scholarly journals Human Resource Scorecard (HRSC) and Objective Matrix as Performance Measurement and Performance Booster Method to Optimize Production Performance

2019 ◽  
Vol 6 (6) ◽  
pp. 173 ◽  
Author(s):  
Jesen Hardi ◽  
Deppy Supardi ◽  
Christopher Angelo ◽  
Nicko Farhan ◽  
Farrell CND ◽  
...  
Keyword(s):  
Performance Measurement ◽  
Human Resource ◽  
Manufacturing Industry ◽  
Production Efficiency ◽  
Production Performance ◽  
Manufacturing Companies ◽  
Business Units ◽  
Financial Perspective ◽  
Development Technology ◽  
And Performance

The development technology is something that happens quickly and surely this is marked by the number of new manufacturing companies that are emerging and spreading throughout the world. In the manufacturing industry the most important thing that must always be maintained is production efficiency, but the majority of industries only pay attention to the efficiency aspects of their production activities without regard to the aspects of humans who work in the industry. Human resource scorecard (HRSC) is an appropriate measurement method in identifying and measuring the relationship between workers, strategy, and performance to produce a good company. This human resource performance measurement is looking at business units from four perspectives: financial perspective (F), the customer (C), internal business process (I), and learning and growth (L). Each perspective in HRSC weighted by Analytical Hierarchy process method and then calculated by Objective Matrix (OMAX) to identify which category needed an extra attention and need to be repaired. The end result of OMAX will be reviewed by management theory so the solution made in this analysis will produce the best end result that needed by the company. This measurement is very critical to the company because the competition between company is getting tougher nowadays. HRSC measurement was carried in PT OCM by describing the company’s vision and mission into human resource action whose contribution can be measured using AHP analysis in 4 perspectives: financial perspective with a weight of 0.396, customer perspective (employee) with a weight of 0.118, internal business perspective with a weight of 0.240, and growth and development perspective with a weight of 0.247 after that PT OCM use that measurement in OMAX method to determine what KPI needed extra attention and repairment, management based theory will be applied in that solution to give the best result.

Rancangan Sistem Pengukuran Kinerja Berbasis Human Resource Scorecard Pada Universitas Muhammadiyah Luwuk

2020 ◽  
Vol 10 (1) ◽  
pp. 63-71
Author(s):  
Nurhaeda Abbas ◽  
Anggraini Sukmawati ◽  
Muhammad Syamsun
Keyword(s):  
Performance Measurement ◽  
Human Resource ◽  
Performance Measurement System ◽  
Group Discussions ◽  
Strategic Objectives ◽  
Depth Interview ◽  
And Performance ◽  
The Right ◽  
Hierarchy Process ◽  
The Relationship

Today the performance measurement of Muhammadiyah Luwuk uUniversity’s performance has not formulated yet based on University’s vision and mission. It will affect the strategic steps needed and performance improvement efforts in the future.  Human resource scorecard is the right system to be applied in Muhammadiyah Luwuk University. The purpose of this study is to designed a performance measurement system at Muhammadiyah Luwuk University using the Human Resource Scorecard with four perspectives: stakeholder, academic management and kemuhammadiyaan, operational and innovation, as well as and learning. Data was analyzed by analytical hierarchy process method. This research was conducted by distributing questionnaires, focus group discussions and in-depth interview with stakeholders at Muhammadiyah Luwuk University. The results showed that there were 14 strategic objectives and 33 key performance indicators to be achieved by the priority objectives, which are: empowerment and development of faculty, increased administrative process quality, improved sound budget performance and, improvement of the relationship with stakeholders.

scholarly journals A comprehensive KPI network for the performance measurement and management in global production networks

2021 ◽  
Author(s):  
B. Verhaelen ◽  
F. Mayer ◽  
S. Peukert ◽  
G. Lanza
Keyword(s):  
Performance Measurement ◽  
Corporate Strategy ◽  
Performance Indicator ◽  
Production Network ◽  
Manufacturing Companies ◽  
Production Networks ◽  
Global Production Networks ◽  
Performance Review ◽  
And Performance ◽  
Corporate Level

AbstractThe trend of globalization has led to a structural change in the sales and procurement markets of manufacturing companies in recent decades. In order not to be left behind by this change, companies have internationalized their production structures. Global production networks with diverse supply and service interdependencies are the result. However, the management of global production networks is highly complex. Key performance indicator (KPI) networks already exist at the corporate level and site level to support the management of complex systems. However, such KPI networks are not yet available to support the management of entire production networks. In this article, a KPI network for global production networks is presented, which links the key figures of the site level and the corporate level. By integrating both levels into a comprehensive KPI network, cause and effect relationship between the production-related KPIs and the strategic KPIs of a corporate strategy become transparent. To this end, this KPI network is integrated into a Performance Measurement and Management (PMM) methodology. This methodology consists of three phases: performance planning, performance improvement, and performance review. For testing the practical suitability, the PMM methodology is applied to the production network of an automotive supplier using a simulation model to estimate the effects of proposed improvement actions of the methodology.

