal resources such as leadership support, financial strength, internal

motivation to develop strength, commitment, strategy, and create innovation continuously.

2.2 Strategic Initiatives

According to Lmac (2017), the strategy is the creation of a unique business model that

harnesses the positive advantage, allowing the internal stakeholder to fulfill their purpose.

In other words, a strategy is a tool used by a company to achieve its predetermined goals.

To achieving success, a company must have careful planning. This planning is usually

called a strategy. Based on Nahmias and Olsen (2015) survey of 217 industry participants,

the following factors were deemed the most important for gaining a competitive edge in

the coming years. They are listed in the order of importance: conformance quality, on-time

delivery performance, quality, product flexibility, after-sale service, price, broad-line

(features), distribution, volume flexibility, and promotion. For further description on each

of competitive edge explained below:

1) Conformance quality

Conformance is the conformity of product performance and quality to the desired

standard. In reality, every product has a predetermined standard or specification.

2) On-time delivery performance

On-time delivery performance is an aspect of strategic initiatives that look from the

perspective of time. For example, the repair time for Indihome devices when there

is a problem (whether the technician team is fast in responding to it or not), delivery

11
 time or installation work on Indihome products to customers' house, and all aspects

related to time will be going into this category.

3) Quality

Quality has similarities with the category of conformance quality. The quality

category is all things related to the performance of Indihome products.

4) Product flexibility

Product flexibility is defined as the amount of responsiveness (or adaptability) for

any future change in a product design, including new products and derivatives of

existing products.

5) Service and after-sale service

Service is something provided by the company to make customers feel comfortable

and helpful. Usually, service refers to employees who deal directly with customers.

The officers who deal directly with customers are sales and technicians.

Meanwhile, after-sale service is a service provided by the company to the customer

as long as they use the company's product. Usually, after-sales are in the form of

trouble fixing, etc.

6) Price

All aspects related to price will fall into this category—for example, product prices

and price comparisons with similar competitors.

12
 7) Broad-line (features)

Features are additional components of a product. The importance of a product

having a feature so that there are things that differentiate a product from another.

By having a feature, customers will feel happier when using the product.

8) Distribution

Distribution is a category related to the fiber optic network distribution area for the

South Sumatra area. In the context of Indihome products, distribution is a coverage

area. The larger the existing coverage area, the wider the distribution of these

products.

9) Volume flexibility

The ability to produce above/below the installed capacity for a product - under

endogenous pricing in a two-product setting.

10) Promotion and information

Promotion is related to promotions, discounts, or privileges obtained by someone

if that person uses a product from Indihome. Meanwhile, information is matters

relating to news or information submitted by the company to users or the public.

The better the company's information, the easier it will be for the people to

understand its goals and objectives.

2.3 DMADV Approach

DMADV is one of six sigma approaches that has aimed to increase the quality of the

performance. According to Byun (2012), The DMADV process and tools are used primarily

during the development and qualification process of designing a product. The DMADV is

13
an abbreviation from Define, Measure, Analyze, Design, and Validate. This approach will

use if there are any conditions like these:

1. When a non-existent product or process needs to be developed in a company;

2. When a process or product already exists but still needs to meet a Six Sigma level

of customer specification.

Between these two options, the researcher used this method based on the first point: there

is no existing process to be developed by a company. In this case, the researcher needs to

make the process to find CAV and solve it based on DMADV.

2.3.1 Define

Define is the first step from DMADV. According to Jack (2020), Define identifies the wants

and needs; it is the most important to customers. Wants and needs to be identified through

historical information, customer feedback, and other information sources. It means that

define includes all data that need to gather for the importance of the next steps.

2.3.1.1 Voice of Customer

According to Griffin et al. (1991), the Voice of Customer is what the customer needs and

wants based on the customer's perspectives. VOCs have a strong relationship to improve

the product’s quality. Even though the company's performance is good but not in line with

what the customer wants, it will make a company unable to improve in the future.

2.3.1.2 Statistical Packages and Software Services (SPSS)

To make the questions and data from the questionnaire in the Voice of Customer valid,

therefore the question needs to put in the validity test first. One of the tools to validate the

14
questionnaire is by using SPSS version 22.0. The tests are validity test, reliability test, and

normality test.

2.3.1.3 Critical to Quality Tree

CTQ is a translation in measuring a product's quality from the Voice of Customer (Adam

R, 2004). CTQ is a crucial measurable characteristic of a product or process that must reach

the standard or limit of specifications to satisfy customers' needs. With this CTQ, the

improvements will be in line with the customer's requirements (obtained from the Voice of

Customer). The level of customer satisfaction can be value-added when the company knows

the Critical Quality parameters. Therefore, CTQ is the main attribute of consumer needs

that has a direct effect on achieving quality.

2.4 Measure

According to Kuthe (2009), the measure phase of DMADV is dedicated to assembling a

data collection plan and executing it. The measure means the data will be measure into a

form that easy to analyze. The analyzed data will be helpful to generate the design of the

products or processes.

2.4.1 Pareto Chart

Based on Kenett (1991), Pareto chart analysis is a quality tool that aims to identify the major

causes of phenomena like failures, defects, delays, et cetera. In simple words, the Pareto

chart is a tool to define the priority of the causes. Vilfredo Pareto (1923), an Italian

economist, said that 20% of the population has 80% of the wealth. It means that 20% of the

causes result in 80% of the quality problems.

15
2.4.2 Kano Model Diagram

A Kano Model (Gitlow, 1999; Kano and Takahashi, 1979) is an instrument that collects

data concerning the wants and desires of regular users of a potential product, service,

process and leads to the classification of needs and wants into tactically essential categories.

Kano model is one of the best ways to identify and prioritize customer requirements,

product design and stand on how to position the product against the competitors. It also

helps in identifying the CTQs that go along with the product positioning.

Figure 2. 4.2.1 Kano Model (Gitlow, 1991; Kano and Takakashi, 1979)

In the Kano method, the categories of a feature divided into several categories:

1. Must-be or Basic needs or Threshold: customers are not satisfied if the

performance of the attributes concerned is low. Nevertheless, customer

16
 satisfaction will not increase far above neutral even though these attributes'

performance is high.

2. One-dimensional or performance needs or linear: the level of customer

satisfaction linearly relates to the performance of the attributes so that high-

performance attributes will result in high customer satisfaction.

3. Attractive or Excitement needs or delighters: the level of customer

satisfaction will increase very high with increasing attribute performance.

However, a decrease in attribute performance will not cause a reduction in the

level of satisfaction.

4. Reverse: if the level of customer satisfaction is inversely proportional to the

results of the attribute performance.

5. Questionable Result: If the level of customer satisfaction cannot be defined

(there is a contradiction in the customer's answer) or Indifferent if the level of

customer satisfaction does not affect the results of the attribute performance.

Tabulation of the survey table to determine each feature's category so that it will be

converted into a Kano Diagram. Therefore, the customer’s answer should be to follow the

tabulation of a survey that explained below:

17
 Figure 2. 4.2.2 Functional and Dysfunctional Matrix (Gitlow, 1999; Kano and Takahashi, 1979)

There are several considerations in using Kano Model:

2.4.3 Blauth Formula

The Blauth Formula will be explained below (Walden, 1993):

 If the amount of data is [one-dimensional + attractive + must-be] > the amount of

data [indifferent + reverse + questionable] then the category is chosen from the

maximum amount of data among the three categories [one-dimensional, attractive,

must-be].

 If the amount of data is [one-dimensional + attractive + must-be] < the amount of

data [indifferent + reverse + questionable] then the category is selected from the

maximum number among the three categories [indifferent, reverse, questionable.

18
2.4.4 Worst – Better Formula

The better and worst formula is reflected in the numerical terms, how customers'

satisfaction or dissatisfaction would change by the presence/absence of a feature (Mike

Timko, 1993). The formula to find the "better" and "worst" nominal will be shown below

in equation 2.1 until 2.2.

𝐴+𝑂
𝐵𝑒𝑡𝑡𝑒𝑟 =
𝐴+𝑂+𝑀+𝐼

𝑂+𝑀
𝑊𝑜𝑟𝑠𝑒 = −
𝐴+𝑂+𝑀+𝐼 Equation 2. 1

In equation 2.1, the value in the “worse” column has a sign (-) / negative. It does not mean

the value is bad, but a sign (-) shows the meaning of customer dissatisfaction if the feature

is missing. Total customer satisfaction is the sum of the “better” and “worst” values.

2.4.5 DulMuchel’s Formula

DulMuchel Formula is used to determine how to convert customer satisfaction levels from

qualitative data to qualitative data. There is a "functional & dysfunctional" scoring method

developed by DulMuchel (1991). Some of the advantages of using this method are

information that leads to higher variance in the data and equal weighting of all answers,

independently of how strong or weak they are. The data taken is the average of each feature.

To convert the customer questionnaire into a score, what needs to be done is as follows:

First, each answer option is translated to a numerical value within a potential

19
satisfaction scale, going from -2 to 4. The bigger the number, the more the answers reflect

how much the customers want the feature.

1. Functional: -2 (Dislike), -1 (Live with), 0 (Neutral), 2 (Must-be), 4 (Like);

2. Dysfunctional: -2 (Like), -1 (Must be), 0 (Neutral), 2 (Live with), 4 (Dislike)

2.5 Analyze Phase

The analyze phase incorporates steps such as benchmarking, brainstorming, and conceptual

designs. After these steps are complete, a trade-off analysis can be conduct as well as any

problem resolutions that apply to the design of the product (Hooks and Julian, 2013).

2.5.1 Group Brainstorming

According to Rawlinson (1977), brainstorming is a way to get many ideas from a group of

people quickly. In this case, the time given to people in expressing their ideas is only during

history lessons. This method has aimed to find several possible solutions for particular

problems.

2.5.2 Six Thinking Hats

Six Thinking Hats is one method for decision assessment that considers various factors

when assessing a product or solution (Edward De Bono, 1985). A color is assigned for each

element for each assessment. The team needs to determine the definition/product that each

color hat wears. The team will recognize all of the pros and cons of the product/solution

by doing this. Therefore, here are the different color hats that represent a different role in

this decision-making tool:

20
 White Hat

Information & Data: (White) – (Neutral). It has a role to evaluate the options from

the previous step, which is brainstorming according to the information given before.

 Red Hat

Emotions (Red) – (Feelings & Intuition). It has a role to evaluate based on the first

judgment/emotions towards the option without looking at the reasons and

justification. It means this is based on subjective perspectives.

 Black Hat

Discernment (Black) – (Pessimistic). It is the kind of person who conservative and

evaluates the solutions by seeing logic and reasons. This person will find Cautions,

Problem, Impact, and Faults. In conclusion, this kind of hat has deep thought about

the options.

 Yellow Hat

Optimistic Response (Yellow) – (Optimistic). This kind of role judges the option

based on the value and always thinks positively about each option.

 Green Hat

Creativity (Green) – (Creative Thinking). This is the role of an open-minded

perspective by evaluating the ideas with creativity, imagination, and a free mind.

This role can find alternatives possibilities for the options.

21
  Blue Hat

Process (Blue). This role evaluates based on process control and governed only

by metrics and process behavior.

2.5.3 SWOT Analysis

A SWOT analysis is a structured planning method used to evaluate the strengths,

weaknesses, opportunities, and threats involved in a project or a business venture (Chen et

al., 2014; Chermack and Bernadette, 2007). The analysis consists of several areas:

 Strengths characteristics of the business or project that give it an advantage over

others.

 Weaknesses characteristics that place the business or project at a disadvantage

relative to others.

 Opportunities elements that the project could exploit to its advantage.

 Threats elements in the environment could cause trouble for the business or project

(Nadine and Richter 2007; Terrados et al., 2007).

22
 Figure 2.5.3 SWOT Analysis Model (Chen et al. 2014; Chermack and Bernadette, 2007)

2.6 Design

The fourth phase in DMADV is design. The design phase is to explain more about the

details of the process or product that will become the solution. The design phase develops

a detailed design of the actual product, service, or process to be delivered. (J.A. Johnson et

al., 2006). Therefore, several methods can be us in this phase, such as:

2.6.1 Process Mapping

According to Bizzao (2002), process mapping consists of constructing the models that

show the relationship between the activities, people, data, and the object involved in

producing the specific output. In the simplest definition, process mapping is the method

used to explain each component or step in a particular system due to make the reader

understand and easier to digest the system in the process or product. So many process

mapping can interpret the process of a particular system, such as activity diagram and

sequence diagram and an activity diagram is a visual form of workflow or a system that

contains activities and actions, which can also include choices, repetitions, and

concurrency.

2.5 Verify

According to Johnson (2001), the Verify Phase's intent includes facilitating the buy-in of

process owners, designing a control and transition plan, and concluding the DMADV

project. This phase is the last phase which means, the step that will conclude whether the

23
design process or product can satisfy all the requirements and success to give better

performance or not.

24
 CHAPTER III

RESEARCH METHODOLOGY

3.1 State of the Art

State of the art intended to examine the prior studies conducted before, using a

notion that is compatible and in line with nearly the same as current studies. The purpose

State of the Art is to analyze the previous research and know-how far the researchers

examine the detailed research. In this research, the researcher tries to analyze the previous

studies related to the implementation of the DMADV approach, especially for the tools for

each DMADV phase used in the research.

3.2 Reference Model

The researcher will use the reference model to know the development of using DMADV.

Therefore, the reference models will be explained below:

3.2.1 K. Srinivas Y. Shivraj Narayan (2011)

Title: An Application of Six-Sigma DMADV Methodology to Improve Life of Belt for

Radiator Fan of 250 HP Engine in an Earth Moving Equipment

Researcher(s): K. Srinivas Y. Shivraj Narayan

Published Year: 2011

Description: This research has aims to maximize the life of the belt group by using the

DMADV approach. In the define, the researcher used Initial FMEA to determine the risk

occurrence and the belt's impact to transfer the power. The measure step uses the CTQ to

convert the data due to making the researcher easy in analyzing the data. The data

25
categorized into several levels. In the analyze phase, they used the cause and effect diagram

to find the critical causes and continue to make the Pugh Matrix. The design phase brought

the researcher to overcome the problem by providing two options using process mapping.

The last is to verify where the researcher uses the final FMEA to validate the newest design.

3.2.2 Na Li, Chad Laux & Jiju Antony (2018)

Title: Designing for Six Sigma in a Private Organization in China under TQM

implementation: A Case Study

Researcher(s): Na Li, Chad Laux & Jiju Antony

Published Year: 2018

Description: This research explains how to redesign the organizational culture under Total

Quality Management by using DMADV. In the define phase, the researchers tried to define

the project using several tools such as Gantt Chart, SIPOC, Project Charter and spread the

questionnaire for the employees. Then the data will be measure by using Process Capability

Analysis, MSA, and Pareto chart. For the analyze phase, the tools that have been used are

(Root causes identified) Central limit theorem, ANOVA analysis, Brain Storming, process

flow chart, Cause & Effect Diagram, and FMEA. Test for equal variances, multivariable

analysis, non-parametric testing, correlation analysis, regression analysis. For design, they

tried to provide several designs. The last is to verify, the survey to verify the new process.

3.2.3 K Selvi, Rana Majumdar (2014)

Title: Six Sigma- Overview of DMAIC and DMADV

Researcher(s): K Selvi, Rana Majumdar

Published Year: 2014

26
Description: This research tells about the use of DMADV to improve the quality of the

company. DMAIC is used when the process or product has been developed before and

needs to be improved, but DMADV is used when the product or process is non-exist before

that needs to be developed in a company. In this part, the researcher only focused on the

DMADV approach. This approach consists of five methods. For the define, they used the

Define-Similar approach. For the measure, they tend to use CTQ’s and Gage R&R. For the

analyze, they used Benchmarking, Quality of Deployment, and FMEA. For the design, they

used the process map and Design of the Experiment (DOE). In the last step, they explain

the tools that can be used are control charts, standards and procedures, and process stapling.

