scholarly journals EVALUASI KINERJA PROGRAM STUDI PENDIDIKAN TEKNIK MESIN FKIP UNS MENGGUNAKAN METODE INTEGRATED PERFORMANCE MEASUREMENT SYSTEMS (IPMS)

2017 ◽  
Vol 10 (1) ◽  
pp. 11
Author(s):  
Bekti Khonaah ◽  
Suharno Suharno ◽  
Budi Harjanto
Keyword(s):  
Performance Measurement ◽  
Analytical Hierarchy Process ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
Integrated Performance ◽  
Hierarchy Process

<p>Penelitian ini bertujuan untuk mengevaluasi kinerja dari Program Studi Pendidikan Teknik Mesin. Metode yang digunakan pada penelitian ini adalah (1) <em>Integrated Performance Measurement Systems</em> (<em>IPMS</em>) yang tujuan utamanya adalah merancang sistem pengukuran; (2) <em>Analytical Hierarchy Process</em> (<em>AHP</em>) yang bertujuan untuk melakukan pembobotan indikator; dan (3) <em>Objective Matrix</em> (<em>OMAX</em>) yang bertujuan untuk melakukan pengukuran kinerja. Hasil dari penelitian ini adalah sebagai berikut. <em>Pertama</em>, hasil rancangan pengukuran kinerja terdiri dari 14 indikator yang termasuk dalam 6 kriteria perspektif pengukuran kinerja. <em>Kedua</em>, tingkat kinerja pada tiap <em>Key Performance Indicators</em> (<em>KPI</em>) yang paling tinggi adalah indikator tersedia instrumen baku untuk mengukur kinerja dosen dalam perkuliahan, sedangkan kinerja yang paling rendah adalah indikator 95% lembar Berita Acara Perkuliahan (BAP). Kinerja Program Studi Pendidikan Teknik Mesin secara keseluruhan memiliki indeks kinerja sebesar 5,055, sehingga kinerja pada Program Studi Pendidikan Teknik Mesin masuk dalam kategori mengalami peningkatan kinerja. <em>Ketiga</em>, kinerja yang perlu ditingkatkan pada Program Studi Pendidikan Teknik Mesin Universitas Sebelas Maret Surakarta terdapat 8 <em>Key Performance Indicators</em> (<em>KPI</em>).  Kinerja yang perlu diperbaiki pada Program Studi Pendidikan Teknik Mesin Universitas Sebelas Maret Surakarta adalah 95% lembar Berita Acara Perkuliahan  (BAP) terisi.</p><p> </p><p><strong>Kata Kunci</strong>: pengukuran kinerja, <em>IPMS</em>, <em>AHP</em>, Pendidikan Teknik Mesin, <em>KPI</em>.</p>

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

Improvement of the Key Performance Indicators (KPIs) and Evaluation of Challenges

2020 ◽  
pp. 54-61
Author(s):  
Nancy Goni Gaines
Keyword(s):  
Literature Review ◽  
Best Practices ◽  
Performance Measurement ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Practical Experience ◽  
Measurement Systems ◽  
Effective Performance ◽  
Critical Issues ◽  
Performance Measurement Systems

To benchmark the performance of the Bus System (BS), Performance Measurement Systems (PMSs) should be used. In that regard, this contribution reviews the advancement of the standard PMSs used globally: Key Performance Indicators (KPIs). This research will further identify the BS that has a record of effective performance throughout their operations. With reference from the experiences in benchmarking, we have presented a literature review of KPIs and evaluated inputs to confirm that KPIs are a standardized approach used to compare and identify the performances of best practices for BS participation. The practical experience with the systems haspotentially identified various critical issues in collecting comparable and consistent data. Dealing with these issues, giving the comparable information and undertaking essential study to comprehend and point out the basis for effective performance is considered a process which provides lessons for considerable benchmarking practices. This paper further evaluates the rules of the benchmarking processes, the PMSs of the BS, the overall challenges faced when collecting data andlastly, the findings of the benchmarking practice.

Development of an integrated performance measurement framework for lean organizations

2018 ◽  
Vol 29 (1) ◽  
pp. 41-84 ◽  
Author(s):  
Narpat Ram Sangwa ◽  
Kuldip Singh Sangwan
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Manufacturing Process ◽  
Key Performance Indicators ◽  
Supplier Management ◽  
The Body ◽  
Customer Management ◽  
Content Type ◽  
Measurement Framework ◽  
Integrated Performance

