scholarly journals KAJIAN KINERJA INDUSTRI KECIL DENGAN METODE BALANCE SCORE CARD DAN ANALYTICAL HIERARCHY PROCESS

2012 ◽  
Vol 11 (1) ◽  
pp. 15
Author(s):  
MT SAFIRIN
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Analytical Hierarchy Process ◽  
Small Scale ◽  
Success Factor ◽  
Average Growth ◽  
The Balanced Scorecard ◽  
Small Industry ◽  
Small Industries ◽  
Hierarchy Process

Small industry is one important component in national economic structure, because it canabsorb a lot of manpower and a lot of exploiting the potential of natural resources abundant inIndonesia. The number of small industries in Indonesia is quite a lot, but has not been matchedby much higher performance. Therefore the number of small industries which are so muchslower average growth and is difficult to compete with large industrial products and importedproducts. Industry performance is one of the criteria used to measure industry growth. Withperformance measurement-performance small industry and handicraft villages can be foundin different areas of industry map homeland. During the performance measurement industryis based only on financial aspects. Performance measurement of the financial aspect is important,but still there are other aspects that are also important and need attention because theyaffect the performance of the industry, namely: aspects of customer (market), internal businessprocesses and learning and growth. Therefore it is necessary for measuring the performanceof various aspects of small scale industries so that their performance can be evaluated andformulated a model maintenance and development of small industries and handicraft villagesare more comprehensive. The method used is the Balanced Scorecard (BSC) and AnalyticalHierarchy Process (AHP). The Balanced Scorecard measures the performance of the business/ industry with 4 perspective, financial, customer, business process within the company, andthe process of learning and growth. Method of Analytical Hierarchy Process (AHP) is used toembobot each perspective and each Critical Success Factor. Research results showed that theaverage performance of small industries in Trowulan Pasuruan Stone Statue of 2083 (categoryenough). There are 2 perspectives of a very large weight on the performance of a stone statue ofa small industry of financial and customer. Moderate success factors have great influence onboth perspectives is the total asset turn over the tattoo and the number of new customers.

scholarly journals Rancangan sistem pengukuran kinerja untuk penentuan key performance indicator dengan metode Balance scorecard

2020 ◽  
Vol 12 (2) ◽  
pp. 248
Author(s):  
Lucky Setiawan ◽  
Yuliani Fauziah
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Evaluation Method ◽  
Corporate Strategy ◽  
Performance Indicator ◽  
Production Costs ◽  
Success Factor ◽  
Key Performance Indicator ◽  
Labor Costs ◽  
The Balanced Scorecard

This research adopts the Vision and Mission of a textile company headquartered in Tangerang. This company produces producing polo shirts, golf shirts, track suits, sweat shirts, and pants using materials such as single jersey, pique, lace in cotton, polyester, and others. The company's vision and mission can represent other textile companies that have the same processes and products. The characteristics of textile companies that have processes with human skill factors become critical points that are difficult to replace with robot technology. This has an impact on the needs of a large number of human resources in the industry. The increase in labor costs which always increases every year has a very significant impact on production costs. Thus, expansion is one of the critical factors to be used as a top management strategy in determining the current KPI items. The Balanced Scorecard is a performance evaluation method that can meet these expectations. The design of company performance measurement in this study begins with the translation of the company's vision and mission, secondly, making a proposed corporate strategy using the PQCDSME approach (profit, quality, Cost, Delivery, Service, Moral, Environment). Third, calcify the company's strategy into the perspective of the balanced scorecard. Fourth, the decision making process to determine KPI items using the brainstorming method. Fifth, determining the critical success factor and key performance indicator. Other factors are also compared between the achievement of the previous year as an illustration of determining a target. So the target given will be in accordance with the SMART rules (speciefic, measurable, achievable, realistic and timely). The results are obtained with 4 criteria (financial, consumer, internal business processes, learning and growth). This performance measurement produced 19 key performance indicators, consisting of 6 financial perspective indicators, 1 customer perspective indicator, 7 internal business process perspective indicators, and 5 growth and learning perspective indicators.

