PLACE OF PERFORMANCE MEASUREMENT IN THE MANAGEMENT SYSTEM OF THE ORGANIZATION

2017 ◽  
Vol 6 (2) ◽  
pp. 29-32
Author(s):  
Еремина ◽  
G. Eremina ◽  
Соболь ◽  
O. Sobol
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Financial Indicators ◽  
Management By Objectives ◽  
Evaluation Of Performance ◽  
Performance And Evaluation

The article analyzes the existing western approaches to the evaluation of performance indicators, which are now actively used in Russia: Management by Objectives, Balanced Scorecard, a system for assessing key performance indicators, etc. The work of domestic authors is also considered, dedicated to measuring financial performance and evaluation of staff. The article deals with the main concepts related to measuring performance: «key performance indicators» (KPIs), «key results indicators» (KRIs) and etc. The research showed that in most cases companies use existing methods to measure their performance, aimed at assessing financial indicators or qualifications, knowledge, skills of employees. In turn, the methods of measuring effectiveness and effectiveness, which allow to reflect the level of achievement of the set goals, the degree of effectiveness of the activities of personnel and the organization as a whole, provide feedback to employees on key areas of their actions are in demand less. The article also provides the basic rules for the application of the performance measurement system, which makes it possible to improve the efficiency of its application.

scholarly journals Usulan Rancangan Key Performance Indicators Menggunakan Pendekatan Perspektif Balanced Scorecard Pada PT. Pelayaran Hub Maritim Indonesia

2016 ◽  
Vol 7 (2) ◽  
Author(s):  
Gayuh Mukti Rahmatullah ◽  
Amak Mohamad Yaqoub
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Primary Data ◽  
Performance Measurement System ◽  
Research Approach ◽  
The Balanced Scorecard ◽  
A Performance

Indonesia is the largest archipelago in the world which of course, has many ports as a place reliance ship. Ports in Indonesia is always crowded by various ship activities. Such vessels require fossil fuels as the material preparation to continue the journey. This has become a business opportunity for PT. Pelayaran Hub Maritim Indonesia as a company engaged in fuel distribution. The operational activities of PT. Pelayaran Hub Maritim Indonesia has made performance measurement yet of the financial aspects only. Therefore, this study aims to design a performance measurement system for companies based on four perspectives of the balanced scorecard is a financial perspective, a marketing perspective, internal business process perspective and learning and growth perspective. This study uses a qualitative method research approach to the type of research in the form of action research case study, the data used is primary data. Data from this study obtained by interviewing the informant is determined based on the balanced scorecard perspectives. Results of this research is a performance measurement system and the weighting of each of the key performance indicators with paired comparison method to get the level of importance of each strategic objective.

scholarly journals Prototype Sistem Informasi Pengukuran Kinerja Fakultas Dengan Menggunakan Balanced Scorecard Studi Kasus: Fakultas Sains Dan Teknologi UIN Jakarta

2018 ◽  
Vol 11 (2) ◽  
pp. 127-138
Author(s):  
Tomi Hardi
Keyword(s):  
Performance Measurement ◽  
Financial Performance ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Strategic Objectives ◽  
The Balanced Scorecard

ABSTRAK Pengukuran kinerja adalah hal yang penting bagi manajemen dalam melakukan evaluasi performa dan perencanaan perguruan tinggi. Salah satu metode untuk mengukur kinerja tersebut adalah dengan balanced scorecard. Fakultas Sains dan Teknologi  sebagai sebuah fakultas yang memiliki visi dan misi belum memanfaatkan Sistem Pengukuran Kinerja (SPK) untuk mengetahui sudah sejauh mana visi dan misi itu terlaksana. SPK yang baik haruslah terintegrasi untuk semua unit dan aktivitas di fakultas . Indikator kinerja yang terbentuk tidak hanya berupa indikator kinerja finansial (keuangan) tetapi juga indikator kinerja nonfinansial. Oleh karena itu peneliti mencoba merancang system pengukuran kinerja dengan melibatkan indikator kinerja financial dan nonfinansial. Prores perancangan SPK menggunakan model Balanced Scorecard , yaitu keseimbangan antara finansial dan nonfinansial dengan didasarkan pada langkah-langkah (framework) yaitu penetapan arsitek pengukuran, penentuan tujuan strategis (strategic objectives) dari masing-masing perspektif (finansial, pelanggan, proses bisnis internal, belajar dan tumbuh), penentuan Key Performance Indicators (KPI) dan penentuan target. Untuk melakukan penilaian kinerja adalah menggunakan lembar kerja pengukuran kinerja yang dirancang sedemikian rupa sehingga dapat memberikan gambaran mengenai kinerja. hasil dari penelitian ini yaitu implementasi  dalam bentuk software diharapkan mampu mempercepat proses analisis Balanced Scorecard itu sendiri dan memberikan nilai tambah yaitu berupa competiteve advantage dalam persaingan bisnis, sehingga dapat dijadikan sebagai salah satu sistem pendukung keputusan di tingkat manajerial. ABSTRACT Performance measurement is important for management to evaluate the performance and college planning. One method is to measure the performance of the Balanced Scorecard. Faculty of Science and Technology as a faculty that has the vision and mission have not been utilizing the Performance Measurement System (DSS) to determine the extent to which the vision and the mission was accomplished. Good SPK be integrated to all units and activities in the faculty. Performance indicators are formed not only in the form of financial performance indicators (financial) but also non-financial performance indicators. Therefore, researchers tried to design a performance measurement system involving financial and non-financial performance indicators. ProRes DSS design using a model of the Balanced Scorecard, which is a balance between the financial and nonfinancial measures are based on the (framework) that the determination architect measurements, determination of strategic objectives (strategic objectives) of the respective perspectives (financial, customer, internal business processes, learning and growing), the determination of Key Performance Indicators (KPI) and the determination of the target. To conduct performance appraisal is to use performance measurement worksheets are designed such that it can provide a picture of performance. the results of this study are in the form of software implementation is expected to accelerate the analysis process itself and the Balanced Scorecard provide added value in the form of competiteve advantage in a competitive business, so it can be used as a decision support system at the managerial level.  