3.2.4 Patricia Long, Jamison Kovach, David Ding (2011)

Title: A design for Six Sigma case study: Creating an IT Change Management System for

a Mid-Size Accounting Firm

Researcher(s): Patricia Long, Jamison Kovach, David Ding

Published Year: 2011

Description: This research has aimed at the communication and awareness of system

changes within the IT division. DMADV used to design the process in reducing the

unplanned downtime and IT staff frustration in doing their jobs such as financial services,

bookkeeping, tax returns, and audit services. The defined phase shows the use of SIPOC

in determining the flow of work for IT. The measures show the usage of interviews and

surveys for finding the CTQ based on customer’s needs. In the analysis phase, the

researchers identified the IT change management system's specific requirement by using

the selection matrix to find the priority one. The fourth phase is about design. This part

27
focused on several alternative options and chose the best way by using a need-metric

matrix. The last is verify. This paper used the concept selection matrix and baseline and

verification measurement for design requirements.

28
 Table 3.2.4 Summary of Reference Model

Patricia Long,
K. Srinivas &
Na Li, Chad K Selvi, Rana Jamison
Y. Shivraj
Researchers Laux & Jiju Majumdar Kovach, Plan(2020/2021)
Narayan
Antony (2018) (2014) David Ding
(2011)
(2011)
Research objectives Improve Engines Performance √
Improve the Performance of
company organization √ √
Improve the quality of the
product/process √ √
Create Innovation √ √
Problem Solving Method Define Initial FMEA √
SIPOC √ √
Questionnaire √ √
Project Charter √
CTQ Matrix √
Gantt Chart √
Define-similar
approach √
Interview √
Measure CTQ Matrix √ √

29
The continuation from the previous table
Process Capability
Analysis √
MSA √
Pareto Chart √ √
Gage R&R √
Interview √
Survey √
Kano Diagram √
Analyze Fishbone √
Pugh Matrix √
ANOVA √
Central Limit
Theorem √
Brainstorming √ √
Process flow chart √ √
FMEA √ √
Benchmarking √
QFD √
selection matrix √
SWOT √
Six Hats Thinking √
Design Process Mapping √ √ √ √

30
The continuation from the previous table
Detailed of
Engineering √ √
Design of
Experiment √
need-metric matrix √
Verify Final FMEA √
Survey √
Control Chart √
Standard and
Procedures √
Process Stapling √
selection matrix √
Check sheet
Diagram
Research Object Product Machine √
Prototype √ √
Process Organizational √
effective process √ √
Management
System √ √

31
3.3 Subscription Model

The subscription model is a model developed from several previous research, such as from

K Srinivas & Y. Shivraj (2011), Na Li et al. (2018), K Selvi & M Rana (2014), and L

Patricia (2011). This development is focused on the tools of each DMADV phase that will

be used. This chart will explain the subscription model in detail.

External Internal

DMADV Approach

 CTQ Tree
 Strategic Initiatives
Define
Elements
 Validity on Questionnaire
Development
Measure
Part

 SWOT Analysis
Analyze
 Six Thinking Hats

Design

Verify

Competitive Advantage Value (CAV) and

Integration

Compete in Market place

Figure 3.3 Development Model Chart

From the framework (figure 3.3), the research focused on the implementation of DMADV

as the approach that will be useful to improve the Indihome Quality, especially finding the

process to identify the Competitive Advantage Values (CAV) and enhance the CAV itself.

Therefore, that Indihome can compete with others in the marketplace because of CAV that

32
they gain. This DMADV is not only looking for internal perspectives but also by using

external perspectives. The DMADV steps order is the same as the previous papers; it

contains Define, Measure, Analyze, Design, and Verify.

The differences are in the methods that the researcher used for each phase in the DMADV

approach. The Define phase will contain defining the project scope and collecting data. In

collecting data, the researcher develops the process from K Srinivas & Y. Shrivraj (2011)

to collect the data by using the questionnaire and interview to get CTQ and integrate it with

Strategic Initiatives Elements and Critical to Quality Tree. It will make the collected data

will be easier to be grouped based on each category need. Due to collect the data for CTQ,

the researcher will develop it from Na Li et al. l (2018) and K Selvi & M Rana (2014). The

researcher spread the questionnaire and verified the questionnaires' questions by using the

reliability test, normality test, and validity test. It has aimed to make whether the data will

become valid to use or not. Therefore, the researcher's data will be more confident to be

used and suitable for the research goals. In the Analyze Phase, the researcher is developing

the research from L Patricia (2011).

The researcher adding SWOT Analysis. For the decision, the researcher will use Six

Thinking hats as an additional tool. The researcher wants to shows if the design process or

product is not only seen by the performance of the process or product itself but also by the

relation between internal and external. In the previous papers, most of them only focused

on the internal aspects: the performances themselves. Here, the researcher will focus on the

relationship between internal and external aspects from the relation among each category

in SWOT, which are the relations among Strength, Weakness, Opportunity, and Threats.

33
3.4 Development Model Phases

In developing the model, the researcher will be the focus on each phase in the DMADV

approach. Therefore, the development phase will be divide into several phases explained

in the chart below:

Phase 1: Define Phase

Critical To Quality Data Collection: Questionnaire

Base Model: K Srinivas & Y Base Model : Na Li et all (2018)
Shivraj (2011) and K Selvi (2014)
 Define need, driver, and
requirement based on
caused and effect  Spread the questionnaire
 Questionnaire
immediately processed

Steps: Steps:
 Add the validity test for
 Define the need based on the question in the
stakeholders needs questionnaire
 Add the Strategic
Initiatives elements for
the driver part in CTQ
Tree
 Define requirements
based on Strategic
Initiatives

34
 Phase 2: Measure
Note: the tools in the Measure phase will follow the previous research

Phase 3: Analyze

Analyze the data

Base Model: L Patricia (2011)

 the data will be analyzed
by using SWOT and Six
Thinking Hats

Steps:
 Add SWOT analysis
after generating Pugh
Matrix to analyze the
relationship between
external and internal
factors
 Add Six Thinking Hats
for the decision making
step

Phase 4: Design
Note: the tools in the Design phase will follow the previous research

35
 Phase 5: Verify
Note: the tools in the Verify phase will follow the previous research

Figure 3.4 Development Model Phases

From figure 3.2, this development model will be divided into five phases based on

DMADV steps. In the define phase, the researcher tries to modify the define step by adding

a CTQ tree and collecting data. The base model for the CTQ tree is using research from K

Srinivas & Y Shivraj (2011). For the data collection (questionnaire) is using research from

Na Li et al. (2018) and K Selvi (2014). Another phase that makes this research different

from other DMADV previous research is the Analyze phase. The researcher does the

modification by adding SWOT and Six Thinking Hats. For the measure, design, and verify,

the researcher follows the tools in the previous researches.

3.5 Research Flow Chart

This study was conducted in PT Telkom Indonesia Witel South Sumatera starting from

September 2020 – March 2021. The location of the research is Jl. Jend. Sudirman No.459,

20 Ilir D. III, Kec. Ilir Tim. I, Kota Palembang, Sumatera Selatan 30129. The following

sub-sections may be relevant in a quantitative study:

36
 Literature Problem
Start
Study Definition

Data
Sampling Research
collection
Design Objectives
Procedure

Probability Cluster
Sampling Sampling

Qualitative
 Library
Research
 Field Data Analysis Data Process
Research

Quantitative

Solution

Conclusion
and
Suggestion

End

Figure 3. 5Research Flowchart

3.5.1 Literature Study

The literature review used as insight for the researcher to make each step of the process

due to finding the optimized solution in the end. The literature review consists of theories,

models, and the results from the previous studies. The literature review explained in

Chapter 2 was used for this chapter to obtain an overview due to solving the research

37
questions. This part is an essential consideration for the researcher to relate the problem,

such as defining Competitive Advantage Values of a company and solving it using

appropriate approaches.

3.5.2 Problem Definition

The problem raised in this research is related to the quality, based on the problem

formulation/research questions mentioned before. The problem formulation is how the

researcher will find a PT Telkom Indonesia process, Tbk. to find Competitive Advantage

Values (CAV), and optimize it for making PT Telkom Indonesia in Witel South Sumatra

always exist in the market and line with customer’s requirement.

3.5.3 Research Objectives

This research aims to answer all of the problem formulation or research questions that had

been explained previously.

3.5.4 Sampling Design

The researcher needs to determine the population's sample size that will represent the

population itself. The sample size is necessary because it such impossible for the researcher

to carry out all data from the entire population. The sample size used in this study itself is

customers in the South Sumatra area and employees who work at PT Telkom Witel South

Sumatera. The data that the researcher used during the research is ordinal data since it has

level or scale. The way the researcher selects the sample is by using probability sampling.

Probability sampling means every single subject has the same chance to become the

38
respondent becomes a research sample. For the specific, the researcher chooses cluster

sampling as the method. Cluster sampling is about how the selected sample got randomly

where the group in population happened naturally, for example, territory. In this case, the

territory is South Sumatra.

To calculate the sample size, the first thing to do is categorize the data as either finite or

infinite. Since the data related to the number of customers in the South Sumatera Area, a

data category is a finite number. For this research, the writer used a confidence interval of

95% or 0.05, the proportion value of 0.5, the margin of error is 14%, and the population is

10,000. The equation 3.1 until 3.2. explain the formulation to find the sample size.

𝑧 2 . 𝑝(1 − 𝑝)
𝑛= 𝑒2 Equation 3.5.4
2
𝑧 . 𝑝(1 − 𝑝)
1+( ) Equation 3.1
𝑒 2. 𝑁

(1.96)2 . 0.5(1 − 0.5)

(0.14)2
𝑛=
(1.96)2 . 0.5(1 − 0.5)
1+( )
(0.14)2 . 10000

𝑛 = 48.76

Based on equation 3.5.4, the result of the sample size is 48.76≈ 49. It means the number

of respondents of the questionnaire should be around or at least 49 respondents.

39
3.5.5 Data Collection Procedure

In carrying out the data needed by the researcher, the researcher classifies it into two

types of data as follows:

3.5.5.1 Qualitative Data

For managing the qualitative data, the researcher has several methods such as:

3.5.5.1.1 Library Research

Library research is a research method to study the literature and writings closely related to

the problems raised in this research. The researcher obtained the data needed through

browsing several research websites such as research gate, scholars, google, and free full

pdf. Therefore, the researcher will read all the information in the literature and process the

information needed for making the report.

3.5.5.1.2 Field Research

In the field research, there are several methods used by the researcher in collecting data as

follows:

1. Quick Questions

This is kind of quick questions from the researcher that will be asked to the

interviewee. In this case, the interviewee is the employee’s in PT Telkom Indonesia

Witel South Sumatra. These list of questions asked to the interviewee before start the

interview session has aims to know the basic background of the interview. Therefore,

they have semi background before starting the interview.

40
 2. Observation

Observation is a method in which the researcher will observe things related to the

study directly to the related place. Therefore, the researcher observed at the company

office. Companies that had visited by the researcher are Gasnet, FiberStar, PT

Sriwijaya Internet Service, and Smartfren Gallery Jakabaring.

3. Interview

An interview is a conversation between two or more people or between the informant

and the interviewer. The purpose of the interview is to get the correct information

from reliable and trusted sources. Here, the researcher to get the information, such as

interviews via WhatsApp, Microsoft Team, online interviews, and Direct Message

(DM) on Instagram uses several media. The interviewees are sales, account

executives, sales coordinators, and customer service.

3.5.5.2 Quantitative Data

Quantitative data is all data related to numerical. The quantitative data that researcher

collect is from the questionnaire. The researcher used the Google Form as a questionnaire

media. The targets are the customer of Indihome. Since the data that the researcher has

collected are qualitative, the researcher needs to convert it into quantitative data.

Therefore, the researcher used several methods or formulas such as Blauth Formula, Worst

– Better Formula, and DulMuchel’s Formula.

41
3.5.6 Data Analysis

This stage contains data analysis to reach the research purpose. Here the researcher divided

the activities into five majors, which explained below:

Start

Define

Measure

Analyze

No

Design Verify

Yes

Finish

Figure 3.5.6 Data Analysis Chart

3.5.6.1 Define Phase

This phase contains the explanation in defining the project and why this problem needs to

be solved using the DMADV approach. Therefore, the researcher will explain the

methods/tools that support in the Define Phase:

a) Problem Identification

Problem definition is the first step that the researcher will be doing; it has aimed to

define the problem that needs to solve by the researcher.

42
 b) Voice of Customer

Voice of Customer is one of the data needed by the researcher to gather the

information based on the customer’s point of view. This Voice of Customer

gathered by spreading the questionnaire. The information translated to the Critical

to Quality by using CTQ Tree to make the data easier to measure for further

activities. Strategic Initiatives also will consider grouping the collected data. Then

the collected data tested into the SPSS tools. It has aimed to check whether the

questionnaires are valid or not. If it is not valid, then the researcher needs to remake

the questionnaire.

c) Data Grouping

The collected data will be group into several aspects or features. Therefore, the

researcher easier to elaborate on the data in the next phase.

3.5.6.2 Measure Phase

This phase consists of the measured data. The measure phase of DMADV is dedicated to

assembling a data collection plan and executing it. The collection of data will be measure.

The data that will be measure is the features that have been determined before. A company

cannot put the focus and solve all features that occur. The company needs to focus on

several features only. If the company focuses on all the concerns, the result will be no

significant changes, lack of focus, and more money and time. The aim is to understand the

customer requirement based on priority and urgency. The method or tools for this phase

are:

43
 a) Pareto Chart

Pareto Chart helps determine the priority in which the categories of the problems

need to be solved first. It will show the highest percentages of the problem to the

lowest in order.

b) Kano Model Diagram

The researcher sees the relation of each feature by seeing the company's

performances and customer satisfaction uses the Kano Model. The features also

will be categorized become attractive, must-be, reverse, one-dimensional,

questionable, and indifferent.

3.5.6.3 Analyze Phase

This phase consists of how the researcher analyzes the collected data to find the solution

to problem identification. This phase will be divide into several steps:

a) Brainstorming and developing the solutions

This method is used to determine the possible outcomes for the problem. It tends to

more about the solution on how to improve the CAV.

b) SWOT Analysis

SWOT analysis tool used to analyze the company by seeing its strengths,

weaknesses, opportunities, and threats when implementing the solution. The

researcher also will find out the relation of each component in SWOT analysis.

c) Six Thinking Hats

It is a decision-making tool. This tool is helpful to determine the best solution to

overcome the problem by looking for six roles of hats.

44
3.5.6.4 Design Phase

This phase has aims to make the design of the new process or product. Here are the steps:

d) Detailed of solution

A detailed solution is about explaining the details of the solution itself.

e) Process Mapping

Process mapping is a process that tends to more in explaining the flow of how the

solution will work. This method consists of a Sequence Diagram and Activity

diagram.

3.5.6.5 Verify Phase

This phase aims to verify the offered solution whether the solution is successful in

overcoming the problem.

3.5.7 Solution

As the problems already mentioned before, thus PT Telkom Indonesia Witel South

Sumatera will determine which CAV that the company should have and the process to

improve the CAV. Therefore, the company can compete with other competitors to maintain

the quality of CAV that is in line with the customer’s needs.

3.5.8 Conclusion and Suggestion

The stage will contain the conclusion from the analysis process and answer the problem

formulations or stated research objectives. It also consists of suggestions for further

research to make better results. If the design does not fulfil the particular requirement, the

researcher should re-do the analysis phase and generate a new process.