Purpose The purpose of this paper is to propose an integrated performance measurement framework to measure the effect of lean implementation throughout all functions of an organization. Design/methodology/approach The paper identifies the seven categories representing all organizational functions. These categories have been divided into 26 performance dimensions and key performance indicators (KPIs) for each performance dimension have been identified to measure lean performance. The interrelationship of each category with lean principles and/or lean wastes has been identified. KPIs are developed on the basis of identified criteria, frequency analysis of existing literature, and discussion with industry professionals. Finally, an integrated performance measurement framework is proposed. Findings The proposed framework evaluates the organization under seven categories – manufacturing process, new product development (NPD), human resource management, finance, administration, customer management, and supplier management. In total, 26 dimensions and 119 key performance indicators have been identified under the seven categories. Research limitations/implications The proposed framework is a conceptual framework and it is to be tested by empirical and cross-sectional studies. Originality/value The main novelty of the research is that the leanness of the organization has been measured throughout the supply chain of the organization in an integrated way. The various areas of measurement are manufacturing process, NPD, finance, administration, customer management, and supplier management. Further, the proposed KPIs are also categorized as qualitative or quantitative, strategic or operational, social or technical, financial or non-financial, leading or lagging, static or dynamic. This paper contributes to the body of knowledge in performance measurement.

Executing strategy through comprehensive performance measurement systems

2017 ◽  
Vol 37 (4) ◽  
pp. 423-443 ◽  
Author(s):  
Pietro Micheli ◽  
Matteo Mura
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Company Performance ◽  
Content Type ◽  
Cost Leadership ◽  
Measurement Systems ◽  
Comprehensive Performance ◽  
Different Types ◽  
Performance Measurement Systems

Purpose The purpose of this paper is to investigate the mediating role of comprehensive performance measurement systems (PMS) – i.e. measurement systems that comprise financial and non-financial indicators, and which also consist of indicators related to different aspects of an organisation’s operations – in the relationship between strategy and company performance. Design/methodology/approach Survey data of top managers of large European companies were collected and analysed by means of exploratory factor analyses and hierarchical regressions in order to validate the proposed hypotheses. Findings This research shows that different strategies lead to the use of different types of performance indicators. Also, it finds that the utilisation of a comprehensive PMS enables the implementation of both differentiation and cost-leadership strategies. Specifically, a comprehensive PMS positively mediates the effect of differentiation strategy on organisational and innovative performance, and of cost-leadership strategy on organisational performance. Research limitations/implications Further research could be undertaken in other contexts and consider additional factors, such as the structure, maturity and different uses of PMS, and the cost of measuring performance. Qualitative studies could examine the role of PMS in dynamic environments, as well as the evolution of PMS during strategic transitions. Practical implications Greater consideration should be given to the utilisation of different types of performance indicators when implementing and re-formulating strategy. Originality/value This study clarifies the links between strategy and performance measurement, and it is the first to identify the mediating effect of comprehensive PMS between strategy and company performance.

Hierarchy the sectorial performance indicators for Brazilian franchises

2015 ◽  
Vol 21 (1) ◽  
pp. 190-204
Author(s):  
Alvaro Luiz Neuenfeldt Júnior ◽  
Julio Cezar Mairesse Siluk ◽  
Marlon Soliman ◽  
Elpídio Oscar Benitez Nara ◽  
Liane Mahlmann Kipper
Keyword(s):  
Performance Indicators ◽  
Multiple Criteria Decision Making ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Measurement Systems ◽  
Scientific Papers ◽  
Performance Measurement Systems ◽  
Hierarchy Process ◽  
Level Of Importance ◽  
Practical Implications

Purpose – The purpose of this paper is to study the level of importance existing among the indicators that were previously defined for a Performance Measurement Systems (PMS) and are relative to franchises in Brazil, using the Analytic Hierarchy Process (AHP) methodology, together with a series of tests, which are responsible by verifying the degree of reliability, robustness and stability of the parameters used and the results obtained. As a result, the author suggests that the diagnosing of the five delimited indicators have different relevance assigned to them. Design/methodology/approach – This paper reviews extant literatures in Franchise, PMS, Multiple Criteria Decision Making (MCDM), in specific the theory about AHP. Findings – The authors found that it was possible justified, for both the relative and the evaluative method, that the I3 was the main point of the system and, as a consequence, be considered as priority when talking about sectorial development of franchises in Brazil. As for the other indicators, even being located in a level lower than I3, they must be taken into contemplation in these measurements, however, with a relatively inferior importance degree. Practical implications – It was possible to better comprehend which economics and non-economic factors selected have a more predominance in the Brazilian franchise context, according to characteristics of the companies present. Originality/value – The absence of scientific papers that describe the relevance level of the main factors that influence in the Brazilian franchise system.

scholarly journals Determinants Of Integrated Performance Measurement Systems Usage: An Empirical Study

2010 ◽  
Vol 26 (5) ◽  
Author(s):  
Mojca Marc ◽  
Darja Peljhan ◽  
Nina Ponikvar ◽  
Aleksandra Sobota ◽  
Metka Tekavcic
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Contextual Factors ◽  
Company Size ◽  
Market Position ◽  
Management Tools ◽  
Financial Measures ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
Integrated Performance