scholarly journals Pengukuran Kinerja dengan Metode Balance Scorecard pada Perusahaan Printpro

2016 ◽  
Vol 15 (2) ◽  
Author(s):  
Yuniaristanto ◽  
Irfan Hilmi Hamdani ◽  
Niken Aristyawati ◽  
Galuh Qodrina
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Success Factor ◽  
Company Performance ◽  
Balance Scorecard ◽  
The Balanced Scorecard ◽  
Critical Success ◽  
Key Performance Index ◽  
A Value ◽  
Financial Perspective

<em>Performance measurement required by each company to conduct an evaluation of various aspects in order to improve the quality and increase the profit of the company. Performance measurement on Printpro done using the Balanced Scorecard method outlined in the Critical Success Factor or Key Performance Index. As for the weighting of each of these perspectives using Paired comparisson. Of the votes obtained some aspects that increase, constant and decreasing. For increased aspect is learning and growth perspective of the year 2014 amounted to 0.334 into 0.418 in 2015. While the constant perspective is the perspective of the customer from 2014 to 2015 is at a value of 0.84. And for the financial perspective of 2014 decreased by 0.835 into 0.752 in 2015, while the internal business perspective also declined from 0.17 in 2014 to 0.08 in 2015</em>

scholarly journals Analisis Kinerja Menggunakan Balance Scorecard Berdasarkan Metode Hitung Analytical Hierarchy Process (AHP) Di Puskesmas Astanagarib Kota Cirebon

2020 ◽  
Vol 14 (2) ◽  
pp. 110-119
Author(s):  
Widya Jati Lestari ◽  
Marsani Asfi ◽  
Fitri Sihombing
Keyword(s):  
Decision Making ◽  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Analytical Hierarchy Process ◽  
Business Processes ◽  
Balance Scorecard ◽  
Ahp Method ◽  
The Balanced Scorecard ◽  
Hierarchy Process ◽  
Goals And Objectives

Abstrak - Metode pengukuran kinerja perusahaan dengan menggunakan Balanced Scorecard merupakan strategi untuk meningkatkan produktivitas, tingkat efisiensi, dan persaingan. Penilaian kinerja mengolah masukan menjadi keluaran atau penilaian dalam penyusunan kebijakan, program dan kegiatan yang dianggap penting serta berpengaruh pada pencapaian sasaran dan tujuan .Hasil dari penilaian kinerja ini menjadi dasar penilaian keberhasilan dan kegagalan pelaksanaan kegiatan sesuai dengan sasaran dan tujuan yang telah ditetapkan. Penelitian ini bertujuan untuk mengetahui sistem pengukuran kinerja di Puskesmas Astanagarib Kota Cirebon berdasarkan Balance Scorecard. Pembobotan elemen kinerja dilakukan dengan metode Analytical Hierarchy Process (AHP). Pengumpulan data diawali dengan penilaian terhadap visi, misi, dan strategi puskesmas. Data yang diperoleh kemudian diolah dengan metode AHP. Pengumpulan data tiap perspektif menggunakan kuesioner, wawancara dan data dari Puskesmas. Metode AHP menerapkan pengambilan keputusan berdasarkan sejumlah kriteria dan alternatif yang dipilih berdasarkan pertimbangan semua kriteria dalam bentuk hierarki. AHP menerapkan metode analisis dan sintesis yang membantu proses pengambilan keputusan dan membantu dalam menetapkan prioritas-prioritas dan membuat keputusan berdasarkan aspek kualitatif dan kuantitatif yang harus dipertimbangkan. Tahapan analisis dibuat dalam bentuk aplikasi yang dapat memudahkan analisis kinerja Puskesmas. Dari hasil perhitungan dapat disimpulkan bahwa pengukuran kinerja di Puskesmas Astanagarib dengan menggunakan metode Balanced Scorecard dan metode hitung Analytical Hierarchy Process (AHP) menunjukkan bahwa kinerja di Puskesmas tersebut sudah baik, dinilai dari tiga perspektif yang diukur dengan bobot 0,39 untuk proses bisnis internal, pembelajaran dan pertumbuhan 0,22. Hasil evaluasi kinerja Puskesmas cukup baik dengan skor 0,99. Abtract - The method of measuring company performance using the Balanced Scorecard is a strategy to increase productivity, efficiency levels, and competition. Performance appraisal processes input into outputs or assessments in the formulation of policies, programs and activities that are considered important and have an effect on the achievement of goals and objectives. The results of this performance appraisal form the basis for assessing the success and failure of implementing activities in accordance with predetermined goals and objectives. This study aims to determine the performance measurement system at the Astanagarib Health Center Cirebon City based on the Balance Scorecard. The weighting of the performance elements is carried out using the Analytical Hierarchy Process (AHP) method. Data collection begins with an assessment of the vision, mission, and strategy of the puskesmas. The data obtained were then processed using the AHP method. Collecting data for each perspective using a questionnaire, interviews and data from the Puskesmas. The AHP method applies decision making based on a number of criteria and alternatives selected based on the consideration of all criteria in a hierarchical form. AHP applies analysis and synthesis methods that assist the decision-making process and assist in setting priorities and making decisions based on qualitative and quantitative aspects that must be considered. The stages of analysis are made in the form of applications that can facilitate analysis of the performance of Puskesmas. From the calculation results, it can be concluded that the performance measurement at the Astanagarib Health Center using the Balanced Scorecard method and the Analytical Hierarchy Process (AHP) calculation method shows that the performance at the Puskesmas is good, judged from three perspectives measured with a weight of 0.39 for internal business processes. learning and growth 0.22. The results of the Puskesmas performance evaluation are quite good with a score of 0.99. Keywords— AHP; internal business processes; learning and growth; performance.