45
 CHAPTER IV

DATA ANALYSIS

4.1 General Description of the Company

PT Telekomunikasi Indonesia (Persero) Tbk. is an information, communication, and

telecommunications network service provider in Indonesia. Telkom claims to the largest

telecommunications company in Indonesia, with 15 million fixed telephone subscribers

and 104 million cellular telephone subscribers. PT Telkom Indonesia Tbk. Witel South

Sumatera has its main products such as wifi.id and Indihome.

Besides PT Telkom Indonesia Tbk. Witel South Sumatera as ISP (Internet Service

Provider) and NAP (Network Access Provider) Company, they also as wireless LAN

provider. One way is by Wireless LAN, where ISP provide services to customers over

wireless networks, usually using Wi-Fi technology. On the other hand, NAP is a Network

Access Point (NAP), a public network exchange facility where Internet Service Providers

(ISPs) are connected in peek settings.

PT Telkom Indonesia, Tbk. is one of the Nation-Owned Enterprise (BUMN) Company that

moves in Telecommunications and Information in Indonesia. PT Telkom Indonesia, Tbk.

or Telkom Group is a company with the largest network in Indonesia.

On 23 October 1856, the first electromagnetic telegraph service operation began to connect

Jakarta (Batavia) with Bogor (Buitenzorg). In 1882, there was a privately owned business

46
entity establishing postal and telegraph services. In 1961, the Government of Indonesia

established the State Postal and Telecommunications Company (PN Postel).

However, with the rapid development of telephone and telex services, the Government of

Indonesia issued PP No. 30 dated July 6, 1965, to separate the postal and

telecommunications industry in PN Postel: PN Post and Giro and PN Telekomunikasi.

With this separation, each company can focus on managing its respective business

portfolios. The formation of PN Telekomunikasi has become the birth of Telkom today.

Since 2016, Telkom management has set July 6, 1965, as Telkom's birthday.

In 1974, PN Telekomunikasi renamed the Public Telecommunications Company

(Perumtel), which operates national and international telecommunications services. In

1980, all shares of PT Indonesian Satellite Corporation Tbk. (Indosat) The Indonesian

government took over to become a State-Owned Enterprise (BUMN) to provide

international telecommunications services, separate from Perumtel. In 1989, Law No. 3 of

1989 concerning Telecommunications established, which also regulates the private sector's

role in telecommunications' operation.

In 1991 Perumtel change its form to become the Indonesian Telecommunications Company

(Persero) based on Government Regulation Number 25 of 1991. Then on November 14,

1995, an Initial Public Offering of Telkom was conducted. Since then, Telkom's shares

have been listed and traded on the Jakarta Stock Exchange.

47
Since 1989, the Government of Indonesia has been deregulating the telecommunications

sector by opening free-market competition. Thus, Telkom no longer monopolizes

Indonesian telecommunications. In 2001, Telkom bought 35% of Telkomsel's shares from

PT Indosat as part of the restructuring of the telecommunications service industry in

Indonesia, which was marked by the elimination of joint ownership cross-ownership

between Telkom and Indosat. Since August 2002, there has been a duopoly over the

operation of local telecommunications. On October 23, 2009, Telkom launched "New

Telkom, marked by a change in company identity. Nowadays, Telkom's majority

shareholder is the Republic of Indonesia's Government at 52.09%, while the remaining

47.91% controlled by the public sector. Telkom shares traded on the Indonesia Stock

Exchange (IDX) with the code "TLKM" and the New York Stock Exchange (NYSE) with

the code "TLK".

As mentioned earlier, the business and operational strategy adopted by this company are

"Customer Oriented". For PT Telkom Indonesia, Tbk. the customer is a priority because

the customer's input or requests can support the company's improvements. In carrying out

its operations, PT Telkom Indonesia, Tbk. divides the work into three Digital Business

Domains. The three domains will explain more detail:

a) Digital Connectivity: Fiber to the x (FTTx), 5G, Software Defined Networking

(SDN) / Network Function Virtualization (NFV) / Satellite.

48
 b) Digital Platform: Data Center, Cloud, Internet of Things (IoT), Big Data /

Artificial Intelligence (AI), Cybersecurity.

c) Digital Services: Enterprise, Consumer.

For PT Telkom Indonesia, Tbk Witel South Sumatra itself, they only run the first business

domain related to the connectivity. The products sold are Metro E, IP Transit, SL Digital,

Inner City, IDR, Catudaya, Space, Tower, ISDN, Backhaul VPN, Grounding, Astinet,

PORT E1, Sub Duct, Wifi.ID, and SL Digital-Adjustment Product. Customers in the South

Sumatra region can reach all of these products. The trusted customers themselves are

Telkomsel, Hutchinson 3 Indonesia, PT Eka Mas Republik, PT Sampoerna

Telecommunication, PT Aplikanusa Lintas Artha, and PT Infomedia Solusi Net.

Here is the brief explanation of PT Telkom Indonesia, Tbk.’s profile:

Name of Company : PT Telkom Indonesia Tbk. (Witel South Sumatra)

Address : Jl. Jend. Sudirman No.459, 20 Ilir D. III, Kec. Ilir Tim.

I, Palembang City, South Sumatra 30129.

Phone : (0711) 5738005

Website : https://bit.ly/2C65BS6

Internal position : War Room Division

Business Strategic : Customer Oriented

Culture : the Telkom way in the digital era

Basic belief : always the best

49
Core values : 3S (Solid, Speed, Smart)

Key Behavior : Practices to be the winner: Imagine, Focus, Action

Practices to the winner in the digital Era: Collaborative,

Openness, Desire to Reach purpose, Innovative, Self

Organized (Telkom CODES)

4.1.1 Company Structure

EVP Telkom
Regional 1

DEVP

General Manager
Witel South
Sumatera

Manager War
Room

Figure 4.1. 1 Organization Hierarchical Structure of PT Telkom Indonesia Region 1

Indihome, wifi.id, and wifi corners are the products that belong to PT Telkom Indonesia.

Here, PT Telkom Indonesia is divided into several regions based on big islands that spread

in Indonesia. EVP Telkom Regional 1 is for Whole Sumatera Island. Regional 1 will be

divided into several Witel (Wilayah Telecommunications) based on province in Sumatra

Area. There are 11 Witel in Sumatra that directly leads by General Manager (GM). Those

11 General Managers have the responsibility with their Witel/province.

50
For South Sumatera Area, GM Witel Sumsel is a position that has full of responsibility

everything about PT Telkom Indonesia, Tbk. Witel Sumsel. This job is holding by Mr.

Hari Purwanto. GM Witel Sumsel has several managers that specialized with their task.

There are 15 managers and 3 kakandatel (the leader for districts in South Sumatra).

Therefore, the researcher is directly under the direction of the Manager War Room held by

Ms. Ledy Caroline.

The researcher was placed under War Room Division. War Room division is the division

responsible for managing every piece of information related to data, strategy, and analysis.

War Room also has the responsibility to control other division’s performances. Therefore,

the War Room officers should have a big responsibility for data; know well if there are any

changes in the company’s system.

4.1.2 Duties and Responsibilities of the War Room Division

As the researcher mentioned before, War Room Division is the division that should be

managing the data well to give optimal recommendations for the company’s decision. This

division is divided into three major tasks related to the company’s performance,

communication – controlling, and revenue assurance and control management. The details

of each major will explain below:

51
 Figure 4.1 2 Scope of Work War Room Division

4.1.2.1 Performance

 Presentation of data and identification of business performance;

 Evaluate and monitor the performance of each division unit through the Internal

Control Compliance Assessment (ICCA) platform every three months;

 Customer profiling (segmentation);

 Business winning recommendations: presentation of competitor data, analysis of

operational areas, capability analysis, and level of product and service competition.

4.1.2.2 Revenue Assurance (Revas) and Control Management (C.Mgt.)

 Evaluate revenue achievement;

 Presentation of data & Identification of gaps between results and analysis;

 Supervision of internal and external audits.

4.1.2.3 Communication – Controlling (COM – CON)

 Contract & management review: coordination and negotiation of target settings,

preparation of performance targets;

 Program execution report;

52
  Escort proposal and realization of CAPEX (capital expenditure);

 Supervision of company policy implementation.

Based on the job tasks that already mentioned before, it shows that the topic of this research

is included under the company’s performance major. Since the researcher is finding the

Competitive Advantage Value of Indihome that can outperform and differentiate with other

competitors, then the best-fit task is the business winning recommendation. This

recommendation is beneficial for a company in decision-making for the future.

4.2 Data Processes

Becoming one of the companies that should adopt the changes of technology and condition

quickly, the company should find their Competitive Advantage Values for winning the

market places. Therefore, this study attempts to find the Competitive Advantage Values

that the company should have to compete with other competitors and adapt quickly.

Besides, this research also aims to find a way or process to integrate those CAVs.

To reach the research objectives, the researcher starts by elaborating the collected data both

qualitative and quantitative, using the flow chart of research that already stated before in

chapter 3. All the data will be managed based systematically on the methodology and

should be in order. The best way to proceed with the data to reach the objectives is by using

DMADV Approach.

The DMADV approach will give a better solution to the problem formulation. The output

will give several Competitive Advantage Values. Then the researcher will take the most

important after considering some considerations such as the most related to the customer’s

53
need, the most reliable with the company’s ability, etc. The collected CAVs that need

improvement then will go into the integration process. Then this result used for War Room

Division became one of the aspects of recommendation in enhancing the company's

performance.

4.3 Data Analysis

In solving the problem, the researcher will follow the steps stated in the methodology based

on phases in DMADV. Below are the following DMADV phases:

4.3.1 Define

To define the aspects that need improvement by the company, several steps define the

needed aspect. Based on the methodology, the define step will be divide into several tools

used by the researcher in order:

4.3.1.1 Collect the Voice of Customer

The participants of Voice of Customer are from Indihome’s customer itself. On the latest

record, the total of the participants is about 50 respondents. The range of age is between 18

– 40 years old. To collect the voice of the customer, the researcher divided it into two-stage

of questionnaires. The first stage is a questionnaire for the customers' general information,

how far they know Indihome as Internet Service Provider. The first phase data is useful for

the researcher to determine what customers want, complaints, or things that need to be

improved. The second stage is the continuation or more advanced question that leads to the

possible solutions. The data in the second stage used to elaborate the possible solutions

through the Critical to Quality Tree. The second stage will have a positive side (functional)

54
and a negative side (dysfunctional). This data will use for generating the Pareto chart and

Kano Model. The detail of the question lists in both the first and second stages will show

in Appendix 1.

4.3.1.2 Identify the Critical to Quality (CTQ)

CTQ is a key measurable characteristic of a product or process that must reach the standard

or limit of specifications to satisfy customers' needs. CTQ is a translation of measuring the

quality of a product from the Voice of Customer. With this CTQ, the improvements made

will be in line with the customer's requirements (obtained from the Voice of Customer).

The CTQ’s component will get by the researcher based on the needs of the customer. The

level of customer satisfaction can be as value-added when the company knows the Critical

to Quality parameters. Therefore, CTQ is the main attribute of consumer needs as an

element of the process/activity that directly affects achieving the desired quality.

To be able to translate customer needs into CTQ form, the researcher will create a CTQ

Tree. CTQ Tree is a tool commonly used to decompose broad customer requirements into

quantifiable requirements and make them easier to process. Commonly, the CTQ Tree

consists of three layers that are needs, drivers, and requirements. Where the drivers in CTQ

Tree based on those 10 Strategic Initiatives factors.

After knowing the Strategy Initiatives' components, the researcher then classifies

suggestions and complaints from Indihome users into the Strategy Initiatives category. The

results of a Critical to Quality Tree shown as follows:

55
56
The continuation for CTQ from the previous page

Figure 4.3.1.2 Formulated CTQ Tree

57
 Figure 4.3.1.2 Formulated CTQ Tree

From figure 4.3.1.2, it shows that there are need, drivers, and requirements (CTQ) in CTQ

Tree. For the need is the aspect that should be improved for making a difference with other

competitors. For drivers, the researcher use components on strategic initiatives. There are

10 drivers. The last is the requirements, the deeper description for each driver.

4.3.1.3 Aspects from Competitors

In developing aspects for which the quality needs to be improved, Indihome also needs to

pay attention to factors related to the competitors. It makes that company can find out what

the things competitors have done to improve their quality. To find the competitor’s data,

the researcher do the observation. The observation that is done by the researcher is by

attending to the competitor’s office and collaboration with marketing intelligence division

and General Manager. The observation by attending immediately to the competitor’s office

has aims to find the data that cannot be found in any resources. After the researcher one by

one for observing the competitors, then researcher brings the data and collaborate with the

General Manager and Marketing Intelligence division to discuss about the competitors’

marketing strategy, their superior values, and coverage area.

The detail will explain below:

Table 4.3.1.3 Competitors Profile Description

Coverage
Company Name Superior Values Marketing Strategy
Area
Competitive price with
A leader will lead each marketing team,
Indihome, free
My Republic the leader is free to set any strategy to Medium
installation, unlimited
achieve the targets
data

58
 Each worker begins with the word
provide 24/7 services in "Account", which does a lot of training.
every company that has This is so that all workers can do
become a customer marketing. Therefore, salespeople and
following the SLA and all workers are required to understand
Gasnet build relationships about Gasnet products. Each sales Wide
between customers with account engages the customer
Gasnet emotionally emotionally to give a different
(Emotional Branding impression with other competitors
Strategy)

Neutrality, so that
information and data of
ISP customers are
put the Fiberstar logo on the ISP
guaranteed
company (ex. Fiberstar logo on the
FiberStar confidentiality, have Medium
modem) and do not include the price so
bargaining systems, After
that the customer is curious
sales services, fast
response (less than 30
minutes)
WOW carnivals, Mobile Selling (Open
It does not use optical
booth and Roadshow), Socialization and
fiber so users do not need
actively participating in non-government
many cables, can be
Smartfren organization activities that campaign for Wide
accessed by all places,
the hoax, anti-drug programs, and
and data transmission
entrepreneurship seminars, aggressive
speed is more consistent.
marketing
can reach areas that
Sriwijaya Internet cannot be reached by Using social media to promote products,
Small
Service competitors, the 24-hour social act: caring about covid-19
after-sale service monitor

59
Table 4.3.1.3 shows the superior values, marketing strategy, and coverage area for the

competitors. There are several aspects of consideration that are seen from other

competitors, such as the marketing strategy. The marketing intelligence division in PT

Telkom Indonesia needs to find out the strategies used by other competitors. Marketing

strategy is the entire business-marketing plan to reach people and turn them into customers

for the products or services provided. This strategy contains the company's value

proposition, the best marketing plan, information about target customers, and other things

related to the marketing plan. Moreover, the company needs to look at the primary value

of each competitor. It means that PT Telkom Witel South Sumatra must know the

competitors’ company profile's superior values.

4.3.1.4 Features or functionality

After knowing the aspects required by customers by looking from Voice of Customer and

competitors' point of view, the researcher will determine the features Indihome. In this

case, the features referred to the aspects that can increase customer satisfaction with the

use of Indihome. The aspects in question are as follows:

Table 4.3.1.4 Descriptions of Indihome Features that Need Improvement

# Feature/
NO Strategy Initiatives Aspects
Functionality

f1
Stable Network
Matched bought speed and
1 Conformance Quality f2
used speed
No Loss Connection /
f3
Lagging

60
The continuation from the previous table
Short time repairing the
f4
interference
2 On-Time
Short time installing the
f5
product
Stable Quality for every
3 Quality f6
customer
Using the product in the
f7
power failure
4 Product Flexibility
flexible set up product
f8
anywhere
f9 Friendly and cooperative sales
Sales knowing well the
f10
product's description

f11
5 Service and After-sale service Fast Respons
Have the ability to build
f12
Emotional Branding

f13
24/7 After-sale service
Give a discount on big event
f14
day
6 Price f15 Free / discount installation fee
price compete with
f16
competitors

f17
Anti-lightning feature
maximize remote with
7 Broad Line f18
alphabet
Power failure feature in using
f19
Internet
Increase fiber Optic
8 f20 Infrastructure in sequestered
Distribution areas

61
 Adding Fiber Optic
9 f21 Infrastructure in the area with
Volume Flexibility a big amount of demand
Inform the customer if there is
f22
any changes or news
Give privilege to loyal
f23
customers

Free Installation fee

10 Promotion & Information f24

Making big event for people

f25
(e.g. carnival, concert, etc.)
Social Act (Qurban, Peduli
f26
Covid-19, etc)

Table 4.3.1.4 shows that there are 26 features. These features made based on the category of

strategic initiatives. These features will become CAV candidates.