Empirical Study of the Implementation of Certain Budgeting Concepts in Manufacturing Companies in Serbia

2021 ◽  
Vol 59 (1) ◽  
pp. 61-76
Author(s):  
Marija Nikodijević ◽  
Blagoje Novićević ◽  
Milovan Rogan
Keyword(s):  
Empirical Study ◽  
Manufacturing Industry ◽  
Management Approach ◽  
Manufacturing Companies ◽  
Global Trends ◽  
Current State ◽  
Tradable Goods ◽  
Key Features ◽  
And Performance ◽  
Macroeconomic Environment

Abstract The basic indicators of manufacturing industry’s level of development are still at an unenviable level, although it provides the majority of tradable goods of Serbian economy and has the most significant share in gross domestic product. This state of the manufacturing industry in Serbia is the result of an unstable macroeconomic environment and institutional insecurity, as well as an inadequate management approach in companies of this sector. Taking into account the situation, there is an obvious need to change management approach in these companies, which includes improving their budgeting processes and systems. Budgeting, as a management instrument, has become important in companies in Serbia only in the last decades, that is, after the change of the economic system. The results of the conducted empirical study, aiming to perceive the current state and relevant management attitudes regarding the implementation of certain budgeting concepts in manufacturing companies in Serbia, are presented in this paper. The study aims to determine the current presence of certain budgeting concepts, as well as which concepts the management of the sample companies intends to implement in the future, since it considers them an appropriate and a good solution for its company, taking into account the specifics of its environment and business. The presented results will show whether manufacturing companies in Serbia follow global trends in budgeting practices that relate to the implementation of modern budgeting concepts with flexibility, customer focus and performance based as their key features.

scholarly journals PENERAPAN BALANCED SCORE CARD PADA INDUSTRI MANUFAKTUR DI INDONESIA

2017 ◽  
Vol 9 (2) ◽  
Author(s):  
Toto Kurniawan ◽  
Ririn Breliastiti
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Manufacturing Industry ◽  
Performance Indicator ◽  
Business Environment ◽  
Performance Measurement System ◽  
Manufacturing Companies ◽  
New Paradigm ◽  
Manufacturing Company ◽  
A Performance

In order to face a competitive business environment, companies need to implement new strategies. Each flow measurement strategies need to be determined their level of success. So that a company needs to do a performance measurement in order to measure the level of success of the company. At this time, the financial performance indicators are considered no longer sufficient as a performance measurement system of the company, because it is not considered accurate in giving an assessment of the development of the company. In addition, it is not giving a clear picture about the focus and objectives of the company in the future. So we need a new paradigm in the measurement of the performance of companies in the information age today.<br />This study aims to provide a discussion of the application of the Balanced Scorecard in the manufacturing industry in Indonesia. Given this example is expected that many companies in Indonesia which eventually attracted and can also take benefit. Researchers establish a manufacturing company as a research subject with the consideration that the manufacturing company has the scope of the most complex operations when compared with service companies and trade. Research on the application of balanced scorecard will be conducted in three selected manufacturing companies, namely PT Cahaya Harapan Satya Printing, CV Global Mandiri and PT Tanindo Sukses Makmur.<br />The three companies have a Balanced Scorecard approach is a bit different, but still using the same four perspectives. Determination of the weight and the score is determined by the company taking into account the targets to be achieved for each perspective. The indicators used for each perspective also vary, depending on the target to be achieved, and the types of indicators can also vary. The three companies produce varying value Balanced Scorecard. For PT Cahaya Harapan Satya CV Printing and Global Mandiri has demonstrated good performance, but for PT Sukses Makmur Tanindo has not shown good performance. For PT Cahaya Harapan Satya CV Printing and Global Mandiri, this performance can be maintained. As for PT Sukses Makmur Tanindo performance should soon be upgraded to the condition with the category A, which is healthy.<br />Keywords: Balanced Scorecard, manufacture, key performance indicator

scholarly journals Role of diversity management and charismatic leadership on innovation and performance in the globalized era

