scholarly journals Pengembangan Sistem Pengukuran Kinerja Startup Digital pada Tahap Seed and Development dengan Pendekatan Integrated Performance Measurement System

2018 ◽  
Vol 7 (1) ◽  
Author(s):  
Aditya Adhrevi ◽  
Naning Aranti Wessiani
2019 ◽  
Vol 14 (12) ◽  
pp. 203
Author(s):  
Pirozzi Maria Grazia ◽  
Agliata Francesco ◽  
Tuccillo Danilo ◽  
Pirozzi Francesco

Purpose: The purpose of this paper is to propose an “Integrated Performance Measurement System” (PMS) addressing the measurement and management of the financial and non-financial performance and “Intellectual Capital” (IC) for the “Small and Medium Entreprises” (SMEs). The paper relies on the “Integrated New Model” (INM) by Pirozzi and Ferulano (2016) that deals with the same task applied to a specific sector. Thus, we propose the modification of the INM model to define a “Renewed and Advanced Model” called “INM*” as integrated PMS for SMEs. Design/methodology approach: We used a qualitative method with an inductive and deductive approach to obtain an advanced model INM*. Thus, the SMEs characteristics are translated in our advanced INM* model according to the INM* structure and the IC framework. Moreover, we integrated in our proposed model INM* the “Strategic Management Accounting” (SMA) and the “Systems of Innovation” (SI) perspectives. Findings: We proposed the advanced model INM* as integrated PMS. This is a model supporting entrepreneurial and innovative SME as well as a conceptual framework summarizing the interactions and the knowledge conversions that occur between the IC components within the innovation processes. Thus, the proposed model is a useful tool for SMEs organizations. Originality/value: The renewed and advanced model INM* is useful in the academic and practical communities. It exhibits the advantages related to the innovative usage of a unique measurement system devoted to accomplish all the measurement tasks activated by SMEs. In addition, two other models are proposed and, in turn, are available for further research.


2011 ◽  
Vol 9 (1) ◽  
pp. 16-24
Author(s):  
Yunia Dwie Nurcahyanie

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


2017 ◽  
Vol 1 (1) ◽  
pp. 33
Author(s):  
Nurul Aziza ◽  
Yusuf Eko Nurcahyo

P2KP adalah Program penanggulangan Kemiskinan di Perkotaan atas prakarsa Departemen Pekerjaan Umum yang kemudian berganti nama menjadi PNPM Mandiri Perkotaan dimana program ini meliputi tingkat kelurahan, kecamatan, kabupaten dan propinsi. Dalam prakteknya, pelaporan kinerja PNPM Mandiri ini masih didasarkan pada laporan review Partisipatif dari masyarakat sebagai bentuk pertanggungjawabannya dimana harus dituntut transparan dan akuntabilitas. Sistem pengukuran kinerja sepeti itu tidak bisa mengukur kinerja organisasi secara pasti dan terukur nilainya. Oleh sebab itu dibuatlah rancangan sistem pengukuran kinerja organisasi dengan pendekatan Integrated Performance Measurement Systems yang mengintegrasikan semua elemen yang terlibat didalam organisasi. Berdasarkan rancangan pengukuran kinerja tersebut dan disimulasikan didapatkan hasil kinerja organisasi dan hasilnya berupa nilai pencapaian yang dapat terukur.


2018 ◽  
Vol 11 (1) ◽  
pp. 15
Author(s):  
I Made Dwi Budiana Penindra ◽  
Dewa Made Priyantha Wedagama