4.3.1.5 Statistical Package for the Social Science Process

The researcher used SPSS version 22.0 in determining the data whether is valid to be used

or not, then the SPSS tests that should be taken are Validity Test, Reliability Test, and

Normality Test.

Validity Test

To test the data from the researcher's questionnaire is either valid or invalid, the researcher

used SPSS tool. Customer Service will confirm the validity of the features based on the

complaint and suggestion that they received. For SPSS analysis, the item is valid if the R-

calculation is greater than R-table with the significance is not greater than 0.05 or 95%. Since

the researcher uses the second questionnaire, it means that the total of respondents is 50.

62
From this information, it can conclude that the R-table is 0.27. The R-table will show in

Appendix 2. For the conclusion, all features are valid. The detailed result of the data will

show in Appendix 3.

Table 4.3.1.5.1 Validity Test

Feature R-Calculation R-Table Notes

F1 0.820 0.2787 Valid
F2 0.460 0.2787 Valid
F3 0.591 0.2787 Valid
F4 0.689 0.2787 Valid
F5 0.732 0.2787 Valid
F6 0.680 0.2787 Valid
F7 0.710 0.2787 Valid
F8 0.471 0.2787 Valid
F9 0.665 0.2787 Valid
F10 0.647 0.2787 Valid
F11 0.780 0.2787 Valid
F12 0.649 0.2787 Valid
F13 0.832 0.2787 Valid
F14 0.724 0.2787 Valid
F15 0.725 0.2787 Valid
F16 0.609 0.2787 Valid
F17 0.747 0.2787 Valid
F18 0.537 0.2787 Valid
F19 0.710 0.2787 Valid
F20 0.730 0.2787 Valid
F21 0.542 0.2787 Valid
F22 0.628 0.2787 Valid
F23 0.849 0.2787 Valid
F24 0.725 0.2787 Valid
F25 0.575 0.2787 Valid
F26 0.573 0.2787 Valid

63
Table 4.3.1.5.1 states that the R-calculations are greater than R-table, which means

that the questions in the questionnaire are valid and data able to use by the researcher.

Reliability Test

The reliability of the item is determined by comparing Cronbach’s Alpha of each

variable with 0.6. The variable is reliable if its Cronbach’s Alpha is greater than 0.6.

Here, the researcher chooses features from F1 until F26 as X or independent variable

and Customer Satisfaction as Y or dependent variable. The detailed information

related to the result will show in Appendix 4.

Table 4.3.1.5.2 Result of Reliability Test

Cronbach's Alpha Standard Cronbach's

Feature Notes
Calculated Alpha
F1 0.745 0.6 Reliable
F2 0.751 0.6 Reliable
F3 0.746 0.6 Reliable
F4 0.746 0.6 Reliable
F5 0.747 0.6 Reliable
F6 0.746 0.6 Reliable
F7 0.742 0.6 Reliable
F8 0.751 0.6 Reliable
F9 0.747 0.6 Reliable
F10 0.748 0.6 Reliable
F11 0.746 0.6 Reliable
F12 0.748 0.6 Reliable
F13 0.746 0.6 Reliable
F14 0.745 0.6 Reliable
F15 0.744 0.6 Reliable
F16 0.750 0.6 Reliable
F17 0.748 0.6 Reliable
F18 0.750 0.6 Reliable

64
 F19 0.742 0.6 Reliable
F20 0.746 0.6 Reliable
F21 0.749 0.6 Reliable
F22 0.746 0.6 Reliable
F23 0.746 0.6 Reliable
F24 0.744 0.6 Reliable
F25 0.749 0.6 Reliable
F26 0.749 0.6 Reliable

Customer Satisfaction 0.948 0.6 Reliable

Table 4.3.1.5.3 Reliability Test

Reliability Statistics

Cronbach's Alpha N of Items

.756 27

The overall Cronbach’s Alpha is mentioned 0.756, which is greater than the standard

Cronbach’s Alpha. The conclusion for this analysis is all the features are reliable.

Normality Test

Normality Test aims to know either the residual value in the regression model is normally

distributed or not. The normality test for regression was done by using a normal Predicted

Probability (P-P) plot. If the data is normally distributed, therefore the plots will place

around the diagonal line. From the picture below, it shows that the plots are nearly located

with the diagonal line. It means that the range of errors are not big. Therefore the data is

normally distributed.

65
 Figure 4.3.1.5.4 Result of Normality Test

Figure 4.3.1.5.4 shows that all the plots are located around the line. There is no any plots

located far from the line. It means that the data is normally distributed. To make the data

more valid for if the data is normally distributed, the researcher use Q-Q Plot to see how

66
well variables (data) fits the normal distribution. There are two tests in here such as

Kolmogorov Smirnov and Saphiro Wilk Test. The result of data will be shown below:

Figure 4.3.1.5.5 Normal Q-Q plot

From the figure 4.3.1.5.5, it shows that the normal Q-Q plots for data is scattered along

with the diagonal line. If the plots are located near with the diagonal, then the data is

normally distributed. I the figure above shows the test of normality. In here, the researcher

uses confidence interval for Mean 95%. There are two tests in here, Kolmogorov – Smirnov

and Shapiro Wilk test. The Shapiro-Wilk Test is more appropriate for small sample sizes

(no more than 50 samples). Since the sample size of this research is 50 samples. Then the

researcher uses the Saphiro – Wilk test. From the table, it shows that the Sig. of Shapiro

67
Wilk is 0.097 which means greater than 0.05. Therefore based on the data, it can be

conclude the data is normally distributed.

4.3.2 Measure Phase

In this phase, the researcher measures the collected data based on the CTQ Tree that was

already built in the previous phase, the define phase. The data will be measured based on

the features that will significantly improve the quality of Indihome service. This

improvement can be found by making order of the most need feature through the Pareto

chart. The features also will be analyzed more in advance by using the Kano Model

diagram. It gives the result the location of each feature to fulfil the company achievement

and customer satisfaction later. Therefore, the measure phase is divided into Pareto Chart

and Kano Model Diagram. The following are detailed explanations of both tools.

4.3.2.1 Pareto Chart

To rank the priorities regarding aspects that need to address, internally must first know the

proportion of each aspect/features/functionality of the Strategy Initiatives. For that, the

following is the proportion of aspects of strategic initiatives.

Table 4.3.2.1.1 the detail of Customer need based on Strategic Initiatives Factors

# complain /
No Strategy Initiatives Percentage Descriptions
suggestion
lag, unstable network, trouble, connection
Conformance suddenly drops, slow, interference, loss,
1 25 31.3%
Quality quality, access to Indihome usage, speed,
low connectivity

68
The continuation from the previous table
the technician who repaired take a very
long time for more than 24 hours, the
On-time delivery
2 5 6.25% handling process still long, the technician
performance
do the installing process long time for
arriving at the customer's home
the quality is sometimes good decreases,
3 Quality 22 27.5%
the quality is not stable
If possible, the product is flexible if the
lights go out, it can still be used. If the
4 Product flexibility 2 2.5%
customer moves house, the customer can
set up the device by himself
after-sales service in the form of repairs if
trouble occurs is not resolved quickly,
sales are not friendly and unclear in
explaining, service is lacking when it
Service & After-
5 9 11.25% comes to the plaza, the officer has no
sale service
other solution when there is a disturbance
(just says restart and check router
temperature), difficult process, long time,
and the suspect is not cooperative.
Sales make the website not official, so the
price offered is different. Compared to
6 Price 4 5% other providers, Indihome's rates are
above average. Lower prices, don't go up
and down often
The implementation of typing letters via
remote cannot yet be implemented even
though the remote control is already in the
Broad-line letters, sometimes some subscribers don't
7 4 5%
(features) have the YouTube feature, create
Indihome use that can turn on when the
lights go out, and features can be used
safely when it rains (anti-lightning)

8 Distribution 3 3.75% there are still areas that cannot be reached

Some salespeople say it can't be installed,

because there are already many people
9 Volume flexibility 3 3.75% using it, so it needs to be added by the
fiber Optic infrastructure to be able to
adjust to existing demand
There is no notification if there is a
Promotion & maintenance repair, the official must
10 3 3.75%
information notify the original site for Indihome
products or social media because of many

69
The continuation from the previous table
frauds, and provide discounts or
privileges for customers who have been
subscribed for more than 7 or 10 years

TOTAL 80 100%

From the data above, the Pareto chart will show below:

Figure 4.3.2.1.2 Pareto Chart of Customer Needs

In the Pareto Chart above, refer to figure 4.3.2.1.2; the researcher applied the 80/20 rule.

This rule's meaning is that 80% of all suggestions and complaints from customers are

caused by conformance quality, quality, service and after-sale service, and on-time delivery

performance. If those four strategic initiatives will be sum up, therefore the amount of

percentage is 76.1 %. That percentage will be round up become 80%. It means that those

four categories should be managed first than other complain/suggestions. In order, the first

problems that should be managed are Conformance Quality and followed by Quality,

Service & After-sales Service, and On-time delivery performance.

70
4.3.2.2 Kano Model Diagram

The essential of the second stage of the questionnaire before is to determine the customers'

tendencies according to the features/functionality of Indihome. Each functionality will be

formed by dysfunctional and functional questions to see the customer’s tendencies and

preferences. For more details, here is the example of one feature:

If the network quality is stable, how do you feel? 1. I like it that way
(functional question) 2. It must be that way
3. I am neutral
4. I can live with that way
5. I dislike that way

If the network quality is unstable, how do you 1. I like it that way

feel? 2. It must be that way
(dysfunctional question) 3. I am neutral
4. I can live with that way
5. I dislike that way

The five answer option variables are:

 I like it that way / like it

 It must be that way / must be
 I am neutral/neutral
 I can live with it that way / live with
 I Dislike it that way/dislike

Then the researcher must process the answers from each customer. Because the data

obtained is qualitative, the researcher uses the Tabulation of Survey method that refers to

the Kano Evaluation table to categorize customer requirements. The following is the Kano

Evaluation analysis summarized in table form:

71
 Table 4.3.2.2.2 Kano Evaluation Analysis

total
Fea Cat Better Worst customer'
O+A I+R
tur M O A I R Q TOT ego (Satisfactio (dissatisf s
+M +Q
e ry n) action) satisfactio
n
F1 8 6 2 7 0 1 24 16 8 M 0,3478261 -0,6087 -0,26087
F2 4 8 3 8 0 1 24 15 9 O 0,4782609 -0,52174 -0,04348
F3 3 7 1 10 2 1 24 11 13 I 0,3809524 -0,47619 -0,09524
F4 0 5 1 17 1 0 24 6 18 I 0,2608696 -0,21739 0,043478
F5 0 6 2 16 0 0 24 8 16 I 0,3333333 -0,25 0,083333
F6 1 8 3 9 2 0 23 12 11 O 0,5238095 -0,42857 0,095238
F7 0 7 3 9 3 2 24 10 14 I 0,5263158 -0,36842 0,157895
F8 2 2 3 15 2 0 24 7 17 I 0,2272727 -0,18182 0,045455
F9 3 5 4 11 1 0 24 12 12 O 0,3913043 -0,34783 0,043478
F10 3 5 0 15 1 0 24 8 16 I 0,2173913 -0,34783 -0,13043
F11 3 5 1 14 1 0 24 9 15 I 0,2608696 -0,34783 -0,08696
F12 3 2 4 14 1 0 24 9 15 I 0,2608696 -0,21739 0,043478
F13 1 4 1 18 0 0 24 6 18 I 0,2083333 -0,20833 0
F14 1 2 3 16 2 0 24 6 18 I 0,2272727 -0,13636 0,090909
F15 1 9 2 11 1 0 24 12 12 O 0,4782609 -0,43478 0,043478
F16 1 5 1 17 0 0 24 7 17 I 0,25 -0,25 0
F17 1 3 4 16 0 0 24 8 16 I 0,2916667 -0,16667 0,125
F18 0 6 1 17 0 0 24 7 17 I 0,2916667 -0,25 0,041667
F19 0 7 3 9 3 2 24 10 14 I 0,5263158 -0,36842 0,157895
F20 1 12 0 10 1 0 24 13 11 O 0,5217391 -0,56522 -0,04348
F21 1 10 4 6 2 1 24 15 9 O 0,6666667 -0,52381 0,142857
F22 4 8 2 7 3 0 24 14 10 O 0,4761905 -0,57143 -0,09524
F23 2 5 2 14 1 0 24 9 15 I 0,3043478 -0,30435 0
F24 1 7 2 13 1 0 24 10 14 I 0,3913043 -0,34783 0,043478
F25 1 4 1 17 1 0 24 6 18 I 0,2173913 -0,21739 0
F26 0 5 3 14 2 0 24 8 16 I 0,3636364 -0,22727 0,136364

From table 4.3.2.2.2, it implies that most of the features are still in the Indifferent category.

It means that the performances of the feature have a small impact on customer satisfaction.

There are several features already in One – Dimensional category, which means that those

72
features have a linear relationship with the company's performances to the customers. The

more performances or improvements they give, the more customers will satisfy. Only one

feature that includes as Must Be category means that this category should have on the

customer requirement. If this feature does not exist, it will make the customers will be

unsatisfied. This table also shows the nominal of Better and Worst Scores in each feature.

The (-) sign in the Worst column means the unsatisfied score if the feature does not occur

for the customers.

After analyzing the customer satisfaction with the Better and Worst formula by Timiko,

Another method is the Kano Model Analysis. Dul Muchels found this model. This method

is used to convert customer satisfaction in the form of 5 options (already explained in five

option variables), including: must be, neutral, live with, and dislike to score. The score has

variation from -2, -1, 0, 2, 4. These scores are based on functional and dysfunctional

questions. The example of the score will show in Appendix 5.

By knowing the average positive (functional) questions and negative (dysfunctional)

questions for each feature. Furthermore, the researcher can enter these values into the Kano

Diagram. The results will show as follows:

73
 Kano Diagram
4
3,5
3

Functional
2,5
2 feature
1,5 Degree of Achievement
1 Customer Satisfaction
0,5
0
0 1 2 3 4
Disfunctional

Figure 4.3.2.2.3 Kano Diagram Original Size

Kano Diagram
2,6
F21
2,4
2,2
2 F17
F16
Functional

F24
F15 F20
F22
1,8 F9
F14 F11
F26 F5F2
F13
F23F10F6 feature
1,6 F12
F7 F19 F18 F1 Degree of Achievement
1,4 F25
1,2 F3 Customer Satisfaction
F4
1
0,8
0,8 1,3 1,8 2,3
Disfunctional

Figure 4.3.2.2.4 Kano Diagram Zoom Out Size

The first diagram and the second diagram are the same diagrams. The first diagram shows

an image of the same axis proportion, namely the center point (2,2). Meanwhile, the second

diagram is the result of an enlarged diagram so that the reader will see the points that

represent each feature.

