Evaluating the effectiveness of the transport system in Indonesia

Evaluation of urban public transport system in Indonesia, the possibility of its effective development. Analysis of influence factors by using the Ishikawa Cause and Effect diagram and also the use of Pareto analysis. Using business process reengineering.
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1

Introduction

transport indonesia reengineering

In a country like Indonesia, it is very essential that its transportation system be very efficient in order to permit economic development. What is required would be to have efficient planning in relation to its transportation system and efficient infrastructure to facilitate efficient transportation which would be capable of sustaining efficient economic growth. In this paper, there will be an analysis of facts within the case study in order to determine the problems being faced as well as to propose solutions and recommendations that could be implemented to enhance the nation's transportation system. The main issues that within the nation's urban public transportation system would be analyzed using the Ishikawa Cause and Effect diagram and also the use of Pareto analysis. The likely solutions to problems identified would be proposed using management tools like Total Quality Management and Business Process Reengineering.

1. Key Problems Identified from Case

In making an analysis of the given case, it is observed that a number of problems seem to be apparent and these include the presence of an increase in the population of Yogyakarta, and also an increasing private vehicle use and the unsatisfactory state of roads of Yogyakarta which are very congested. The public transportation system is providing bad quality of transportation services that are making people show an interest in using private vehicles. This is contributing to an increase in traffic congestion problems as the increase in the number of vehicles which has the outcome of reducing the capacity of roads in the area. In essence, the problems could be categorized as being management, people, and environment issues.

2. Problem Analysis

The analysis of problems would be carried out using the fishbone diagram in order to bring about the Cause and Effect relationships (Ishikawa, 1968). The sole causes of issues are identified and addressed to bring about the possible solution (Hankins, 2001). In essence, the fishbone diagram would be a strategic tool which can provide a very logical method of viewing problems and causes that would create or would contribute to problems (Ishikawa, 1976), (Copi, 1968), (Gregory, 1992). The Pareto Analysis would then be used to determine the primary causes.

2.1 Cause and effect diagram Analysis

This framework would be used to make an analysis of cause and effect relationships where there would be link with the facts of the case with the fishbone diagram (Ishikawa, 1990), (Dale, et al. 2007) and (Tague, 2004). The issues that are identified would come within the categories outlined below:

· Management Problem

· Machine/Service Problem

· Other Problems

· Policy Problems

Outlined below is a figure that exhibits the problems:

Figure 1: Cause and effect diagram

2.2 Pareto Analysis

This is a statistical tool which helps the process of decision making. In essence, Pareto analysis involves making a selection of a small amount of tasks which are likely to cause an overall effect and is utilized to organize various data that is being collected. The Pareto Principle is also known as the 20/80 rule, that is by carrying out 20% of work, it is so that 80% of the advantage of doing all of the work is capable of being generated. The main problems are bring about by a limited number of key causes, which comprises of 20% and which has the most significant effect on outcome. The management and controlling of these risks would be selected in order to solve 80% of the problem. This sort of technique is such that the causes of the problem would be competing with each other. In essence, this method is used to make an identification of a core category under which main principal causes would come within (Litten, 2013).

Outlined below is the Pareto analysis chart for the problems which are identified under various categories that include “Management”, “Machine/Service”, “Other”, and “Policy” in order to make an identification of the main causes.

Table 1: Causes and percentage and cumulative frequency

In making an analysis of the data contained in the above table, it is observed that root causes of problems within Yogyakarta's transportation system would stem from the management of the various transportations companies. This is then closely adhered to by machine/service category.

2.3 Analysis of Issues and Causes

In looking at the problems as identified by the Pareto analysis, it is apparent that management issues would be the primary causes of problems that are present in the urban public transportation in the city of Yogyakarta. What is apparent here is that various integrated transportation system problems are identified as the sort of problems that have a very significant role when it comes to contributing to a lack of high quality in the providing of public transport in Yogyakarta. The fact is that inefficient management practices and bad structure of the nations public transport system can be labeled as being the primary causes of the bad quality of the nations public transport service. There is no framework within companies functioning in this industry that permits upward communication and hence there is no way for feedback and suggestions of improvement to be channeled up to persons within the upper management. Also, the monopoly which is being exercised by cooperatives and also licensed route operators are significant causes of that hamper the progress of public transportation in Indonesia.

Outline below are main problems identified.

Table 2: Causes and categories

3. Proposals to Solve Problems Identified

In order to address the issues that are identified, it is apparent that business tools like Total Quality Management (TQM) and Business Process Reengineering (BPR) are utilized. These are very efficient methods that could be used to help address various operational management problems.

3.1 Total Quality Management Implementation

TQM is a very comprehensive philosophy that includes various processes which look to evaluate and enhance quality on a continuous basis (Anand et al, 2010). It also uses strategic data and communication in order to incorporate quality principles into organizational culture and activities (Ahire, 1997). It is the concept of customer satisfaction that TQM places emphasis on and the analysis here would relate to talk about how to enhance the quality of public transportation in Yogyakarta so as to reduce overall traffic congestion problems. What is required here is the adoption of TQM in order to facilitate continuous improvement of services that are offered to members of the public (Cua et al, 2001), (Chin et al, 2001) and Crosby, 1989). TQM is a management philosophy that can be described as being a very efficient management of initiatives and procedures which are focused at achieving the delivery of quality products and services (About.com - Principles of Total Quality Management, 2013). There are a number of key principles which are observed to be present when it comes to defining TQM and these are discussed below. Principle 1: Executive Management - This involves member's top management acting as the main driver for TQM and also striving to create a conducive environment that would ensure its success (About.com - Principles of Total Quality Management, 2013). Principle 2: Training - Employees are required to get regular training when it comes to methods and concepts of quality.

Principle 3: Customer Focus - The overall improvements in quality would have the outcome of improving customer satisfaction (About.com - Principles of Total Quality Management, 2013) Principle 4: Decision Making - it is noted here that quality decisions must be arrived at premised on well defined measurements (About.com - Principles of Total Quality Management, 2013)

Principle 5: Methodology and Tools - In relation to this, the use of appropriate methodology and tools would make sure that any sort of non-conformances can be identified, measured and responded to in a way that is efficient and highly consistently (About.com - Principles of Total Quality Management, 2013)

Principle 6: Continuous Improvement - It is also necessary that organization continuously work towards enhancing various manufacturing and quality procedures (About.com - Principles of Total Quality Management, 2013)

Principle 7: Company Culture - in terms of the culture of an organization, this must be focused on mostly developing the capabilities of employees to work together in order to improve quality (About.com - Principles of Total Quality Management, 2013)

Principle 8: Employee Involvement - This suggests that employees must be encouraged so as to become proactive when it comes to making an identification and addressing of various quality related problems (About.com - Principles of Total Quality Management, 2013)

The fact is that service quality of the city's transportation service framework must be enhanced in order to attract an increasing number of passengers. The fact is that cleanliness and high quality of various transportation vehicles like buses which are fitt...