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Permata Guest House Semarang merupakan usaha bisnis yang bergerak di bidang jasa penginapan. Perkembangan skala bisnis Permata Guest House yang pesat tidak disertai dengan penataan dan pengelolaan proses bisnis (Business Process) yang memadai, mengakibatkan banyak kemunculan keluhan dari stakeholder , yaitu dari pelanggan (customer), dan kalangan internal karyawan. Key Performance Indicator (KPI) yang digunakan dalam penelitian terhadap Permata Guest House ini adalah KPI yang diturunkan dari Critical Success Factor (CSF). Pengukuran kinerja dilakukan dengan berdasarkan indikator performansi (Performance Indicator) yang telah ditentukan pada observasi awal beserta ukuran dan target yang dicapai untuk tiap indikatornya. Dari hasil observasi awal didapatkan selisih indikator moral kerja dan loyalitas sebesar 20%, komplain keramahtamahan sebesar 16,67%, komplain penampilan dan sikap sebesar 16,67%, tingkat okupansi marketing sales sebesar 30%, dan kepuasan layanan sebesar 77,78%. Berdasarkan analisis pengukuran kinerja dan proses bisnis telah didapatkan faktor-faktor yang menyebabkan kinerja proses bisnis belum sesuai target, salah satu penyelesaian untuk dapat memperbaiki kinerja adalah dengan merancang ulang proses bisnis dengan menggunakan metode Business Process Reengineering (BPR). Dari hasil BPR perlu dilakukan peninjauan kembali (rethinking), perancangan ulang (redesign), dan evaluasi (retool) terhadap model kinerja bisnis. Hasil dari rekayasa ulang proses bisnis berupa pembakuan usulan proses bisnis, penyusunan visi misi perusahaan, perancangan struktur organisasi dan job description , serta penyusunan Standart Operating Procedure Kata K unci  : critical success factor, key performance indicator, business process reengineering Abstract Permata Guest House Semarang is a business engaged in the lodging services. The development of business scale rapid Permata Guest House is not accompanied by the administration and management of business processes are inadequate, resulting in the emergence of many complaints of stakeholders, that is, from the customer , and the internal employees. Key Performance Indicator (KPI) used in the study of Permata Guest House is KPI derived from the Critical Success Factor (CSF). Performance measurements conducted on the basis of performance indicators which has been determined in preliminary observations along with the size and achievable targets for each indicator. From the initial observations obtained difference indicator morale and loyalty by 20%, amounting to 16.67% hospitality complaint, complaints, appearance and attitude at 16.67%, the occupancy rate of 30% marketing sales and service satisfaction by 77.78%. Based on the analysis of performance measurement and business process has obtained the factors that cause the performance of the business process does not meet the target, one of the settlement is to be able to improve performance by redesigning business processes using the Business Process Reengineering (BPR). From the results of the review of BPR needs  rethinking, redesign, and reto) the business performance models. The results of the business process reengineering business processes such as standardization proposals, drafting mission and vision of the company, designing organizational structure and job description, and the preparation of Standard Operating Procedure Keywords: critical success factor, key performance indicators, business process reengineering

USULAN PERBAIKAN PROSES BISNIS DENGAN KONSEP BUSINESS PROCESS REENGINEERING (STUDI KASUS : PERMATA GUEST HOUSE)