74
The diagram concludes that there is only one feature that has received a high level of

satisfaction from customer satisfaction. This feature is F21 or a feature that provides the

additional network infrastructure sufficient for places with high demand or company

expansion. Because F21 is classified as One-dimensional or Performances, the more

networks covered by PT Telkom Witel Sumsel, the higher the level of customer

satisfaction. The F7 or Anti-lighting feature has entered the attractive quadrant even though

the tabulation of the Survey still categorizes it as indifferent. So if the company has the F7

feature, it can be said that the customer will be satisfied, but if F7 is not there, the customer

will not be unsatisfied. The other features are still in quadrant 3, namely Indifferent,

although several features belong to groups with other categories such as O and M in the

tabulation of the survey. This is because the performance features of F1, F2, F6, F9, F15,

F20, and F22 are still lacking and need improvement.

The researcher focuses more on adjusting the internet speed according to the amount

purchased by the customer. They need to provide the quality to all customers both in the

city center and in the suburbs. The service from sales will be more friendly and cooperative

to customers, provide promos or discounts at first installation, increase fiber optic

infrastructure in sequestered areas, adding fiber-optic infrastructure in an area with a large

amount of demand, and inform the customer if there is any changes or news. These features

are included in the One-Dimensional or Performances category. This means that the greater

the company's performance on this feature, the higher the customer satisfaction level. F21

already robust becoming the CAV. While F1, F2, F6, F9, F15, F20, and F22 are the

Competitive Advantage Values and should be integrated to make the customers satisfied.

75
4.3.3 Analyze

For the analysis phase, the researcher will divide it into several steps in order. These steps

will be used as the information for the next phase, which is the design phase. Here are the

steps in analyze phase:

4.3.3.1 Group Brainstorming

After knowing the important functionality and a priority for the company during the

Measure phase, the functionality/features must be developed to find a solution. To find out

how a company can process data functionality so that a solution can improve customer

satisfaction, the first thing to do is to do a brainstorm. Group brainstorming has the aims to

find out the possible solutions to the process for integrating the CAVs. For this reason, the

researcher has summarized several possible techniques used to overcome the features

required by customers. In this group-brainstorming step, the researcher will give a brief

explanation for each of the possible solutions. Some of the possible solutions will be

explained as follows:

4.3.3.1.1 Scrum Process

Scrum is an agile process that allows us to focus on delivering the highest business value

in the shortest time. It allows the employees to rapidly and repeatedly inspect actual

working software (every two weeks to one month). Scrum is part of agile in project

management. Scrum is a method used to deal with changes that occur rapidly within a

company. This method is used for companies that experience rapid changes according to

customer needs. This method allows the company to act and take quick steps in dealing

with change so that the company will always meet customer needs.

76
In practice, Scrum has three basic values. The first value is transparency. Transparency

makes it possible to provide a significant aspect of the process to several responses for the

outcome. In other words, Scrum emphasizes openness among employees. So that every

worker knows about any problems that they face. The second value is inspection.

Inspection is more about how progress can be measure by checking progress periodically.

So that it makes workers know what is done and what to do next. The last value is

adaptability. The meaning of adaptable is how the company can adjust the process as soon

as possible. This aims to minimize deviations, losses, and other issues.

In working on the Scrum process, several things need to be considered, such as:

a) Product backlog

all the work to be performed by the team members in the foreseeable future. The

product backlog can be said to be the features that we defined earlier in the measure

phase.

b) Sprint

It is a set of work that needs to be done within a month or less of a month to reach the

deliverables

c) Sprint backlog

A well-defined requirement that can be work on with little change. The period either

over or less 30 days. It is resulting in potentially shippable incremental deliverables.

d) Scrum

It is a daily meeting for the progress and reviews

77
The Scrum process is carried out by a special team, which is the Scrum delivery team. This

Scrum delivery team is a combination of several roles and self-organized to determine how

best to meet the product owner's goals. In carrying out their duties, this team is assisted by

the Scrum Master. The Scrum Master has a role as a facilitator. The Scrum master serves

to help the team realize goals. The most important thing in the scrum process is self-

organizing or autonomy.

4.3.3.1.2 Value Stream Mapping

Value Stream Mapping is one of the Lean Manufacturing tools to see the flow of materials

and information needed when the product runs throughout the business process. The reader

will see the product flow starting from the raw material form until the final product reaches

the customer.

Because Value Stream Mapping can provide data about processes, this tool is often applied

before starting a Lean Six Sigma project initiative. VSM will show which parts need to be

targeted and improved with improvement projects. By using this method, the company will

get several benefits, including:

1. Helping to see the overall business process that is currently running

2. See which parts of the process have problems and must improve

3. Help design the desired process, which is efficient, effective, and of course, free of

waste.

78
By using this, the company will focus on the part of the production process, which is the

root of the feature problems specified in the measure phase. Using Value Stream Mapping,

the company will minimize the improvement budget to solve the features based on

customer needs. The company will only be focusing on the process that has a problem and

needs improvement.

4.3.3.2 SWOT Analysis

The researcher uses SWOT analysis to analyze the capabilities of the company. Before

deciding which method to choose to overcome features, it would be better if the decision

considered the advantages of the methods discussed in the group brainstorming and

considered from the point of view of the company's ability to be able to apply these

methods. Therefore, a SWOT analysis is needed to measure the ability of PT Telkom

Indonesia Tbk.

In the application of SWOT analysis, four things will be considered. They are strengths,

weaknesses, opportunities, and threats that exist in PT Telkom Indonesia Tbk. SWOT

analysis has two dimensions: internal and external. The internal dimension includes

organizational factors related to strengths and weaknesses, while the external dimension

includes environmental factors such as opportunities and threats. Therefore, the researcher

will break down the items based on two groups, namely internal and external.

To determine the items included in one of the four groups of swot analysis, the researcher

first creates a checklist. The checklist items will be divided into two parts: a checklist of

internal factors and a checklist of external factors. The internal checklist will cover the

79
strengths and weaknesses, while the external checklist will cover the opportunity and

threats. For more details, the explanation through the following

checklisttable:

Table 4.3.3.2.1 Checklist Table for SWOT Internal Factors

SEGMENT STRENGTH WEAKNESSES Explanation

Marketing
Product Quality has a 50:50
ratio, even they have good
facilities but many customers
Product Quality v v still give complaints
There is no differentiation
between Indihome and other
Product Differentiation v brands
The pricing is quite expensive,
Pricing Policies v especially for the installation
The distribution channel is the
Distribution Channel v largest one in Indonesia
The customer service not
really advance compare with
other companies in the same
Customer Service v industries
The promotion is less than
Promotional Program v others
Advertising is quite strong
Advertising v since it is BUMN

Research and
Development
Product and Rn&D Good in delivering the product
capabilities v capabilities

Not really good at the process

and they need several
improvements to make it more
Process R&D capabilities v effective and efficiency
The testing still needs
Pilot plant capabilities v improvement

80
The continuation from the previous table
Management Information
System
Low in response to the current
Speed and responsiveness v condition
the quality of the current
Quality of current information is not really
information v complete
Very good at product
Expandability v expansion
User-oriented system v They focused on the customer
Management Team
Spirit is in line with their
Team spirit v behavioural culture
Not good at improvisation and
Team collaborative v tends to be more waterfall
Good at experience since it is
Experience v established around 1960
Not good with the adaption of
the new environment and need
Team adaptation v more time for that
Operations
Control of the materials v
They all good at this point
Production capacity v
because the capital is big since
Energy efficiency v it is BUMN
facilities and equipment v
Finance
Financial Leverage v
Operating Leverage v They all good at this point
Balance sheet ratio v because the capital is big since
stockholder relations v it is BUMN
Tax situation v
Human Resources
The capabilities is not really
good since most of them is old
Employee capabilities v age employee
The system is good because
they adding the young age
employee to handle the
Personnel system v changes

81
The continuation from the previous table
The morale is good and
working culture is good for the
employee morale v company performance
They need more time for
Employee development v adaptation

Based on table 4.3.3.2.1, the researcher identifies the internal factors that will be divided
into marketing, research & development, management & information system, management
team, operation, finance, and human resources.

Here is the checklist table for the external factors:

Table 4.3.3.2.2 Checklist Table for SWOT External Factors

SEGMENT OPPORTUNITIES THREATS Explanation

Societal
It is a threat because the
Changing customer company need to make the new
preference v strategy and improvement for
the changing of customer
Population trends v behavior
Governmental
New legislation v

They are one of BUMN

New enforcement priorities companies
impacting investments,
products, demand v
Economic

It will be great for PT Telkom

Interest Rate impacting since their expansions already
expansions v huge enough
exchange rates impacting They have 7 million
domestic demand v subscribers already
Competitive Changes

PT Telkom Indonesia need

struggle for the new
Adoption new technology v technologies related to the ISP

82
The continuation from the previous table
New competitors will threaten
New competitors v them, they should manage it
The prices changes will affect
price changes v the customer unsatisfied

The new product will give a

new opportunity to enlarge the
New Products v market share of Indihome

After the researcher defines the internal and external checklist factor, it is easier for the

researcher to build the SWOT analysis based on the checklist tables. For this SWOT

analysis, the researcher will use a two-by-two matrix SWOT analysis. Two-by-two matrix

SWOT is giving the possibilities for analyzing the relationship between each SWOT factor.

Therefore, the researcher will easy to get the company capabilities through the relation

among those four components. Therefore, here is the two-by-two SWOT analysis:

83
 Table 4.3.3.2.3 the two-by-two SWOT Matrix

Internal Factors

Strength Weaknesses

New legislation and new enforcement about network

infrastructure development from the government will bring

opportunities for PT Telkom if they can maximize their

performance in finance and expansion as their strength. The

strategy for reaching this opportunity is continuing the Process R&D capabilities should be given more attention

expansion to the rural areas, which never did by the and should be fixed for facing the new legislation and new

competitors before. The expansion program should enforcement later. One way to enhance the R&D process is

External emphasize on build infrastructure and facilitation in by recruiting or locating the employee with a background in
Opportunities
Factors Indonesia. Besides, the company can do several campaign the new technology and joining the innovation hubs

internet access for rural areas that in line with the new internationally. Therefore, that, PT Telkom Indonesia can

enforcement. This is the way how PT Telkom supports the utilize this opportunity.

new legislation and new enforcement to become a developed

country.

The increasing interest rate and the exchange rate will give Managing the speed, responsiveness, and quality of the

the good opportunity. The strategy for this, PT Telkom should current information will give an impact on the interest rate

utilize their distribution channel, advertising, expandability, and exchange rate increment to get higher profit. The speed

84
The continuation from the previous table
and the user-oriented system. PT Telkom should increase the and responsiveness with the changes will be handled by

coverage channel. For now, digital strategy is more effective, utilizing software tools and automation instead of a human,

for example, is by using social media, organize a valuable developing the procedures, and providing self-service

event such as a webinar, and inviting the influencer. All the options. While quality can be enhanced by implementing

strategies should be focused on customer satisfaction. By the scrum process.

doing this, the more company get customers, the more profit

that will be gained later.

The launching of the new variant of the product will bring

By enhancing the Process R&D and pilot test, the new
more profit for PT Telkom if they can elaborate their
Opportunities product will get a better finishing product before launch the
strengths such as Product and R&D capabilities, their
new product. The new employee with a background in new
experience, and their operating systems. Before the launch,
technology should be part of this division. They are given
the company should research and develop the variant of the
the freedom to elaborate their ideas, concerns, and thought.
product first. They can use the learning curve to develop the
Additionally, conducting a pilot test will support the new
new product and handle the operations system's effectiveness
product.
by using lean or six sigma tools.

Changing customer preference and population trends are the Customer service and promotional programs need to be

threat. It can be solved by utilizing the user-oriented system improved to make the customer have a good preference for

Threat and advertisement appropriately. The user-oriented system in Indihome. The strategy is by giving training for the

sales and marketing that PT Telkom has will give the newest customer service people. The salesperson should have

information related to customer behaviour. Before they empathy, work ethic, look at every touchpoint, improve the

85
The continuation from the previous table
advertise, they should determine the sales territories by using customer interactions, and provide feedback. Customer

equalized workload approach. Also, the marketing and sales service should enhance their strategy and tactic to face the

division can be making marketing segmentation by customer. Customer service needs to build a long-term

demographics and physiographic. relationship with the customer.

Adopting new technologies is another threat, it means the Process R&D capabilities, team collaborations and

company should adapt and learn with the new technologies. adaptation, employee capabilities and development, and

It will be solved by enhancing the personnel system, team speed and responsiveness with the current information

spirit, and experience (learning curve of the company). The should be given more attention to minimize the incapability

company should make good team building and always giving of the employees in adopting the new technologies. The

the spirit. The division that has a big responsibility for this is HRD division should improve each employee's bonding,

Human Resource and Development. HRD should know the provide valuable seminars, and create a collaborative

Opportunities capacity, ability, and interest of each employee by using environment. The collaborative environment can be reached

personality tests. Placing the employee with appropriate by empowering the employee and manager, align the

division also the way to enhance the personnel system and employee with the core values and goals, create a culture

team spirit. with mutual trust and respect, etc.

New competitors will be solved by enhancing the company A company should have differentiation from other

expansion and focusing on the user-oriented system. competitors. It will make the customer know why they need

Expansion is the only robust CAV of Indihome, they can to choose Indihome rather than the new competitors. These

handle the new competitors by expanding their market to differentiator things can be found by generating

86
The continuation from the previous table
rural areas. Therefore, the customer will prefer Indihome Competitive Advantage Values as their superior values.

rather than the product from the new competitors because of These CAVs later should be emphasized to make the

the availability of Indihome. customer know.

If the price of the competitor change to get the lower price,

Make the pricing and payment policies easier to be
PT Telkom Indonesia can utilize the product and R&D
understood for minimizing the customer's do the
capabilities for showing if Indihome product has higher
comparison price between Indihome and other competitors.
prestige with the same price proportions. To show this
Opportunities PT Telkom can utilize the payment method through e-
prestige, PT Telkom can insert the prestigious features into
commerce or any other e-money applications such as dana
their brochure or advertisement. In this brochure, they also
to make it simpler. Salesperson and customer service people
can add the advantages of Indihome compare with other
have responsibility for giving information about the pricing
companies. Besides, the company can be building a long
policies, the policies should be stated clearly, compact,
relationship with the customer by understanding the customer
clear, and understandable.
buying process and buyer behavior.

87
 4.3.3.3 Six Thinking Hats

The six thinking hats method for finding the best process to integrate their CAV due to exist

in the marketplace. During this stage, the researcher will choose one of the processes stated

in the group brainstorming by considering the SWOT analysis of the company's capabilities.

Within this decision-making step, therefore, the researcher divides each role of the

employees in PT Telkom Indonesia with each role of the hats. Here are the lists:

 White Hat – General Manager

Information & Data: (White) – (Neutral). A general manager is the best match for this role

since GM is the highest position in the organizational structure. He should remain neutral.

 Red Hat – Human Resource Development

Emotions (Red) – (Feelings & Intuition). HRD is the best match since HRD is not common

with the quality of the product. They are more know about the employees' performance

rather than the improvement of the product quality. They do not have much basic

knowledge about that. Therefore, they will judge based on their feeling and intuition.

 Black Hat - Finance

Discernment (Black) – (Pessimistic). Finance divisions always criticize anything related to

the improvement that needs money because they have a role in minimizing the budget for

any kind of quality improvement.

 Yellow Hat – Marketing and Customer Care

Optimistic Response (Yellow) – (Optimistic). They are optimistic since they will just

consider the good impact as long as the good influences customer satisfaction.

 Green Hat – Research and Development

88
 Creativity (Green) – (Creative Thinking). Research and development have creative

thinking for improving the quality of Indihome. This is their job to find the ideas for the

improvement.

 Blue Hat – War Room Division

Process – analysis (Blue). They are mastering related to data, strategy, and forecasting. It

is good if the blue hat for war room employees.

Here is the result of the meeting based on Six Thinking Hats roles:

Table 4.3.3.3. The scoring of Six Thinking Hats

Stream
Scrum
Role Value Explanation or reasons
Process
Analysis

Based on the realization possibilities, Stream Value analysis

White Hat 5 5 easier to be implemented. However, based on the percentage of
succession, the Scrum process is better.