scholarly journals Penerapan Metode Balanced Scorecard dan Analytical Hierarcy Process (AHP) Dalam Penentuan Karyawan Berprestasi (Studi Kasus : Kantor Pertanahan Kota Pekanbaru)

2020 ◽  
Vol 7 (1) ◽  
pp. 111-117
Author(s):  
Dega Aguansyah
Keyword(s):  
Balanced Scorecard ◽  
Analytical Hierarchy Process ◽  
Ahp Method ◽  
Research Results ◽  
The Balanced Scorecard ◽  
A Value ◽  
Hierarchy Process ◽  
Government Institution ◽  
Comprehension Accuracy

The National Land Agency (abbreviated BPN in Indonesian) is a non-ministerial government institution that is under and responsible to the President and led by the Head (in accordance with Presidential Decree No. 63 of 2013). The problems that occur at the Pekanbaru Land Office in determining outstanding employees are only seen based on the results of the work they do, not based on the criteria for each employee. Therefore, this study was conducted to provide application in determining outstanding employees with more detailed results based on the criteria of each employee using several methods, including the Balanced Scorecard method and the Analytical Hierarchy Process (AHP). Based on the research results, it is known that based on the Balanced Scorecard method, the criteria to be used are Comprehension, Accuracy, Craft, and Discipline with the same highest value, namely 12.25. After that, each employee was assessed based on the criteria using the Analytical Hierarchy Process (AHP) method with the highest score being DHEA with a value of 0.301.

scholarly journals Policy Making Process for Small Scale Food Industries Based on The Alternative Priority of Assistance Needs

2016 ◽  
Vol 3 (3) ◽  
pp. 55
Author(s):  
Ibnu Wahid Fakhrudin Aziz
Keyword(s):  
Analytical Hierarchy Process ◽  
Small Businesses ◽  
Policy Making ◽  
Food Industry ◽  
Industrial Sector ◽  
Small Scale ◽  
Snack Food ◽  
Food Industries ◽  
Small Industries ◽  
Hierarchy Process

