Customer-Oriented Business Process Reengineering: A Case Study of Bus Service in Taoyuan International Airport

企業流程再造自1990年代被提出，由於國際貿易頻繁，加劇全球廠商競爭壓力，遂開始提出企業必須進行根本性重新思考其工作設計，以達到顯著性的營運改善，譬如成本、速度、品質…等，進而提供客戶更佳的產品服務，且隨著電腦設備、機械等資訊科技快速發展，其中又以製造產業最先開始熱切關注，如何將資訊科技導入其日常生產營運流程，以降低其生產與管理成本。 然而，隨著時代發展，現在服務產業已成為台灣的第三大產業，且由於製造廠商面對諸多同業低成本競爭壓力下，遂紛紛開始推行製造業服務化，開始強調其價值是自於優質且可靠的服務，可見製造產業與服務產業間的邊界已越來越模糊，以及服務產業對於未來之重要。 且拜賜現代科技發展，諸多服務廠商為了滿足顧客更多的需求和期望，開始嘗試透過新科技導入，改善舊有服務模式，以優化或重新建構服務流程，進而提供顧客更佳之服務，不過服務業的關鍵仍是顧客，由於顧客同時參與服務生產過程中，故必須將顧客的聲音同時納入改造規劃之中，並非以廠商利益作為前提，而是以顧客觀點為核心思考，才可設計出兼顧顧客與企業需求之新服務流程，故本研究目的欲探討服務系統運用顧客觀點規劃與發展新服務流程之重要性。 對此，本研究採用個案研究法，首先透過文獻探討整理出研究的分析步驟，再配合桃園國際機場的客運服務作為研究個案，以進行調查。其中分析將經歷六大步驟「準備動員與辨識願景」、「診斷現行流程與資源」、「定義與辨識關鍵流程」、「重新規劃設計新服務藍圖」、「執行辦法建議」和「擬定監督與衡量指標」，並運用服務藍圖工具劃分出顧客各階段行動，以顧客行動變化來劃分服務流程，以及運用顧客評估客運服務六大指標於其中，以將顧客導向精神落實。 本研究發現，於「準備動員與辨識願景」階段，有別於過往大多仰賴企業內部高層意識到改革之需要，在服務系統中，亦可透過洽詢顧客得到想法回饋，作為改革之契機；此外，在「診斷現行流程與資源」時，透過服務藍圖劃分旅客動作流程，並藉由旅客評估客運服務之六大因素—舒適度、便利性、安全性、資訊可及性、服務反應性與人員服務，融合檢驗各環節之失誤點，可充分將顧客觀點納入企業流程改造中，而本個案中，又以「資訊可及性」和「服務反應性」表現最不佳，進而找出本個案之關鍵流程，並做為後續規劃流程改造和擬定控制指標之主體。 並透過實際案例探討，了解到服務系統在推行企業流程再造時，顧客想法可劃分為六大指標納入其中考量，並使用服務藍圖工具以顧客觀點來劃分內部流程，其結果不但擴充了“企業流程再造”的理論探討，同時也能夠提供給未來相關領域的研究者和其他相關企業發展作為參考。The concept of Business Process Reengineering (BPR) has been expanded since the 1990s when the globalization boosted the competition in various industries. Therefore, companies were longed to fundamentally rethink how they do their work in order to significantly improve production speed, service quality or operational costs. Especially, with the development of Information Technology, the manufacturing industry adapts new technology in daily operation to save the production and management cost. As the progress of time, the service industry plays a critical role to Taiwan’s economy. This in turn drives the manufacturing industry to servitize with the low-cost pressure. A growing number of manufacturing companies now emphasize their value not only production but also good and reliable service. The boundary between manufacturing industries and service industry is getting more and more unclear. With the development of technology, service companies try to implement new technology to improve service process and satisfy customer needs. Since service tends to have customers’ involvement in the delivering process, customer orientation plays a more important role in service firms. This study thus argues that customers’ thoughts should be included in the BPR process to redesign a process that meets customers and companies’ needs. This study utilizes the case study methodology, with in-depth interviews of bus service providers in Taoyuan International Airport. In this research, the BPR analysis steps are divided into 6 steps, which are identifying the vision and compose BPR team, diagnosing process and resources, defining and identifying the key process, re-designing new service blueprint, and designing control index system. This paper also utilizes the service blueprint as a tool to display the process functions above and below the line of visibility to the customer. The research results indicate that service system could utilize customer feedbacks to identify specific problems instead of only from the top-management team awareness in the first step to identify the vision and build the BPR team. Furthermore, in the next step to diagnose process and resources, it can be analyzed by the six indices concerned by customers to check fail points. These indices are comfort, convenience, safety, information accessibility, service reaction and service personals. In the Taoyuan International Airport case, “information accessibility” and “service reaction” were the worst among those that are defined and identified as key process and set as control index. This research reveals the importance of customers’ role in the BPR process. It also illustrates how to use service blueprint as a tool to divide operational process from customer’s perspective. The result not only contributes to the academic research of BPR but also provides valuable insight for service industry with further expansion on BPR