If the company implements the Scrum process, we are worried

if our employees are not capable to do that since most of our
Red Hat 5 6 employees are less collaborative. Our employees tend to be the
more using waterfall. However, we need more time to give such
training to the employee to know how the Scrum process works.

Implementing the Scrum process will spend more budget. We

need to ensure all employees know the scrum process by
Black Hat 6 7
coaching them through mentoring or training. If we fail, is not
good for our budgeting stability.

The scrum process gives us a chance to get more customers and

Yellow Hat 8 5
satisfaction with our product within a short amount of time.

89
 The continuation from the previous table

The scrum process is new in the industrial field. It gives many

benefits for the company that apply this appropriately. The
Green Hat 8 4 company can manage their waste based on lean, increase the
customer capabilities, and manage any kind of changes within a
short amount of time.

Based on our analysis, the scrum process gives us more

advantages rather than Stream value analysis. In the future, we
Blue Hat 6 5 need agile to face the changes. It is better to use the scrum
process for the next. Therefore, the scrum process can be used
for our next ten years.
Accumulation
37 32
Point

Based on table 4.3.3.3., the higher accumulation point is for implementing the scrum process

to integrate the CAVs. From the role of the hats, three of them support the implementation

of the scrum process. Those three hats are yellow, green, blue or marketing and customer

care, research and development, and war rooms. While the other two tend to choose value

stream mapping, they are red and black hats or HRD and finance division. At the same time,

the white hat tries to be neutral. Therefore, from this decision-making tool, the researcher

can conclude that the scrum process will be used as the process due to integrate the

competitive advantage values in Indihome products.

4.3.4 Design

In the design phase, the researcher will make the detail the previously selected method,

namely the Scrum Process. Details about the scrum process will be analyzed using process

mapping. The following is an explanation of the process mapping:

4.3.4.1 Process Mapping

In process mapping, the researcher will try to explain the scrum process systematically. For

this scrum process, there is an introduction phase and work phases. The operational phase is

90
divided into four: a sprint planning meeting, a scrum meeting, sprint review, and sprint

retrospectives.

There are three requirements if the company wants to implement the scrum process:

development team, training programs, and facing unstable conditions in the future. The

company should make a special team, called the development team. The development team

has focused on managing the company changes as their problem, which should be solved.

This team consists of several people with different expertise. For example is from financial,

research and development, engineers, etc. This team has authority and access to elaborate

the ideas as creatively as possible. The second requirement is holding several classes or

training related to using the scrum process. The third is about the unstable changes. Yes, PT

Telkom is one of information and telecommunication that should face changes in

technologies. They should be adapted to the new technologies as soon as possible for

fulfilling the customer needs. Here is an explanation of each phase in the Scrum process:

Figure 4.3.4.1 Scrum Process Mapping

91
a) Introduction phase

This stage is the earliest stage in the Scrum process. Before employees do this stage,

employees should conduct the training first. The purpose of training is for employees to

have basic knowledge about the Scrum process. At this first stage, they must determine:

 Gathering requirements as short user stories.

 Identify all the releases the software product should have, along with a probable

delivery schedule.

 Determine the features as their objectives or goals that need to be reached within

a certain amount of time. The features that have been determined in the measure

phase called the product backlogs.

b) Sprint Planning Meeting

The sprint planning stage is an advanced stage of holding introduction. At this stage,

employees will focus on the plan in the process of integrating competitive advantage

value. The things that will be determined at this stage are:

 First, the meeting is mainly to answer the "What" question

 Second, focuses on the “How,” the development team will try to identify tasks from

the previously chosen stories and deduce how much time

 Making the project planner tools such as using Gantt chart to make the employee

easier to see the progress later.

c) Daily Scrum Meeting

This step is for doing the daily activities, which must be done every day routinely. The

purpose of this step is as a means of communication between employees regarding

progress, problems faced, and bonding among employees. The things for this step are:

92
  Everyday meeting for inspecting. It also has aimed for bonding process among the

team members.

 Answer three questions; what I did yesterday? What I will do today? What is in my

way?

d) Sprint Review

In the fourth stage, employees will evaluate the solutions they use in integrating their

competitive advantage value. This stage is also said to measure the performance of the

solution to improve features, which consider the competitive advantage value of

Indihome products. The activities carried out at this stage are:

 Demo the solutions and show the solution process to the product owner. In this

case, the product owner is the general manager since he has the highest position in

this company.

 Ask the feedback from the product owner.

e) Sprint Retrospectives

The last process is the sprint retrospectives. This process is used for the finishing process

of the products. Therefore, there are several activities during this step:

 Process improvement. The team will improve the General Manager's feedback.

 Update to the product owner or general manager. The improved solution will be

shown to the General Manager.

 Success and Failures. The solution success to be implemented.

 Adapt and adjust. The company can adapt and adjust to the new improvement,

which integrates competitive advantage values.

93
By using the scrum process, the company can integrate the features as their competitive

advantage values. This scrum process will be helpful if the company is facing any changes

in the future. The scrum process is designed for future changes. The Scrum process is agile

because it is easy to adapt to any changes in the future. Thus, the researcher concludes that

the scrum process can be used again to integrate new CAVs in the future.

4.3.5 Verify

The last phase of the DMADV approach is by verifying the generated solutions. To verify if

the solution already meets the objectives, the researcher will answer the research question.

Below is the detail:

Research question:

“What are the Competitive Advantage Values (CAV) of Indihome and how to improve those

values to compete with other competitors?”

Answer:

After defining the customer needs by using VoC and measuring several values using the

CTQ tree, the researcher finds several values as the candidates of Competitive Advantage

Values. These values are called features. To make the researcher focus on the most important

values only, the researchers used Pareto and the kano model diagram in the measure phase.

In the measure phase, the researcher finally gets the most important values used as the

competitive advantage values. Those values are:

 F1: network stable

 F2: the internet match between the bought speed and the used speed

 F6: Quality is stable for any locations

94
 F15: Discount for the installation

 F20: Increase fiber Optic Infrastructure in sequestered areas

 F22: inform the customer if there is any information

 F21: Expanding more for the location with higher demand of internet

Only F21 is categorized as a mature feature for CAV. Therefore the rest of the features needs

to be integrated. To make the integration, the researcher using the scrum process. The scrum

process is chosen based on the SWOT analysis and six thinking hats.

95
 CHAPTER 5

CONCLUSION AND SUGGESTION

In the last chapter, the researcher will explain the conclusion and suggestions from the

research. Through this chapter, the researcher concludes the research outcome, which means

answering the research question stated before. Besides, the suggestion also includes in this

part. The suggestion will consist of recommendations for further research that will be useful

in the future. Therefore, here are the details about the conclusion and suggestion.

5.1 Conclusion

Research about The process to Defining and Optimization Competitive Advantage Value by

Implementing DMADV Approach in PT Telkom Indonesia, Tbk. has aimed to find the

Competitive Advantage Value that Indihome has. These values will help the company to

improve so that the company can compete with other competitors. Since before this brand

does not has distinguisher between them and other competitors. This research took a one-

year process to find the best and appropriate solution to answer the research questions.

Based on the research question that already stated before in chapter 1, the researcher can

answer the questions to solve the problem formulation. From the systematic process made by

the researcher, finally, the researcher found the desired output. The researcher can found the

Competitive Advantages Values that Indihome has by using an implementation of DMADV

steps. Based on the analysis, the possible CAVs that Indihome uses are F1, F2, F6, F9, F15,

F20, and F22.

The description for those features focused more on adjusting the internet speed according to

the amount purchased by the customer. The company should more evenly the quality

provided to all customers, both in the city centre or in the suburbs. The service from sales

96
should be be more friendly and cooperative to customers, provide promos or discounts at first

installation, and Increase fiber Optic Infrastructure in sequestered areas, adding fiber-optic

infrastructure in an area with a large amount of demand, and Inform to the customer if there

is any changes or news. These features are included in the One-Dimensional or Performances

category. This means that the greater the company's performance on this feature, the higher

the level of customer satisfaction. F21, or called company expansion (Adding Fiber Optic

Infrastructure in an area with a large amount of demand) already robust become the CAV.

While features F1, F2, F6, F9, F15, F20, and F22 are the Competitive Advantage Values that

need to integrate due for making the customers satisfaction increased.

To integrate the CAVs due to enhance customer satisfaction, therefore scrum process is

chosen. The Scrum process is chosen based on several considerations from the company's

SWOT analysis then decide by using Six Thinking Hats analysis. The scrum process has an

overall score of 37, while another process, Value Stream Mapping, has an overall score of

32. In conclusion, the researcher concludes that Indihome expansion is the robust CAV that

Indihome can use as their superior value compares with other competitors. However, several

possible CAVs need to integrate by using Scrum Process.

5.2 Suggestion or Recommendation

For the recommendation part, the researcher tries to divide the suggestion into two parts:

the company PT Telkom Indonesia Witel South Sumatra and the second for further

research. Here are the details:

97
5.2.1 Suggestion for PT Telkom Indonesia, Tbk

Based on the result of the research, the following are several recommendations for the

improvement of Indihome:

1. During promotion or introduce the products of Indihome, the company should get the

customer know about the Competitive Advantage Values that Indihome has as the

distinguisher with other competitors. Therefore, the customer will know the superior

value or the strength of Indihome that does not belong with other competitors.

2. The employee, especially the customer-related employee such as customer service,

sales, and marketing division, should understand and master the CAVs that Indihome

has to be informed of the CAVs.

3. The company needs to enhance the CAVs that they have by integrating those values

using Scrum Process

5.2.2 Suggestion for the Further Research

Since the process of this research is only for one year process, therefore there is a suggestion

from the researcher for further research to make this research more advanced and helpful in

the future:

1. Implementation of Scrum process that already chosen by the researcher. Therefore,

future research will explain how the effectiveness of using the Scrum process to improve

the CAVs.

98
 Bibliography

Ahdani, B., Salimi, M. & Charkhchian, M. A new FMEA method by integrating fuzzy

belief structure and TOPSIS to improve risk evaluation process. Int J Adv Manuf

Technol 77, 357–368 (2015). https://doi.org/10.1007/s00170-014-6466-3

Berger C., Blauth R., Boger D. et al.,1993, "Kano methods for understanding customer-

defined quality", Hinshitsu: Journal of the Japanese Society for Quality Control,

fall, 3-35.

Biazzo, S. (2002). Process mapping techniques and organisational analysis. Business

Process Management Journal, 8(1), 42–52

Brem, A., Maier, M., & Wimschneider, C. (2016). Competitive advantage through

innovation: the case of Nespresso. European Journal of Innovation

Management, 19(1), 133–148

Chesbrough, Henry. (2013). Open Innovation-The New Imperative for Creating and

Profiting from Technology. HBS Press.

Chermack TJ, Bernadette KK (2007). The use of and misuse of SWOT analysis and

implications for HRD professionals. Hum Resour Develop Intern 10(4):383–

399

Nadine P, Richter A (2007) SWOT analysis—idea, methodology and a practical

approach. University of Applied Science, Berlin.

Fujimoto, T., & Shiozawa, Y. (2012). Inter and Intra Company Competition in the Age

of Global Competition: A Micro and Macro Interpretation of Ricardian Trade

Theory. Evolutionary and Institutional Economics Review, 8(2), 193–231.

Gitlow, H. (1998–1999). Innovation on Demand. Quality Engineering, 11(1):79–89.

99
Griffin, Abbie & Hauser, John. (1991). The Voice of the Customer. Marketing Science.

12. 10.1287/mksc.12.1.1.

Jack (2020). Six Sigma: DMADV Methodology. Retrieved October 9, 2020, from

Villanova University, department Resources: Lean Six Sigma. Website:

https://www.villanovau.com/resources/six-sigma/six-

sigmamethodologydmadv/#:~:text=The%20Six%20Sigma%20processes%20th

at,Analyze%2C%20Design%2C%20and%20Verify.

J.A. Johnson , H. Gitlow , S. Widener & E. Popovich (2006) Designing New Housing

at the University ofMiami: A “Six Sigma” DMADV/DFSS Case Study, Quality

Engineering, 18:3, 299-323, DOI: 10.1080/08982110600719399

Jai-Hyun, Byun. (2012) "Content of Present Issue - A Design for Six Sigma: A Robust

Tool in Systems Engineering Process." A Design for Six Sigma:

A Robust Tool in Systems Engineering Process. Industrial Engineering & Management

Systems, 16, 1856-12

Kano, N., Takahashi, F. (1979). The Motivator Hygiene Factor in Quality. JSQC, 9(th)

Annual Presentation Meeting, Abstracts, pp. 21–26.

Hielke Buddelmeyer, Paul H. Jensen, Elizabeth Webster, Innovation and the

determinants of company survival, Oxford Economic Papers, Volume 62, Issue

2, April 2010, Pages 261–285, https://doi.org/10.1093/oep/gpp012

Hooks, Julian. "What Is DMADV?" Six Sigma Daily. N.p., 10 Dec. 2012. Web. 02 Nov.

2013.

Kuthe (2009). Application of ANN in Six Sigma DMADV and its comparison with

regression analysis in

100
view of a case study in a leading steel industry. Mechanical Engineering Department.

https://doi.org/10.1504/IJSSCA.2009.024215

Lmac (2017). The how of Achieving Your Strategy. Retrieved October, 8 2020.

https://lmacuk.co.uk/strategy-experts/

McAdam, R. (2004). Knowledge creation and idea generation: a critical quality

perspective. Technovation, 24(9), 697705.

doi:10.1016/s0166-4972(02)00169-4

Mooney, A. (2007). Core Competence, Distinctive Competence, and

Competitive Advantage: What Is the Difference?. Journal of Education for

Business, 83(2), 110–115. https://doi.org/10.3200/JOEB.83.2.110-115

Nahmias, Steven (1997). Production and Operations Analysis (7th Ed). Chicago: Irwin.

Porter, M. E. (1998). The competitive advantage of nations: with a new introduction (1st

Ed). New York: Free Press.

Prajogo, D. I., & Sohal, A. S. (2006). The relationship between organization strategy,

total quality management (TQM), and organization performance––the

mediating role of TQM. European Journal of Operational Research, 168(1), 35–

50.

Robbins, Stephen P. The Administrative Process. New Delhi; Prentice-Hall. 1982

Ron S. Kenett (1991) Two Methods for Comparing Pareto Charts, Journal of Quality

Technology, 23:1, 27-31, DOI: 10.1080/00224065.1991.11979280

101
Zou et all., (2016), Absorptive capacity, technological innovation, and product life

cycle: a system dynamics model, SpringerPlus Journal, 5: 1-25

102
Appendix 1. Voice of Customer Questions

First Questionnaire Questions

1) Give ratings about how often you recommend Indihome to others

2) Give a rating about the telephone service performance of PT Telkom Witel Sumsel * if

you use

3) Give a rating about the performance of the cable TV service (Usee TV), * if you use

4) In your opinion, is the registration (installation) process of Indihome products classified

as Easy? Give Rating

5) Is the Indihome bill payment process classified as Easy?

6) In dealing with disturbances, do technicians from Indihome handle it quickly?

7) Do you have any suggestions regarding payment methods that can be used to pay

Indihome bills?

8) What Indihome package are you currently using?

9) Are there any plans for you to unsubscribe from Indihome?

10) If you are, what product will replace it?

11) Apart from Indihome, what kind of products do you know that have competitive quality

with Indihome? (called competitor products)

12) Why are you interested in using Indihome products?

13) Have you ever used Internet Service products (at home) other than Indihome? if yes,

please specify

103
14) If it is called "Indihome", what will come to your mind first?

15) Are you satisfied with the service provided by Sales when explaining Indihome

products to you?

16) Apart from Indihome products, do you know other products that are similar to

Indihome?

