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 Design of Batik Crafts Industrial Performance Measurement Model in Wukirsari Region Bantul

2018 ◽  
Vol 4 ◽  
Author(s):  
Yasrin Zabidi
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Problem Formulation ◽  
Measurement Model ◽  
Measurement Instruments ◽  
The Balanced Scorecard ◽  
Craft Industry ◽  
Initial Research

One important factor in influencing the progress and decline of an industry is the performance factor. Performance issues are not only important for middle-to-upper-level companies and large companies, but also important for small and medium industries such as the batik craft industry in the Wukirsari region, Bantul. Given the importance of performance, researchers tried to design a performance measurement model of the batik craft industry in the Wukirsari region, Bantul with the aim of identifying performance criteria, determining performance indicators, formulating performance indicators, and making performance measurement instruments. The steps in this study are divided into four phases, namely the initial research phase and problem formulation, the design phase, the analysis phase and the conclusion phase. The initial research phase and problem formulation include, the profile of the batik craft industry in the Wukirsari region, Bantul, the current performance evaluation system, problem formulation and research objectives. The design phase includes the design process of the performance measurement model with the Balanced Scorecard method which includes setting strategic objectives, establishing performance indicators (key performance indicators), determining performance indicator formulas, making performance measurement instruments. Analysis phase includes KPI analysis and strategy map analysis. Conclusion phase includes conclusions from the results of research and suggestions for the batik craft industry in Wukirsari, Bantul. From the results of the study obtained four performance perspectives based on the balanced scorecard, namely financial, customer, internal business processes, learning and growth. five, namely: increased sales growth, high customer satisfaction, improved system and better work processes, the creation of a good work climate, and increased employee productivity.There are seven performance indicators formed, namely: the rate of sales growth, the level of customer satisfaction, level of compliance with customer complaints, percentage of defective products, number of new products, level of job satisfaction, and employee productivity. The establishment of a performance measurement worksheet, so that the performance values of each performance indicator and total performance can be known in a certain period.Keywords: Performance, Measurement, Batik

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 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.

Pola Penggunanan Balanced Scorcard Pada Indikator Kinerja Utama Universitas Islam Negeri Syarif Hidayatullah Jakarta

2020 ◽  
Vol 7 (11) ◽  
Author(s):  
Fitriadi Fitriadi ◽  
Mahendro Sumardjo ◽  
Jubaedah Jubaedah
Keyword(s):  
Balanced Scorecard ◽  
Performance Indicator ◽  
Key Performance Indicator

Fenomena yang diteliti pada UIN Syarif Hidayatullah Jakarta adalah sulitnya melihat capaian kinerja dan pengukuran kinerja. Oleh karena itu, UIN Syarif Hidayatullah Jakarta kesulitan mengambil keputusan dalam manajemen kinerja, sebelum menggunakan IKU, UIN Syarif Hidayatullah Jakarta menggunakan manajemen anggaran dalam penilaian dan pengukuran kinerja. Penelitian ini menggunakan metode kualitatif studi lapangan dengan pendekatan fenomenologi. Yang diteliti adalah pengalaman pola penggunaan Balanced Scorecard (BSC) IKU atau Key Performance Indicator (KPI)  UIN Syarif Hidayatullah Jakarta tahun 2018. Setelah adanya IKU di UIN Syarif Hidayatullah Jakarta dengan menggunakan Balanced Scorecard (BSC). penilaian kinerja dan ukuran kinerja ini bisa sebagai acuan capaiaan kinerja untuk Perangkingan Perguruan Tinggi di tingkat nasional maupun internasional, Laporan Akuntabilitas Kinerja Instansi Pemerintahan (LAKIP), Rencana Strategis (Renstra) dan Rencana Induk Pengembangan Kampus (RIBKA) atau Milestones dengan melihat indikator, target dan ukuran pada lapran tersebut.

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.

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.

scholarly journals Implementasi Balanced Scorecard pada Unit Usaha Kecil Menengah: Studi Kasus sebuah Restoran di Jakarta

2014 ◽  
Vol 5 (2) ◽  
pp. 1031 ◽  
Author(s):  
Dyah Lestari Widaningrum ◽  
Ivanaldy Kabul
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Performance Indicator ◽  
Rapid Development ◽  
Evaluation Process ◽  
Performance Measurement System ◽  
Strategic Objective ◽  
Continuous Improvement Process ◽  
Objective Performance ◽  
Effective Performance

Increasing competition requires companies both large and small, to be more productive and innovative, therefore, companies need to be supported by an effective performance measurement system. In this research, the implementation of a balanced scorecard in SMEs engaged in the management of a restaurant, for a chance to be more superior and to compete amid the rapid development of the restaurant sector. Strategic map based on four perspective of Balanced Scorecard was defined, completed with agreement of strategic objective and measurement. This implementation give evidence that even with many limitations on SMEs, they have developed balanced scorecard, with adjustment based on condition for strategic objective performance indicator, so this performance measurement evaluation process is applicable and able to achieve the main objective, to provide information for continuous improvement process.

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