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="color: black; font-size: 10pt; mso-bidi-font-weight: bold; mso-ansi-language: EN-GB; mso-themecolor: text1;" lang="EN-GB"><span style="font-family: Times New Roman;">Performance management literature has been advocating the balanced use of non-financial measures alongside traditional financial measures, possibly within integrated performance measurement systems, since the early 1990&rsquo;s. The purpose of this paper is to explore how contextual factors (such as company size, industry, and market position), business objectives and knowledge about contemporary management tools influence the decision to implement Balanced Scorecard or similar integrated performance management systems. We tested our research propositions regarding the influence of these factors by using survey data and a logistic regression model. The study is based on a survey conducted in 2008 on a sample of 323 Slovenian companies. The sample consists of large, medium, and small firms from different industrial sectors, including manufacturing and service. Overall, our results confirm contextual factors, such as company size and industry, and knowledge about management tools as most important determinants of integrated performance measurement systems usage. Although market position and business objectives also receive some support for their influence, the results are generally weaker and more ambiguous.</span></span></p>

scholarly journals Integrated corporate performance measurement systems

2004 ◽  
Vol 44 (161) ◽  
pp. 151-164 ◽  
Author(s):  
Biljana Gajic
Keyword(s):  
Performance Measurement ◽  
Corporate Performance ◽  
Financial Indicators ◽  
Successful Management ◽  
Measurement Systems ◽  
The Past ◽  
Complex Approach ◽  
Performance Measurement Systems ◽  
Integrated Performance ◽  
Traditional Performance

Corporate performance measurement is a key prerequisite for successful management, a process of guiding the enterprise from the existing to the particular, desired performance. Traditional performance measurement systems, based on the use of financial indicators, do not satisfy the needs of modern enterprises. They provide the measurement of the past results, but they do not provide enough quality information for improvement of performance in the future. Nowadays, a great number of different performance measurement systems have been developed. They have a more complex approach to performance analysis, using both financial and non financial indicators grouped in a certain number of performance perspectives. The disadvantages of this modern performance measurement systems can be diminished through their integration, which leads to creating new, integrated performance measurement systems.

Utility of Maintenance Performance Indicators to Consolidate Operational and Technical Health Beyond the Regulatory Compliance

2000 ◽  
Author(s):  
Jayantha P. Liyanage ◽  
Uday Kumar
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Petroleum Industry ◽  
Regulatory Compliance ◽  
Performance Measurement System ◽  
Measurement Systems ◽  
Long Run ◽  
Performance Measurement Systems ◽  
Maintenance Performance ◽  
Offshore Petroleum

Abstract Performance indicators being a widely accepted criterion and a reliable resort to monitor and to control or to improve core-processes, the strategic importance for a comprehensive performance measurement system in the petroleum sector is ever increasing. But yet, there is a lack of such measurement systems to serve the purpose due to its complexity by nature, however been constantly attempted by many personnel. A focal-effort is to track the degree of performance of maintenance process with reference to specified acceptance criteria in the long run to keep-up with a desired operational and technical health, and to comply with the internal and external requirements for offshore petroleum business to enhance the overall asset performance. There are certain critical watch-worthy factors for such performance measurement systems in general, and increasing fundamental motives behind management concerns to outperform beyond statutory and regulatory requirements. This paper discusses some basic issues regarding the development of operations and maintenance performance indicators for the offshore petroleum industry on the premise of the above.

scholarly journals Evaluation Framework for Key Performance Indicators of Railway ITS

2018 ◽  
Vol 30 (4) ◽  
pp. 491-500 ◽  
Author(s):  
Tomislav Josip Mlinarić ◽  
Boban Đorđević ◽  
Evelin Krmac
Keyword(s):  
Analytical Hierarchy Process ◽  
Performance Indicators ◽  
Intelligent Transportation Systems ◽  
Swot Analysis ◽  
Intelligent Transportation ◽  
Key Performance Indicators ◽  
Transportation Systems ◽  
Evaluation Framework ◽  
Mode Of Transportation ◽  
Hierarchy Process

The aim of this study is to develop a framework for investigating a comprehensive set of Key Performance Indicators (KPIs) for the assessment of railway Intelligent Transportation Systems (ITS). The framework is established through four main steps: (1) development of a comprehensive set of KPIs for railway ITS; (2) validation of developed KPIs and collection of judgments from experts through a Delphi questionnaire; (3) evaluation of KPIs weights for assessing railway ITS with the Group Analytical Hierarchy Process (GAHP); and (4) presentation of a SWOT analysis for the developed KPIs by the authors. The results of the framework are presented as a set of 25 indicators for evaluation of railway ITS and their impacts. The framework could be helpful for selecting KPIs of ITS in another mode of transportation. Monitoring of the contributions of ITS towards sustainable railway can be achieved by a developed set of indicators which are classified in accordance with sustainable dimensions.

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