17) If there is a disruption in the use of Indihome products, do you know what to do?

18) In using Indihome products, state what are the things that often become obstacles

(disturbances)

19) What do you like about Indihome products?

20) What do you dislike about Indihome products?

21) Do you have any suggestions or suggestions for Indihome?

Second Questionnaire questions

1) Jaringan Internet Stabil

2) Jaringan Internet tidak stabil (sering putus - putus)

3) besar kecepatan internet yang dibeli sesuai dengan kecepatan internet yang digunakan

4) besar kecepatan internet yang dibeli tidak sesuai dengan kecepatan internet yang

digunakan

5) Tidak ada Ioss connection selama penggunaan

6) terdapat loss connection selama penggunaan

7) Membutuhkan waktu yang singkat dalam melakukan perbaikan bila terdapat gangguan

104
8) Membutuhkan waktu yang lama dalam melakukan perbaikan bila terdapat gangguan

9) Membutuhkan waktu yang singkat pada saat pemasangan produk Indihome

10) Membutuhkan waktu yang lama pada saat pemasangan produk Indihome

11) setiap pelanggan mendapatkan kualitas Indihome yang merata disemua daerah

12) setiap pelanggan mendapatkan kualitas Indihome yang tidak merata disemua daerah

13) Dapat menggunakan Indihome pada saat mati lampu

14) tidak dapat menggunakan Indihome pada saat mati lampu

15) Fleksibel dalam memasang sendiri produk Indihome tanpa memanggil teknisi (apabila

pindah rumah, dll)

16) Tidak fleksibel dalam memasang sendiri produk Indihome dan harus memanggil teknisi

(apabila pindah rumah, dll)

17) Sales yang ramah dan kooperatif dengan customer

18) Sales tidak ramah dan tidak kooperatif dengan customer

19) Sales mengetahui secara keseluruhan mengenai produk Indihome

20) Sales tidak mengetahui secara keseluruhan mengenai produk Indihome

21) Sales yang fast response

22) Sales yang tidak fast response

23) Sales memiliki kemampuan untuk membangun emotional branding kepada customer.

*Emotional branding adalah satu strategi efektif untuk mewujudkan keloyalan

konsumen, sehingga konsumen merasa nyaman

105
24) Sales tidak memiliki kemampuan untuk membangun emotional branding kepada

customer. *Emotional branding adalah satu strategi efektif untuk mewujudkan

keloyalan konsumen, sehingga konsumen merasa nyaman

25) Mempunyai sistem 24/7 after-sale service. *After sales service adalah adalah sebuah

layanan yang diberikan pada konsumen setelah melakukan pembelian produk

26) tidak mempunyai sistem 24/7 after-sale service. *After sales service adalah adalah

sebuah layanan yang diberikan pada konsumen setelah melakukan pembelian produk

27) Indihome memberikan discount pada event - event besar

28) Indihome tidak memberikan discount pada event - event besar

29) Indihome memberikan diskon atau pemasangan perangkat gratis ( free installation fee)

pada pembelian pertama

30) Indihome tidak memberikan diskon atau pemasangan perangkat gratis ( free installation

fee) pada pembelian pertama

31) Indihome memberikan harga yang bersaing dengan produk lain

32) Indihome tidak memberikan harga yang bersaing dengan produk lain

33) Indihome memiliki fitur Anti-lightning (anti petir) sehingga pelanggan tidak perlu

khawatir menggunakan produk pada saat hujan deras

34) Indihome tidak memiliki fitur Anti-lightning (anti petir) sehingga pelanggan perlu

mematika perangkat pada saat hujan deras disertai petir

35) Indihome memaksimalkan penggunaan remot (remot memiliki alfabet) sehingga

mempermudah pelanggan untuk mengetik di Usee TV untuk mencari hal yang dicari

106
36) Indihome tidak memaksimalkan penggunaan remot (remot memiliki alfabet) sehingga

pelanggan cukup sulit untuk mengetik di Usee TV untuk mencari hal yang dicari

37) Indihome meningkatkan pembangungan infrastruktur fiber optik di daerah terpencil

38) Indihome tidak perlu meningkatkan pembangungan infrastruktur fiber optik di daerah

terpencil

39) Indihome perlu memperbanyak infrastruktur fiber optik di tempat yang memiliki

permintaan yang banyak sehingga kebutuhan pelanggan yang ingin berlangganan di

Indihome dapat terpenuhi

40) Indihome tidak perlu memperbanyak infrastruktur fiber optik di tempat yang memiliki

permintaan yang banyak sehingga kebutuhan pelanggan yang ingin berlangganan di

Indihome dapat terpenuhi

41) Indihome perlu memberitahukan pelanggan apabila terdapat gangguan, perbaikan, atau

berita apapun

42) Indihome tidak memberitahukan pelanggan apabila terdapat gangguan, perbaikan, atau

berita apapun

43) Indihome memberikan keistimewaan bagi pelanggan yang sudah setia menggunakan

produknya selama lebih dari 7 tahun.

44) Indihome tidak memberikan keistimewaan bagi pelanggan yang sudah setia

menggunakan produknya selama lebih dari 7 tahun

45) Indihome mengadakan acara untuk publik seperti carnival, konser, acara keagamaan

dll.

107
46) Indihome tidak mengadakan acara untuk publik seperti carnival, konser, acara

keagamaan dll.

47) Indihome melakukan kegiatan sosial seperti Qurban, peduli covid - 19, soalisasi, dll

48) Indihome tidak melakukan kegiatan sosial seperti Qurban, peduli covid - 19, soalisasi,

dll.

108
Appendix 2. R – Table

109
 Appendix 3. Result of Validity Test (correlation of each feature)

Correlations

F1 F2 F3 F4 F5 F6 F7 F8 F9 F10 F11 F12 F13 F14 F15 F16 F17 F18 F19 F20 F21 F22 F23 F24 F25 F26 Total

F1 Pearson 1 .502* .443* .496* .565** .503* .574** 0,280 .500* .537** .660** .614** .585** .600** .478* 0,401 .600** 0,370 .574** .608** .526** .706** .732** .478* 0,315 .607** .820**

Correlation

Sig. (2- 0,013 0,030 0,014 0,004 0,012 0,003 0,184 0,013 0,007 0,000 0,001 0,003 0,002 0,018 0,052 0,002 0,075 0,003 0,002 0,008 0,000 0,000 0,018 0,134 0,002 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F2 Pearson .502* 1 0,315 0,104 0,262 .581** 0,336 0,132 0,251 .427* 0,271 0,312 0,272 0,140 0,275 .451* 0,325 .490* 0,336 0,290 0,232 0,136 0,239 0,275 0,064 0,101 .460*

Correlation

Sig. (2- 0,013 0,134 0,629 0,216 0,003 0,108 0,539 0,237 0,038 0,199 0,137 0,198 0,514 0,193 0,027 0,121 0,015 0,108 0,169 0,275 0,525 0,261 0,193 0,767 0,638 0,024

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F3 Pearson .443* 0,315 1 0,253 0,191 .591** .697** .443* 0,069 0,170 0,195 0,101 .429* .609** .589** 0,355 0,379 0,047 .697** 0,220 0,061 0,066 .455* .589** 0,339 .405* .591**

Correlation

Sig. (2- 0,030 0,134 0,233 0,371 0,002 0,000 0,030 0,748 0,428 0,361 0,638 0,036 0,002 0,002 0,089 0,068 0,827 0,000 0,301 0,777 0,760 0,026 0,002 0,105 0,050 0,002

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F4 Pearson .496* 0,104 0,253 1 .811** .427* .431* .485* .468* 0,356 .543** .416* .615** .496* 0,334 .441* .466* 0,397 .431* .409* 0,273 .484* .606** 0,334 .550** .532** .689**

Correlation

Sig. (2- 0,014 0,629 0,233 0,000 0,038 0,035 0,016 0,021 0,088 0,006 0,043 0,001 0,014 0,111 0,031 0,022 0,055 0,035 0,047 0,197 0,017 0,002 0,111 0,005 0,007 0,000

tailed)

110
 N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F5 Pearson .565** 0,262 0,191 .811** 1 .462* 0,369 0,282 .645** .415* .567** .497* .529** .436* 0,403 .662** .520** .644** 0,369 .601** .497* .459* .502* 0,403 .553** .444* .732**

Correlation

Sig. (2- 0,004 0,216 0,371 0,000 0,023 0,076 0,181 0,001 0,044 0,004 0,013 0,008 0,033 0,051 0,000 0,009 0,001 0,076 0,002 0,014 0,024 0,012 0,051 0,005 0,030 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F6 Pearson .503* .581** .591** .427* .462* 1 .724** 0,369 0,302 0,246 0,363 0,279 0,402 .477* .699** .463* .514* 0,290 .724** 0,205 - 0,132 .494* .699** 0,352 0,241 .680**

Correlation 0,030

Sig. (2- 0,012 0,003 0,002 0,038 0,023 0,000 0,076 0,152 0,246 0,081 0,187 0,051 0,018 0,000 0,023 0,010 0,170 0,000 0,337 0,891 0,539 0,014 0,000 0,092 0,257 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F7 Pearson .574** 0,336 .697** .431* 0,369 .724** 1 0,287 0,120 0,140 0,388 0,084 .574** .720** .658** 0,346 .416* 0,113 1.000** 0,269 - 0,227 .677** .658** .527** .458* .710**

Correlation 0,105

Sig. (2- 0,003 0,108 0,000 0,035 0,076 0,000 0,174 0,578 0,513 0,061 0,695 0,003 0,000 0,000 0,098 0,043 0,600 0,000 0,204 0,625 0,285 0,000 0,000 0,008 0,025 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F8 Pearson 0,280 0,132 .443* .485* 0,282 0,369 0,287 1 0,195 0,179 0,290 0,196 0,395 0,393 .407* 0,080 0,190 0,013 0,287 .429* 0,150 0,141 .469* .407* .433* 0,163 .471*

Correlation

Sig. (2- 0,184 0,539 0,030 0,016 0,181 0,076 0,174 0,361 0,402 0,169 0,357 0,056 0,057 0,049 0,710 0,373 0,953 0,174 0,036 0,484 0,510 0,021 0,049 0,035 0,445 0,020

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

111
F9 Pearson .500* 0,251 0,069 .468* .645** 0,302 0,120 0,195 1 .752** .766** .804** .497* 0,191 .468* .417* .739** .606** 0,120 .697** .762** .489* .469* .468* 0,059 0,233 .665**

Correlation

Sig. (2- 0,013 0,237 0,748 0,021 0,001 0,152 0,578 0,361 0,000 0,000 0,000 0,014 0,370 0,021 0,043 0,000 0,002 0,578 0,000 0,000 0,015 0,021 0,021 0,784 0,272 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F10 Pearson .537** .427* 0,170 0,356 .415* 0,246 0,140 0,179 .752** 1 .737** .839** .590** 0,084 .418* 0,353 .549** .647** 0,140 .744** .756** .467* .487* .418* 0,029 0,223 .647**

Correlation

Sig. (2- 0,007 0,038 0,428 0,088 0,044 0,246 0,513 0,402 0,000 0,000 0,000 0,002 0,698 0,042 0,091 0,006 0,001 0,513 0,000 0,000 0,021 0,016 0,042 0,893 0,295 0,001

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F11 Pearson .660** 0,271 0,195 .543** .567** 0,363 0,388 0,290 .766** .737** 1 .711** .670** .409* .473* 0,399 .705** .407* 0,388 .716** .580** .660** .732** .473* 0,319 .442* .780**

Correlation

Sig. (2- 0,000 0,199 0,361 0,006 0,004 0,081 0,061 0,169 0,000 0,000 0,000 0,000 0,047 0,020 0,054 0,000 0,048 0,061 0,000 0,003 0,000 0,000 0,020 0,128 0,030 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F12 Pearson .614** 0,312 0,101 .416* .497* 0,279 0,084 0,196 .804** .839** .711** 1 .557** 0,267 0,333 0,359 .739** .500* 0,084 .688** .783** .565** .535** 0,333 0,054 0,173 .649**

Correlation

Sig. (2- 0,001 0,137 0,638 0,043 0,013 0,187 0,695 0,357 0,000 0,000 0,000 0,005 0,207 0,112 0,085 0,000 0,013 0,695 0,000 0,000 0,004 0,007 0,112 0,800 0,418 0,001

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F13 Pearson .585** 0,272 .429* .615** .529** 0,402 .574** 0,395 .497* .590** .670** .557** 1 .691** .448* .514* .676** .493* .574** .653** .497* .640** .793** .448* .620** .433* .832**

Correlation

112
 Sig. (2- 0,003 0,198 0,036 0,001 0,008 0,051 0,003 0,056 0,014 0,002 0,000 0,005 0,000 0,028 0,010 0,000 0,014 0,003 0,001 0,014 0,001 0,000 0,028 0,001 0,035 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F14 Pearson .600** 0,140 .609** .496* .436* .477* .720** 0,393 0,191 0,084 .409* 0,267 .691** 1 .522** .513* .589** 0,050 .720** 0,315 0,159 .487* .744** .522** .672** .478* .724**

Correlation

Sig. (2- 0,002 0,514 0,002 0,014 0,033 0,018 0,000 0,057 0,370 0,698 0,047 0,207 0,000 0,009 0,010 0,002 0,816 0,000 0,134 0,457 0,016 0,000 0,009 0,000 0,018 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F15 Pearson .478* 0,275 .589** 0,334 0,403 .699** .658** .407* .468* .418* .473* 0,333 .448* .522** 1 .427* .470* 0,218 .658** .432* 0,206 0,181 .529** 1.000** 0,344 0,253 .725**

Correlation

Sig. (2- 0,018 0,193 0,002 0,111 0,051 0,000 0,000 0,049 0,021 0,042 0,020 0,112 0,028 0,009 0,037 0,020 0,306 0,000 0,035 0,335 0,398 0,008 0,000 0,099 0,233 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F16 Pearson 0,401 .451* 0,355 .441* .662** .463* 0,346 0,080 .417* 0,353 0,399 0,359 .514* .513* .427* 1 .515* .524** 0,346 0,364 0,310 0,262 0,363 .427* .427* 0,176 .609**

Correlation

Sig. (2- 0,052 0,027 0,089 0,031 0,000 0,023 0,098 0,710 0,043 0,091 0,054 0,085 0,010 0,010 0,037 0,010 0,009 0,098 0,080 0,140 0,217 0,081 0,037 0,038 0,410 0,002

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F17 Pearson .600** 0,325 0,379 .466* .520** .514* .416* 0,190 .739** .549** .705** .739** .676** .589** .470* .515* 1 0,354 .416* .467* .509* .465* .588** .470* 0,266 0,312 .747**

Correlation

Sig. (2- 0,002 0,121 0,068 0,022 0,009 0,010 0,043 0,373 0,000 0,006 0,000 0,000 0,000 0,002 0,020 0,010 0,089 0,043 0,021 0,011 0,022 0,002 0,020 0,209 0,138 0,000

tailed)

113
 N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F18 Pearson 0,370 .490* 0,047 0,397 .644** 0,290 0,113 0,013 .606** .647** .407* .500* .493* 0,050 0,218 .524** 0,354 1 0,113 .603** .645** 0,397 0,253 0,218 0,221 0,253 .537**

Correlation

Sig. (2- 0,075 0,015 0,827 0,055 0,001 0,170 0,600 0,953 0,002 0,001 0,048 0,013 0,014 0,816 0,306 0,009 0,089 0,600 0,002 0,001 0,055 0,233 0,306 0,299 0,232 0,007

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F19 Pearson .574** 0,336 .697** .431* 0,369 .724** 1.000** 0,287 0,120 0,140 0,388 0,084 .574** .720** .658** 0,346 .416* 0,113 1 0,269 - 0,227 .677** .658** .527** .458* .710**