scholarly journals Perancangan Sistem Pengukuran Kinerja Dengan Metode Integrated Performance Measurement System (IPMS) (Studi Kasus: Program Studi Teknik Industri Universitas PGRI Adi Buana Surabaya)

2011 ◽  
Vol 9 (1) ◽  
pp. 16-24
Author(s):  
Yunia Dwie Nurcahyanie
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Measurement Systems ◽  
Stakeholder Requirement ◽  
Performance Measurement Systems ◽  
Integrated Performance

Untuk menjamin kualitas pendidikan di Program Studi Teknik Industri Universitas PGRI Adi Buana surabaya, diperlukan sebuah rancangan sistem pengukuran kinerja (SPK) yang terintegrasi dengan metode IPMS (Integrated Performance Measurement Systems). Dengan metode IPMS, Key Performance Indicators (KPI) Program Studi Teknik Industri ditentukan berdasarkan stakeholder requirement melalui empat tahapan yaitu; identifikasi stakeholder requirement, external monitor, penetapan objectives, dan identifikasi KPIs. Hasil perancangan SPK di Program Studi Teknik Industri Universitas PGRI Adi Buana Surabaya, dapat mengidentifikasi 26 KPIs yang dikelompokkan dalam 9 kriteria kinerja Program Studi Teknik Industri, yaitu; kurikulum, mahasiswa, finansial, SDM, administrasi akademik, proses belajar mengajar, lulusan, evaluasi dan pengendalian, dan masyarakat

scholarly journals PERANCANGAN SISTEM STANDARISASI DESA WISATA KABUPATEN BANTUL DENGAN MODEL SISTEM PENGUKURAN KINERJA BALANCED SCORECARD GUNA PENGUATAN INDUSTRI PARIWISATA DAERAH

2017 ◽  
Vol 8 (2) ◽  
pp. 1
Author(s):  
Yasrin Zabidi ◽  
Suhardiwamo Suhardiwamo
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Assessment Instrument ◽  
Performance Criteria ◽  
Performance Measurement System ◽  
Design Phase ◽  
Strategic Objectives ◽  
Tourist Village

Bantul regency until now has approximately 36 villages wisata. Standarisasi tourist village needs to be done, which is the standard tourist village which is categorized as an embryo, develops, and advanced. These standards can be used by Disbudpar to determine work programs such as mentoring programs, counseling, training for rural tourism in the category or the developing embryo. One standardized assessment instrument is the assessment of performance against a tourist village. Therefore, in this study, researchers are trying to design a system of standardization of the tourist village of Bantul model performance measurement system balanced scorecard that includes the identification of performance criteria, strategic objectives, determining indicators of performance, the determination method / means of performance measurement precise, systematic and easy to use, as well as the design of performance reporting. The design activity in this study is divided into four phases, namely: the initial phase of the study and formulation of the problem, the design phase, the phase of analysis and conclusion phase. Early research phase and the formulation of the problem include the formulation of the problem and determine the research objectives. Design phase includes the design process performance measurement system with Balanced Scorecard method which includes the establishment of strategic objectives, the establishment of performance indicators (key performance indicators / KPIs), target setting and action plans, draft worksheet performance measurement methods Omax and draft reporting of performance-based website. Phase analysis includes analysis of balanced scorecard performance measurement system that includes analysis perspective, the analysis of strategic objectives, KPI analysis and analysis of the strategy map. Phase conclusions include conclusions from the findings and suggestions. From the research performance based on four perspectives of the balanced scorecard, namely financial, customer, internal business processes, learning and growth. Strategic objectives that form there are 10 and there are 24 KPI KPI formed. Besides of this study the formation worksheet Omax performance measurement method, so that can know the value of each performance indicator of performance and total performance in a particular period.