Jurusan Teknik Mesin merupakan salah satu jurusan yang terakreditasi A. Jurusan Teknik Mesin Universitas Udayana pada tahun 2016 telah berhasil mempertahankan akreditasi A yang diperoleh sejak tahun 2011. Salah satu penunjang keberhasilan tersebut adalah karena telah dimilikinya sistem pengukuran kinerja yang dihasilkan penulis pada tahun 2015 dimana sistem tersebut telah mampu memantau kinerja jurusan secara berkesinambungan. Walaupun sistem pengukuran kinerja tersebut telah digunakan, tetapi pada implementasinya masih banyak kekurangan yang dimiliki oleh sistem tersebut terutama karena sistem tersebut masih berbentuk manual.  Kekurangan lain juga  dapat dilihat dari hasil penelitian penulis tahun 2016 yang menunjukkan bahwa dari Importance Performance Analysis (IPA) rata-rata persepsi dari mahasiswa sebesar 2,91 masih dibawah rata-rata ekspektasi mereka yaitu 3,14. Pada penelitian ini dilakukan perancangan kembali  sistem pengukuran kinerja yang terintegrasi berdasarkan hasil-hasil penelitian di tahun 2015 dan 2016 dengan metode Performance Prism dimana metode tersebut diintegrasikan dengan beberapa metode yaitu Integrated Performance Measurement Systems (IPMS) di dalam penentuan Key Performande Indicator (KPI) yang menjadi indikator penentu kinerja yang kemudian dibantu menggunakan metode Analytical Hierarcy Process (AHP) di dalam pemberian bobot masing-masing KPI. Setelah KPI memiliki bobot kemudian dilakukan scoring secara menyeluruh dengan Metode Objectives Matrix (OMAX) sehingga dihasilkan angka indeks per periode yang menjadi acuan tingkat kinerja jurusan, serta Traffic Light System (TLS) untuk mengetahui KPI mana yang memerlukan perbaikan berdasarkan warna. Dari hasil penelitian didapatkan hasil Performance Indicator dari periode 1 sebesar 322,8 dan mengalami peningkatan 7,6% dibanding Performance Indicator rata-rata 300. Performance Indicator dari periode 2 sebesar 352,50 dan mengalami peningkatan 9,2% dibanding periode 1. Performance Indicator dari periode 3 sebesar 354,66 dan mengalami sedikit peningkatan 0,61% dibanding periode 2. Performance Indicator dari periode 4 sebesar 354,52 dan mengalami sedikit penurunan 0,04% dibanding periode 3. Performance Indicator dari periode 5 sebesar 573,35 dan mengalami peningkatan 61,73% dibanding periode 4. Performance Indicator dari periode 6 sebesar 606,68 dan mengalami peningkatan 5,81% dibanding periode 5 dan merupakan periode dengan Performance Indicator tertinggi dalam sistem pengukuran ini. Department of Mechanical Engineering Udayana University in 2016 has managed to maintain the A accreditation obtained since 2011. One of the supporting success is because it has owned performance measurement system generated by the author in 2015 where the system has been able to monitor the performance of majors on an ongoing basis. Although the performance measurement system has been used, but in its implementation there are still many shortcomings possessed by the system mainly because the system is still in the form of manual. Another disadvantage can also be seen from the results of research authors of 2016 which shows that from the Importance Performance Analysis (IPA) average perception of students of 2.91 is still below the average of their expectations of 3.14. In this research, re-design of integrated performance measurement system based on the results of research in 2015 and 2016 with Performance Prism method where the method is integrated with several methods of Integrated Performance Measurement Systems (IPMS) in the determination of Key Performande Indicator (KPI) a performance indicator that is then assisted using the Analytical Hierarcy Process (AHP) method in the weighting of each KPI. After KPI has weight then scoring thoroughly with Objectives Matrix (OMAX) method so that the result of index number per period become reference of department performance level, and Traffic Light System (TLS) to know which KPI need improvement based on color. From the research results obtained Performance Indicator from period 1 of 322.8 and increased 7.6% compared to Performance Indicator average 300. Performance Indicator from period 2 amounted to 352.50 and increased 9.2% compared to period 1. Performance Indicator from period 3 was 354.66 and slightly increased by 0.61% compared to period 2. Performance Indicator from period 4 was 354.52 and decreased slightly 0.04% compared to period 3. Performance Indicator from period 5 was 573.35 and an increase of 61.73% compared to period 4. Performance Indicator from period 6 of 606.68 and increased 5.81% compared to period 5 and is the period with the highest Performance Indicator in this measurement system.


2013 ◽  
Vol 54 (4) ◽  
pp. 25-30
Author(s):  
Martin Weiss ◽  
Christiane Zorn

In einer wettbewerbsintensiven Branche wie der Automobilindustrie kommt der Vertriebssteuerung eine besondere Rolle zu. Allerdings sind die Bedürfnisse der Automobilhersteller nach einem ganzheitlichen Vertriebssteuerungssystem bisher nur unzureichend erfüllt. Daher wird in diesem Beitrag auf Basis von zahlreichen Experteninterviews ein umfassendes Konzept für die Vertriebssteuerung entwickelt. In dieser sog. Sales Scorecard werden die zentralen Einflussfaktoren auf den Vertriebserfolg in den umfassenden finanziellen und nicht-finanziellen Perspektiven zusammengetragen und mit messbaren Kennzahlen hinterlegt, so dass eine ganzheitliche strategische Steuerung des erfolgskritischen Vertriebs ermöglicht wird. In highly competitive industries, such as the automotive industry, sales management plays a highly important role. However, the need of automotive OEMs for an integrated performance measurement system for the sales function has not yet been fully satisfied. Therefore, in this article, we develop a comprehensive concept for a sales management system, based on various interviews with experts. With this sales scorecard we incorporate the key influencing factors of the sales function in all relevant financial and non-financial perspectives and provide key performance indicators (KPI) in order to allow a holistic management of the sales function, which is critical for the companies’ success. Keywords: vertriebsprozess, sales scorecard, prozessperspektive, kundenperspektive, finanzperspektive


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