Correlation 0,105

Sig. (2- 0,003 0,108 0,000 0,035 0,076 0,000 0,000 0,174 0,578 0,513 0,061 0,695 0,003 0,000 0,000 0,098 0,043 0,600 0,204 0,625 0,285 0,000 0,000 0,008 0,025 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F20 Pearson .608** 0,290 0,220 .409* .601** 0,205 0,269 .429* .697** .744** .716** .688** .653** 0,315 .432* 0,364 .467* .603** 0,269 1 .770** .543** .627** .432* 0,380 0,317 .730**

Correlation

Sig. (2- 0,002 0,169 0,301 0,047 0,002 0,337 0,204 0,036 0,000 0,000 0,000 0,000 0,001 0,134 0,035 0,080 0,021 0,002 0,204 0,000 0,006 0,001 0,035 0,067 0,132 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F21 Pearson .526** 0,232 0,061 0,273 .497* - -0,105 0,150 .762** .756** .580** .783** .497* 0,159 0,206 0,310 .509* .645** -0,105 .770** 1 .634** 0,352 0,206 0,121 0,257 .542**

Correlation 0,030

Sig. (2- 0,008 0,275 0,777 0,197 0,014 0,891 0,625 0,484 0,000 0,000 0,003 0,000 0,014 0,457 0,335 0,140 0,011 0,001 0,625 0,000 0,001 0,092 0,335 0,573 0,226 0,006

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

114
F22 Pearson .706** 0,136 0,066 .484* .459* 0,132 0,227 0,141 .489* .467* .660** .565** .640** .487* 0,181 0,262 .465* 0,397 0,227 .543** .634** 1 .691** 0,181 0,395 .582** .628**

Correlation

Sig. (2- 0,000 0,525 0,760 0,017 0,024 0,539 0,285 0,510 0,015 0,021 0,000 0,004 0,001 0,016 0,398 0,217 0,022 0,055 0,285 0,006 0,001 0,000 0,398 0,056 0,003 0,001

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F23 Pearson .732** 0,239 .455* .606** .502* .494* .677** .469* .469* .487* .732** .535** .793** .744** .529** 0,363 .588** 0,253 .677** .627** 0,352 .691** 1 .529** .557** .581** .849**

Correlation

Sig. (2- 0,000 0,261 0,026 0,002 0,012 0,014 0,000 0,021 0,021 0,016 0,000 0,007 0,000 0,000 0,008 0,081 0,002 0,233 0,000 0,001 0,092 0,000 0,008 0,005 0,003 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F24 Pearson .478* 0,275 .589** 0,334 0,403 .699** .658** .407* .468* .418* .473* 0,333 .448* .522** 1.000** .427* .470* 0,218 .658** .432* 0,206 0,181 .529** 1 0,344 0,253 .725**

Correlation

Sig. (2- 0,018 0,193 0,002 0,111 0,051 0,000 0,000 0,049 0,021 0,042 0,020 0,112 0,028 0,009 0,000 0,037 0,020 0,306 0,000 0,035 0,335 0,398 0,008 0,099 0,233 0,000

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F25 Pearson 0,315 0,064 0,339 .550** .553** 0,352 .527** .433* 0,059 0,029 0,319 0,054 .620** .672** 0,344 .427* 0,266 0,221 .527** 0,380 0,121 0,395 .557** 0,344 1 .443* .575**

Correlation

Sig. (2- 0,134 0,767 0,105 0,005 0,005 0,092 0,008 0,035 0,784 0,893 0,128 0,800 0,001 0,000 0,099 0,038 0,209 0,299 0,008 0,067 0,573 0,056 0,005 0,099 0,030 0,003

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

F26 Pearson .607** 0,101 .405* .532** .444* 0,241 .458* 0,163 0,233 0,223 .442* 0,173 .433* .478* 0,253 0,176 0,312 0,253 .458* 0,317 0,257 .582** .581** 0,253 .443* 1 .573**

Correlation

115
 Sig. (2- 0,002 0,638 0,050 0,007 0,030 0,257 0,025 0,445 0,272 0,295 0,030 0,418 0,035 0,018 0,233 0,410 0,138 0,232 0,025 0,132 0,226 0,003 0,003 0,233 0,030 0,003

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

Total Pearson .820** .460* .591** .689** .732** .680** .710** .471* .665** .647** .780** .649** .832** .724** .725** .609** .747** .537** .710** .730** .542** .628** .849** .725** .575** .573** 1

Correlation

Sig. (2- 0,000 0,024 0,002 0,000 0,000 0,000 0,000 0,020 0,000 0,001 0,000 0,001 0,000 0,000 0,000 0,002 0,000 0,007 0,000 0,000 0,006 0,001 0,000 0,000 0,003 0,003

tailed)

N 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

*. Correlation is significant at the 0.05 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed).

116
Appendix 4 Result of Reliability Test

Item-Total Statistics

Scale Mean if Item Scale Variance if Item Corrected Item- Cronbach's Alpha if

Deleted Deleted Total Correlation Item Deleted

F1 190.0000 1547.565 .811 .745

F2 189.8333 1582.058 .440 .751

F3 190.2917 1551.955 .567 .746

F4 190.2083 1554.346 .673 .746

F5 189.9167 1561.036 .720 .747

F6 189.9167 1554.688 .664 .746

F7 190.1667 1525.797 .689 .742

F8 190.3333 1578.232 .449 .751

F9 189.8333 1561.188 .649 .747

F10 189.9167 1561.645 .630 .748

F11 189.8333 1556.145 .770 .746

F12 189.9583 1562.998 .633 .748

F13 189.8750 1553.853 .824 .746

F14 189.8750 1545.158 .708 .745

F15 189.8333 1543.797 .709 .744

F16 189.7500 1578.370 .596 .750

F17 189.7083 1564.563 .737 .748

F18 189.9583 1574.389 .518 .750

F19 190.1667 1525.797 .689 .742

F20 189.7917 1554.085 .716 .746

F21 189.5000 1565.826 .519 .749

F22 189.8750 1553.418 .608 .746

F23 189.8333 1553.449 .842 .746

F24 189.8333 1543.797 .709 .744

F25 190.0417 1572.476 .558 .749

117
F26 190.2500 1567.152 .553 .749

Total 96.8333 404.580 1.000 .948

118
 Appendix 5. Scoring Functional and Dysfunctional Questions

F1 F2 F3 F4 F5 F6 F7 F8 F9 F10 F11 F12 F13 F14 F15 F16 F17 F18 F19 F20 F21 F22 F23 F24 F25 F26
Customer (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (+) (-) (-) (+)
1 2 -2 2 4 2 4 2 2 0 0 4 2 0 0 4 0 2 4 2 0 2 2 4 4 2 0 2 0 2 0 0 0 4 0 0 0 0 0 0 0 2 4 2 4 2 0 2 0 0 0 0 0
2 0 -1 0 -1 -2 -2 0 -1 2 0 -1 -2 -2 -2 0 -1 2 0 -1 -1 0 -1 0 -2 2 2 2 0 -1 -1 2 2 2 0 2 0 -2 -2 2 2 4 -2 4 -1 0 0 -1 -1 2 0 4 0
3 2 2 4 2 -2 -2 0 0 2 2 0 0 -2 -2 -2 -2 0 0 2 2 0 0 2 2 0 0 -1 -1 -2 -2 2 2 0 0 4 4 -2 -2 0 0 4 4 4 4 0 0 -2 -2 0 0 0 0
4 -1 0 0 0 -2 4 2 0 0 -1 0 0 -2 4 2 -1 2 -1 2 -1 2 0 0 0 0 0 -2 2 0 2 0 2 0 0 0 0 -2 4 0 0 0 0 0 0 0 2 0 2 -1 2 2 -1
5 2 0 0 2 2 2 0 0 0 0 0 0 0 0 0 0 0 0 2 2 0 0 2 -1 2 2 2 2 2 2 2 2 2 2 0 0 0 0 2 2 2 2 2 2 2 2 2 2 2 2 2 2
6 4 4 4 2 4 4 4 4 4 4 4 4 4 4 4 4 4 4 2 2 2 2 2 2 2 2 2 2 2 0 2 0 2 2 4 4 4 4 4 3 4 2 4 4 4 4 2 0 2 2 4 4
7 2 2 0 2 4 4 0 0 0 2 0 0 4 4 4 4 0 0 2 2 2 2 0 2 4 4 4 4 4 4 0 0 0 0 0 0 4 4 4 3 4 4 4 4 4 4 4 4 4 4 2 2
8 4 4 2 0 2 2 0 0 2 2 4 2 4 4 0 0 4 2 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 4 4 4 4 4 4 4 4 0 0 0 0
9 4 4 4 4 4 4 4 4 4 4 4 4 4 4 2 0 2 2 4 4 4 4 2 4 4 4 2 4 4 4 4 4 2 4 4 4 4 4 4 3 4 4 4 4 2 4 4 4 4 4 4 4
10 -1 0 0 0 2 2 2 2 2 2 4 4 4 4 0 0 -1 -1 -2 -2 -1 -2 -2 -2 0 0 4 4 4 4 4 4 0 0 0 0 4 4 -2 -2 -2 -2 -1 -1 0 0 4 4 4 4 0 0
11 2 4 2 2 2 4 2 2 4 2 4 4 0 0 4 0 4 2 2 4 4 2 4 0 2 4 4 0 4 0 4 0 4 0 0 0 0 0 4 4 4 2 2 4 4 0 4 0 4 0 4 0
12 -1 0 4 4 0 0 -2 -2 0 0 2 2 -1 -1 -1 -1 4 2 4 4 0 0 2 2 0 0 -2 -2 4 4 2 2 2 2 4 4 -1 -1 2 2 4 4 -2 -2 -1 -2 4 4 -1 -2 -1 -2
13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 2 2 2 2 2 2 2 0 0 2 2 2 2 0 0 2 2 4 2 4 2 2 0 2 2 2 0 2 0
14 0 4 2 4 4 2 -1 -1 0 0 2 2 0 0 2 2 -1 -1 -1 -1 -1 -1 -1 -1 -1 -1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -2 -2 -1 -1 0 0 0 0 0 0
15 4 2 0 0 2 4 4 0 4 4 2 0 4 0 0 0 4 0 2 2 2 4 4 2 2 0 4 0 4 0 2 4 4 2 0 0 4 0 2 4 4 2 2 4 2 2 4 0 0 2 4 0
16 4 2 4 4 4 4 4 2 4 2 2 4 4 2 2 2 4 4 4 4 4 4 2 2 4 2 4 4 4 4 4 4 4 4 4 2 4 2 4 4 4 4 2 4 4 4 4 4 2 4 4 4
17 0 2 4 -2 0 0 0 0 0 0 2 2 4 -2 2 -1 -1 0 0 0 0 0 0 0 2 0 2 0 0 0 2 0 2 0 0 0 4 -2 2 -1 -1 -2 -1 -2 2 0 0 0 2 0 0 -2
18 4 4 4 4 -1 4 4 4 4 4 4 4 4 4 2 2 4 4 4 4 4 4 4 2 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
19 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2 -1 2
20 2 0 0 0 -1 -1 0 0 2 0 2 4 4 0 -1 -2 2 2 0 2 4 4 0 0 0 0 0 0 2 4 0 0 2 2 0 0 4 2 2 2 0 0 2 2 2 4 2 4 2 2 2 2
21 2 0 2 2 -1 0 -1 -1 0 0 -1 -1 -2 -2 0 0 2 2 2 2 2 2 2 2 -1 -1 0 0 2 2 2 2 0 0 0 0 -2 -2 2 2 4 4 2 2 0 0 2 2 -1 -1 0 0
22 2 2 4 2 4 -1 -1 -1 2 2 2 2 4 4 -1 -1 0 0 0 0 2 2 0 0 2 2 4 2 0 0 2 2 4 2 -1 -1 4 4 -1 2 0 2 2 2 2 2 0 0 0 0 2 2
Note:
23 2 2 2 2 4 4 4 4 4 4 4 4 4 0 0 0 4 4 4 0 4 4 4 2 4 2 4 2 4 2 4 4 4 2 4 2 4 0 4 4 4 4 4 4 4 2 4 2 2 0 4 4
(+): functional questions
24 -1 -1 -1 -1 -1 -1 2 2 2 2 -2 -2 -2 -2 0 0 2 2 2 2 2 4 2 2 2 4 0 0 -2 -2 2 2 2 2 2 2 -2 -2 2 2 4 4 0 0 0 0 -2 -2 2 2 0 0
(-): dysfunctional questions
average 1,542 1,5 1,75 1,58 1,21 1,79 1,17 0,92 1,708 1,54 1,71 1,71 1,5 1,0417 0,917 0,292 1,833 1,458 1,71 1,63 1,792 1,833 1,583 1,25 1,71 1,58 1,83 1,458 1,917 1,63 1,958 1,917 2,042 1,5 1,5 1,375 1,5 1,125 1,92 1,958 2,5 2,1667 1,875 2 1,7083 1,542 1,917 1,625 1,417 1,292 1,75 1,0417
overall avg 1,521 1,6667 1,5 1,04 1,625 1,71 1,271 0,604 1,646 1,67 1,813 1,417 1,65 1,65 1,771 1,938 1,771 1,4375 1,313 1,94 2,333 1,9375 1,625 1,771 1,354 1,4

119
Appendix A

Final Year Project Advisor Form

This is to certify that the following faculty member:

Name : Sri Susilawati Islam, M.T.

Position/Study Program : Lecture/Industrial Engineering

Has agreed to be the Final Year Project Advisor for the following student:

Name : Muhtia Luchfi

Student ID # : 2019370021

Student, Supervisor,
SAMPOERNA UNIVERSITY
FACULTY OF ENGINEERING AND
TECHNOLOGY

NAME: Muhtia Luchfi

NAME: Sri Susilawati Islam, M.T.
DATE : November, 30th 2020
DATE: November, 1 2020

120
Appendix B

Name : Muhtia Luchfi

Thesis Advisor : Sri Susilawati Islam, M.T.

Study Program/Cohort : Industrial Engineering/2019

Tanda tangan (Signature)

Tanggal Materi Bimbing Pembimbing

No Catatan Perbaikan (Notes Revision) Mahasiswa
(Date) (Material/Progress Report) (Thesis
(Student)
Advisor)

Provide the prove data for the urgency

1 September 8 of the topic and read the journal

2020 Defining FYP topic papers related to the topic

121
 The advisor directly to continue the

method that student used to solve the

2
September, Fixing the Topic for Final Year problem. For the analyze phase, advisor

26 2020 Project ask to input SWOT analysis.

October, 17 The advisor revise and review the

3
2020 Revising Chapter I chapter one made by the student

The advisor asked the student to learn

about State of the Art and start to read

4
October, 31 about research related with the Final

2020 State of the Art Year Project topic

The advisor asked the student to read

5 November, the example of the thesis and try to

12 2020 Chapter II and Chapter III compose chapter II and chapter III

122
 Revision for Chapter 1: grammar,

6 November, formatting, and quotation in

19 2020 2nd revision for chapter I Introduction part

Revision for Chapter II & III: grammar,

7 November, formatting, structure of sentence, and

26 2020 1st revision for chapter II & III the citation for support the statement

December, 1 3rd revision for the FYP draft Revision for the formatting, grammar,
8
2020 (Chapter 1 – 3) and table of State of the Art

The SWOT analysis should be do in-

depth analysis. The researcher must

9
March, 04 Revision for the SWOT give strategies for each combination of

2021 Analysis components in SWOT

March 13,
10 The advisor asked to continue to chapter
2021 Additional to continue chapter 5
5. By Friday, the researcher must

123
 submit the full FYP progress to the

advisor.

The advisor asked to fix the

grammatically errors, the researcher

March, 31 Revision for the final draft of
11 must give the description for all the
2021 FYP
tables, and proof reading to reduce the

mistakes.

124