scholarly journals Perancangan Sistem Pengukuran Kerja dengan Metode Intergrated Performance Measurement System (IPMS) (Studi Kasus: CV. Ekasari)

2016 ◽  
Vol 15 (2) ◽  
Author(s):  
Indah Kurniyati ◽  
Risya Zeline ◽  
Sri Yohana Simanjuntak ◽  
Yuniaristanto
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Criteria ◽  
Performance Measurement System ◽  
Company Performance ◽  
Global Business ◽  
Organizational Goals ◽  
Efficiency And Effectiveness

<em><span>Global business competition greatly increased sharply in Indonesia, including in the food market. To succeed and grow in the competition, an organization should use measurement and management systems derived from the strategies and capabilities of the company. CV. Eka Sari is a company engaged in the field of catering, where business activity in CV. Eka Sari is more focused on providing the bread and cakes. The continued development of the catering business, demanding CV. Eka Sari to improve in every aspects of company performance, so that the company can remain competitive with other companies. Therefore, CV. Eka Sari is in need of performance measurement that aims to evaluate and plan its performance in order to achieve organizational goals. Performance measurement methods used by the company is Integrated Performance Measurement System (IPMS), which is a method that measures the performance of an integrated and based on the wishes of stakeholders. Objectives are determined to meet the wishes of stakeholders, so that will be determined key performance indicators. From the results of the identification, obtained 22 key performance indicators. To determine the performance criteria that need more attention then be weighted. Weighting is done using Hierachy Analytical Process (AHP). Weighting results generated from that aspect that must be considered are aspects of the process, then the performance criteria that must be considered, namely improving the efficiency and effectiveness of production, and Key Performance Indicators to be very aware of is the number of defective products.</span></em>

scholarly journals THE SELECTION OF PRODUCTIVITY KEY PERFORMANCE INDICATORS FOR CAR MANUFACTURING COMPANIES USING INTEGRATED PERFORMANCE MEASUREMENT SYSTEM

SINERGI ◽  
2018 ◽  
Vol 22 (2) ◽  
pp. 101
Author(s):  
Uly Amrina ◽  
Alfa Firdaus
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Manufacturing Companies ◽  
Stakeholder Requirement ◽  
Integrated Performance ◽  
Stakeholder Requirements

The increase in car market 17% in 2020, and ASEAN Free Trade policy only 5% for imported products, cause tightened competition in the automotive market. Car manufacturing companies face problems in selecting their performance indicators related to competitive challenges. The purpose of this research is to develop productivity key performance indicators in car manufacturing that conform to stakeholder requirements as a strategy to win the market. The conditions are manifested in a mapping of manufacturing symbols using the Integrated Performance Measurement System (IPMS) method. That manufacturing productivity indicators will become the focus of the top management to be controlled. There are four stages to go through, starting with the identification of stakeholder requirement, which produces six criteria and 12 stakeholder requirements and mapped into 16 goals and 24 key performance indicator (KPI). The second stage is benchmarking, and preparation of KPI hierarchy and the third stage is the description of each KPI in the form of KPI specification table. The fourth stage is the weighting of the six main criteria that result in 3 priority criteria which must be reported monthly between the manufacturing division (painting), finance and administration. Those are employee safety, manufacturing process effectiveness (painting) and waste elimination activities. The priority is obtained based on questionnaires answered by ten stakeholders (experts) processed with Analytical Hierarchy Process (AHP) approach and has been tested consistency in the number 0.09. These three criteria are described in 15 KPIs: performance rate, availability rate, quality rate, trained operator ratio, training value ratio> 80, delay ratio, attendance ratio, downtime losses, setup and adjustment losses, idle time, defect losses, yield losses, manpower efficiency, environmental impact and work accident ratio. 

scholarly journals A Scor-based Model For Green Sales And Distribution Performance Measurement In The Leather Tanning Industry

2018 ◽  
Vol 5 (01) ◽  
pp. 1 ◽  
Author(s):  
Afifa Sucihana Ismadhia ◽  
Ari Yanuar Ridwan ◽  
Rosad Ma’ali El Hadi
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Measurement System ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Green Supply Chain ◽  
Performance Measurement System ◽  
Supply Chain System ◽  
Leather Tanning ◽  
Tanning Industry

A green supply chain performance measurement system is needed to manage the environmental risks that are often being the major issues of industry. Claim from the government to implement the green supply chain system will certainly be a boost to major industries in Indonesia. As for PT. Elco lndonesia Sejahtera, to create an industry that applies green perspective in the industry, of course PT. EIS requires a model of its own enterprise performance measurement system design. Therefore, this study aims to design a performance measurement system from Green Sales and Distribution in the supply chain of leather tanning industry. The model used as a tool for designing performance measurement systems from the supply chain is Green SCOR model. The conceptual model is designed by involving activities such as stakeholder identification, needs analysis of green stakeholders, green destination identification, and KPI weighting. The supply chain operation reference metric (SCOR) is applied to identify key performance indicators (KPIs). The weight of the KPI is determined using the AHP method. The results of this study are six green objectives and also fifteen Key Performance indicators under it. Green objectives and Key performance can help companies to improve the performance of Green Sales and Distribution in the company.