2020 ◽  
Vol 8 (3) ◽  
pp. 489-515
Author(s):  
Zafer Adiguzel ◽  
Fatma Sonmez Cakir
Keyword(s):  
Manufacturing Industry ◽  
Diversity Management ◽  
Charismatic Leadership ◽  
Analysis Data ◽  
Positive Influence ◽  
Mediation Effect ◽  
Survey Study ◽  
Company Performance ◽  
Manufacturing Companies ◽  
And Performance

Objective of the Study: The purpose of this study was to analyze the relationships between the variables of diversity management, charismatic leadership, innovation speed, innovation performance, and company performance.Methodology/Approach: A survey study was conducted with 427 employees (both technicians and engineers) working at companies that operated in the manufacturing industry in the scope of the research purpose. SPSS 25 and SPSS AMOS programs were used incrementally, and the acquired data were evaluated and analyzed.Originality/Relevance: In this research, white-collar workers constituted our sampling group because they play a key role in product innovation. While gathering the analysis data, the first 500 companies registered in Istanbul Chamber of Industry were determined, and manufacturing companies operating in Istanbul constituted the main part of the study.Main Results: As a result of the analysis, it is understood that diversity management and charismatic leadership have a positive influence on innovation and performance.Theoretical/Methodological Contribution: In terms of innovation and company performance, the study revealed the mediation effect of charismatic leadership linked to diversity management.Social/management contributions: In order for organizations to carry out creative and innovative activities, it is very important to effectively manage different ideas and thoughts within organizations. In fact, charismatic leadership positively affects employees, helping them to perform better. Therefore, employees must be actively involved in order to successfully carry out innovation.

scholarly journals RE-ENGINEERING STRATEGY AND PERFORMANCE OF LARGE MANUFACTURING FIRMS IN KENYA

2021 ◽  
Vol 6 (3) ◽  
pp. 102-118
Author(s):  
Jacob Kithinji ◽  
Gladys Rotich ◽  
Allan Kihara
Keyword(s):  
Manufacturing Industry ◽  
Low Cost ◽  
Manufacturing Firms ◽  
Theory Of Constraints ◽  
Local Market ◽  
Unique Contribution ◽  
Manufacturing Companies ◽  
Turnaround Strategies ◽  
Engineering Strategy ◽  
And Performance

Purpose: Most of the large manufacturing firms in Kenya have been experiencing declining performance in terms of revenue, sales and the profit margins for more than a decade. This has seen some of the large manufacturing firms in the country consider strategies such as relocating or restructuring their operations, opting to serve the local market through importing from low-cost manufacturing areas instead of adopting turnaround strategies. This therefore prompted a question on whether turnaround strategies such as reengineering strategy are effective for the manufacturing firms; hence the motivation of this study. Methodology: This study was informed by theory of constraints. A descriptive research design was adopted while 708 large manufacturing firms in Kenya registered under the Kenya Association of Manufacturers were targeted. The sample size for the study was 249 firms selected randomly from all the 14 sectors of the manufacturing industry in Kenya. The data collection instrument was a questionnaire, while mean, frequencies and percentages were used to describe the data. Correlation and regression analysis were done to show direction, magnitude and significance of the association between the variables. Findings: The findings revealed that re-engineering strategy had significant and positive influence on the performance of large manufacturing firms in Kenya. The findings further revealed that organizational culture had significant moderating effect on the relationship between reengineering strategy and performance of large manufacturing companies. The study concluded that reengineering strategy as one of the turnaround strategies positively influenced the performance of large manufacturing companies. Unique Contribution to Theory, Practice and Policy: It is therefore recommended that the management of large manufacturing firms uphold reengineering strategy in order to enhance performance.

Gestaltungsmerkmale von Kennzahlen und ihr Einfluss auf Intrapreneurship

2020 ◽  
Author(s):  
Christoph Bayrle
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Measurement Systems ◽  
Continuous Innovation ◽  
Business Units ◽  
Organisational Structures ◽  
Performance Measurement Systems ◽  
And Performance ◽  
Novel Products

Motivate employees to act entrepreneurially and innovatively! But how? With the customised design of performance measures and aligned goals used to manage them.To maintain your competitiveness, you need continuous innovation. Novel products, services, processes or even novel business units are necessary to set yourself apart from the competition in the long term. Intrapreneurs—entrepreneurial employees—in companies can generate these innovations. However, companies need appropriate organisational structures in order to manage intrapreneurs in a goal-oriented way and to benefit from their entrepreneurial potential. These include suitable performance measurement systems and performance measures, such as those described in this book.

