University Quality Measurement Model Based on Balanced Scorecard

Author(s):  
Thalia Obredor-Baldovino ◽  
Harold Combita-Niño ◽  
Tito J. Crissien-Borrero ◽  
Emiro De-la-Hoz-Franco ◽  
Diego Beltrán ◽  
...  
Author(s):  
Yasrin Zabidi

One important factor in influencing the progress and decline of an industry is the performance factor. Performance issues are not only important for middle-to-upper-level companies and large companies, but also important for small and medium industries such as the batik craft industry in the Wukirsari region, Bantul. Given the importance of performance, researchers tried to design a performance measurement model of the batik craft industry in the Wukirsari region, Bantul with the aim of identifying performance criteria, determining performance indicators, formulating performance indicators, and making performance measurement instruments. The steps in this study are divided into four phases, namely the initial research phase and problem formulation, the design phase, the analysis phase and the conclusion phase. The initial research phase and problem formulation include, the profile of the batik craft industry in the Wukirsari region, Bantul, the current performance evaluation system, problem formulation and research objectives. The design phase includes the design process of the performance measurement model with the Balanced Scorecard method which includes setting strategic objectives, establishing performance indicators (key performance indicators), determining performance indicator formulas, making performance measurement instruments. Analysis phase includes KPI analysis and strategy map analysis. Conclusion phase includes conclusions from the results of research and suggestions for the batik craft industry in Wukirsari, Bantul. From the results of the study obtained four performance perspectives based on the balanced scorecard, namely financial, customer, internal business processes, learning and growth. five, namely: increased sales growth, high customer satisfaction, improved system and better work processes, the creation of a good work climate, and increased employee productivity.There are seven performance indicators formed, namely: the rate of sales growth, the level of customer satisfaction, level of compliance with customer complaints, percentage of defective products, number of new products, level of job satisfaction, and employee productivity. The establishment of a performance measurement worksheet, so that the performance values of each performance indicator and total performance can be known in a certain period.Keywords: Performance, Measurement, Batik


Author(s):  
Nancy Eickelmann

This chapter describes the integration of the Capability Maturity Model (CMM) and ISO-9126 software measurement frameworks with the National Aeronautics and Space Administration Independent Verification and Validation Facility (NASA IV&V). Balanced Scorecard IV&V is a unique aspect of software development practice as it provides a service of independent and objective lifecycle evaluation of the software product and processes used for development. To accomplish this rigorous task a sophisticated measurement program is desirable. This chapter describes the application and integration of strategic measurement (BSC) with organizational measurement (CMM) and product measurement (ISO-9126). The CMM is a measurement model of ordinal ranking of an organization’s software process variability and repeatability. As an organization’s process becomes more mature it may traverse the scale from a level one to a level five organization. The CMM provides a basis for collecting accurate and timely measures of process performance. The international standard ISO/IEC-9126 focuses on information technology and software product evaluation through measurement of software quality characteristics. The development of a core set of metrics for implementing the Balanced Scorecard is the most difficult aspect of the approach. Developing metrics that create the necessary linkages of the operational directives with the strategic mission prove to be fundamentally difficult as it is typical to view organizational performance in terms of outcomes or results. The metrics must address performance drivers or the measures that provide feedback concerning day to day progress.


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