Measuring and Managing E-Business Initiatives through the Balanced Scorecard

2011 ◽  
pp. 152-168 ◽  
Author(s):  
Wim Van Grembergen ◽  
Isabelle Amelinckx
Keyword(s):  
Information Technology ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Measurement System ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Business Perspective ◽  
Customer Perspective ◽  
A Performance

The Balanced Scorecard (BSC) initially developed by Kaplan and Norton is a performance measurement system that supplements traditional financial measures with the criteria that measure performance from three additional perspectives: customer perspective, internal business perspective, and innovation and learning perspective. In recent years, the Balanced Scorecard has been applied to information technology in order to ensure that IT is fairly evaluated. The proposed methodology can also be applied to e-business initiatives. In this chapter, it is illustrated how the BSC can be used to measure and manage e-business initiatives. A generic e-business Balanced Scorecard is proposed and its development and implementation is discussed.

Key Performance Indicators for the Organized Farm Products Retailing in India

2017 ◽  
pp. 1316-1329
Author(s):  
Rajwinder Singh ◽  
Ajit Pal Singh ◽  
Bhimaraya A. Metri
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Volume Flexibility ◽  
Farm Production ◽  
Product Personality ◽  
Cost Distribution ◽  
Livestock Products ◽  
Agriculture Products

The Non-livestock products include Horticulture products (flowers, fruits, nuts, vegetables and medicinal plants) and Agriculture products (Crops like; rice, cotton, wheat). These items share the maximum sale of the farm products. Unfortunately, the farm production in India has witnessed a huge wastage. It has attracted the attention of many practitioners and policy makers. Witnessing the opportunity many organized retail players have entered the arena to sell farm products. However, the supply chain (SC) performance measurement has remained the major challenge as “No measurement no improvement”. Many organizations are searching for an efficient SC performance measurement system. Our study recommends that the SC performance shall be improved by developing a SC strategy based on a limited set of key performance indicators (KPI). Otherwise, managers shall waste time and resources on the undesirable performance indicators. We have identified and classified the KPI for non-livestock retailing SC management into five groups. These are 1) Customer Attraction Metrics (product quality, product personality, process quality); 2) Inventory Metrics (fill rate, customer response time, return adjustment, spoilage adjustment, and Vendor managed inventory); 3) Attractiveness Metrics (inventory cost, distribution cost, Return on investment, stakeholder value, sales profit and channel flexibility); 4) Transportation Metrics (shipping errors, and volume flexibility); and 5) Customer Metrics (lead time, delivery flexibility, and backorder flexibility). This grouping shall help the practitioners to focus on a limited set of KPI for better management of supply chains.

Measuring up: do you have a scorecard?

2002 ◽  
Vol 2 (4) ◽  
pp. 181-187
Author(s):  
K. Johnson
Keyword(s):  
Best Practices ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Measurement System ◽  
Business Practices ◽  
Actual Performance ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
A Performance

Performance measurement can be an effective tool in driving organization improvement to enable your utility to become more competitive, or improve customer satisfaction. WERF Project #99-WWF-7, Developing and Implementing a Performance Measurement System, is developing performance measurement systems by investigating a number of “best practices” in other industries and implementing selected practices at various water/wastewater utilities nationwide to determine how these practices can be adapted and applied. This joint WERF/AWWARF research project has been underway since mid-1999 to provide methods and tools that enable the utility to develop and implement a performance measurement system based on a demonstrated, proven approach. The Volume I Report summarizes the secondary research and project approach. Well designed, properly implemented performance measurement systems can enable utilities to achieve new levels of performance in terms of efficiency, quality, and effectiveness. Interest in performance measurement is increasing in all competitive businesses and industries today, and has been advanced through concepts such as the Balanced Scorecard. Utilities can employ these same concepts and learn “best practices” from other industries' experiences. While a performance measurement system alone does not improve performance or make a utility competitive, when combined with an appropriate business strategy and performance improvement initiatives, it can drive a cycle of change. A successful performance measurement system combines a holistic approach around improved business practices and effective human/organizational strategies in addition to actual performance information for operational decision-making.

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