scholarly journals The Integration between Strategic Cost Management Techniques to Improve the Performance of Iraqi Manufacturing Companies

2017 ◽  
Vol 9 (1) ◽  
pp. 210
Author(s):  
Khalis Al-Naser ◽  
Rapiah Mohamed
Keyword(s):  
Balanced Scorecard ◽  
Manufacturing Industry ◽  
Manufacturing Sector ◽  
Simple Random Sampling ◽  
Manufacturing Companies ◽  
Total Quality ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

The performance of manufacturing industry in Iraq has been declining over the last few decades. Worst still, many companies in the manufacturing sector in Iraq are yet to adopt Balanced Scorecard (BSC) to improve their performance despite its potency ensure to achieve competitive advantage and better performance. This study examines the integration between Total Quality Management (TQM) and BSC four perspectives in Iraqi manufacturing industry. Data were collected by means of structured questionnaire survey using simple random sampling and a Partial Least Squares (PLS) algorithm and bootstrap techniques were used to test the hypothesis of the paper. The result revealed that TQM had a significant positive effect on BSC through the measurement of customer perspective, financial perspective, innovation and learning perspective, and internal business process perspective. The finding implies that Iraqi manufacturing industries can attain the performance of their companies in the different perspective of BSC by proper implementation of TQM technique. 

Advanced Cost-Efficient Production Scheduling in Hi-Tech Manufacturing Industry at Test Operation

2011 ◽  
Vol 110-116 ◽  
pp. 3922-3929 ◽  
Author(s):  
Tanaporn Sillapa-Archa ◽  
Phiphlu Thaninthanadech ◽  
Darin Smitasiri
Keyword(s):  
Production Scheduling ◽  
Product Life Cycle ◽  
Manufacturing Industry ◽  
Production Efficiency ◽  
Rapid Change ◽  
Shop Floor ◽  
Efficient Production ◽  
Manufacturing Companies ◽  
Test Operation ◽  
Scheduling Plan

Rapid change in customer demand and aggressive business competition in high technology industry has driven the need for greater performance with lower price product under short product life cycle. This stimulates semiconductor manufacturing companies to pay much more attention to their cost control and production built strategy. Bad performance in shop-floor planning results in huge inventory, poor equipment efficiency, and therefore it would jeopardize the company sustainability. Consequently, the main objectives of an effective production planning intelligence are to maximize company benefits, meet customer expectation and improve production efficiency. This paper presents an algorithm of production loading plan that balances cost, meet customer delivery request and optimize production efficiency by considering all important constrained factors in manufacturing environment, namely test cost per hour, throughput rate, machine capacity and utilization, hardware set up matrix and limitation, the number of change-over and customer delivery date. The analysis is done by comparing the performance outcome with the common scheduling rules. The result of this new planning logic solution is proved to increase the effectiveness of the production scheduling plan based on available resources on hand and complex of constraint. It also decreases human interfere causing error in planning procedure.

Organizational performance measurement by a framework integrating BSC and AHP

2016 ◽  
Vol 65 (7) ◽  
pp. 959-976 ◽  
Author(s):  
Tahere Yaghoobi ◽  
Firoozeh Haddadi
Keyword(s):  
Performance Evaluation ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Evaluation Model ◽  
Telecommunications Industry ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Financial Perspective ◽  
And Performance

Purpose Performance measurement, especially at the enterprise level, requires intense consideration of experts and managers in organizations from both theoretical and practical aspects. The purpose of this paper is to investigate the overall organizational performance by developing a performance evaluation model, based on integrating two methodologies of balanced scorecard (BSC) – a multiple perspective plan for performance assessment – and analytic hierarchy process (AHP) – a structured technique for organizing and analyzing complex decisions. Design/methodology/approach The method was conducted in Isfahan Telecommunications Company (ITC), in 2013. In total, 27 managers of ITC were invited to participate. First, according to overall firm goals, key performance indicators (KPIs) were established with respect to four perspectives of BSC framework. Then pairwise comparisons were done, through standard AHP questionnaires, to determine the preference weights of each indicator and perspective and give precedence to them. Findings Organizational performance can be measured by the proposed model in a telecommunications industry. According to the adopted method, company KPIs, relative importance of BSC perspectives and performance evaluation of functional areas were identified. Practical implications This study provides guidance regarding strategies for improving organizational performance beyond the financial perspective. Originality/value Previous studies illustrate various applications of joint BSC and AHP. However, this study applies the integrated framework throughout an organization in a new application field and shows not only company’s features but also telecommunications industry features.

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