<p>The industrial sector in Bantul, Yogyakarta potential is still dominated by small industries. There are lack of synergy between many parties, both government and private sectors in developing and empowering small businesses making it difficult to achieve the goal of creating small businesses are resilient and competitive. Thus, the need for a study of alternative priority needs of small industries which results can be used as a reference in formulating policy of development of the small industry. This analysis is used to make decisions effective output over the decision making process. The main tools Analytical Hierarchy Process (AHP) is a functional hierarchy with the main input of human perception. By hierarchy, a complex and unstructured problems solved in their groups, and the groups are arranged into a hierarchy form. Small industries were chosen as research sample includes melinjo chips industry, rice crackers industry, bakery industry, peyek cracker industry, and snack food industry. Food industries are scattered in the district of Bantul, Yogyakarta Province. The result was two things: (1) the ineffectiveness of the direction of development; (2) the lack of a uniform indicators of success, because each agency builder seeks to pursue the goals and targets in accordance with the criteria that they have set themselves. Factors that influence the activity / operating a small food industry in order are processes, products, labor, and then raw materials. The need for an industrial to an alternative support is the cornerstone of determining the appropriate policy applied to each different industries. Priority factors in every industry are factors that influence the selection of alternatives that may need assistance in the form of training, equipment, technical, capital and then marketing.</p><p><strong>Keywords</strong>: Analytical Hierarchy Process, Policy making, Small Scale Food industries </p>

scholarly journals Analisis Konsentrasi Spasial dan Strategi Pengembangan Industri Kecil di Jawa Timur

2017 ◽  
Vol 4 (1) ◽  
pp. 58
Author(s):  
Nurul Ma'rifatus Sa'diyah ◽  
Siti Komariyah ◽  
Anifatul Hanim
Keyword(s):  
Analytical Hierarchy Process ◽  
Descriptive Analysis ◽  
Quantitative Descriptive Analysis ◽  
Strategy Of Development ◽  
Small Industry ◽  
Quantitative Descriptive ◽  
Small Industries ◽  
Hierarchy Process

This study aims to determine the location of the concentration of industry in East Java and determines the development strategyof small industry in East Java. In this study using quantitative descriptive analysis tools and Analytical Hierarchy Process(AHP). Based on the results of this research is that the location of concentration of small industries in East Java, contained infour district/city namely: Tulungagung, Malang, Blitar and Bondowoso. In the determination of strategy of development ofsmall industries in order of priority to consider the overall criteria (training, financing, partnerships, technology) weconcluded the first priority of increased promotion, differentiation of products, improving the quality of human resources andthe expansion of the market.

scholarly journals The Designing Criteria and Sub-Criteria of University Balance Scorecard Using Analytical Hierarchy Process Method

2018 ◽  
Vol 7 (2.29) ◽  
pp. 804
Author(s):  
Satria Abadi ◽  
Setyawan Widyarto
Keyword(s):  
Higher Education ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Analytical Hierarchy Process ◽  
Business Strategy ◽  
Leading Indicators ◽  
Balance Scorecard ◽  
Quality Of Higher Education ◽  
Hierarchy Process

Universities have an important role in determining the progress and prosperity of a nation. In connection with this progress, the social demand for accountability of higher education also emerged broadly, therefore, the college should be able to compete to improve the quality of all aspect's college business strategy both internally and externally. A university accountability can be seen from the performance measurement of the college, the aim of this study is to design sub-criteria and of performance measurement of a university to improve the quality of higher education in the district Pringsewu Lampung. The design will use the Balanced Scorecard and Analytical Hierarchy Process. Balance Scorecard method is a method that has the ability to analyse leading indicators and lagging indicators. Lagging indicators consist of a financial perspective while Leading indicators consist of the internal business process, learning and growth, customer. While Analytical Hierarchy process is a method that determines the best alternative amongst the chosen criteria and sub-criteria will be ranked, started from the highest score, thus, it will become benchmark percentage to determine the value range from the highest to the lowest. The criteria and sub-criteria of this study are the four main criteria taken the perspective of balance scorecard, Internal Business, Customer, financial, Learning and Growth, whereas, the 9 sub-criteria used to measure the performance are taken from higher education in the region Pringsewu.  

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

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