THE SELECTION OF PRODUCTIVITY KEY PERFORMANCE INDICATORS FOR CAR MANUFACTURING COMPANIES USING INTEGRATED PERFORMANCE MEASUREMENT SYSTEM

The increase in car market 17% in 2020, and ASEAN Free Trade policy only 5% for imported products, cause tightened competition in the automotive market. Car manufacturing companies face problems in selecting their performance indicators related to competitive challenges. The purpose of this research is to develop productivity key performance indicators in car manufacturing that conform to stakeholder requirements as a strategy to win the market. The conditions are manifested in a mapping of manufacturing symbols using the Integrated Performance Measurement System (IPMS) method. That manufacturing productivity indicators will become the focus of the top management to be controlled. There are four stages to go through, starting with the identification of stakeholder requirement, which produces six criteria and 12 stakeholder requirements and mapped into 16 goals and 24 key performance indicator (KPI). The second stage is benchmarking, and preparation of KPI hierarchy and the third stage is the description of each KPI in the form of KPI specification table. The fourth stage is the weighting of the six main criteria that result in 3 priority criteria which must be reported monthly between the manufacturing division (painting), finance and administration. Those are employee safety, manufacturing process effectiveness (painting) and waste elimination activities. The priority is obtained based on questionnaires answered by ten stakeholders (experts) processed with Analytical Hierarchy Process (AHP) approach and has been tested consistency in the number 0.09. These three criteria are described in 15 KPIs: performance rate, availability rate, quality rate, trained operator ratio, training value ratio> 80, delay ratio, attendance ratio, downtime losses, setup and adjustment losses, idle time, defect losses, yield losses, manpower efficiency, environmental impact and work accident ratio.

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Perancangan Sistem Pengukuran Kinerja Dengan Metode Integrated Performance Measurement System (IPMS) (Studi Kasus: Program Studi Teknik Industri Universitas PGRI Adi Buana Surabaya)

WAKTU: Jurnal Teknik UNIPA ◽

10.36456/waktu.v9i1.899 ◽

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

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Perancangan Sistem Pengukuran Kerja dengan Metode Intergrated Performance Measurement System (IPMS) (Studi Kasus: CV. Ekasari)

PERFORMA Media Ilmiah Teknik Industri ◽

10.20961/performa.15.2.9858 ◽

2016 ◽

Vol 15 (2) ◽

Author(s):

Indah Kurniyati ◽

Risya Zeline ◽

Sri Yohana Simanjuntak ◽

Yuniaristanto

Keyword(s):

Performance Measurement ◽

Measurement System ◽

Performance Indicators ◽

Key Performance Indicators ◽

Performance Criteria ◽

Performance Measurement System ◽

Company Performance ◽

Global Business ◽

Organizational Goals ◽

Efficiency And Effectiveness

<em><span>Global business competition greatly increased sharply in Indonesia, including in the food market. To succeed and grow in the competition, an organization should use measurement and management systems derived from the strategies and capabilities of the company. CV. Eka Sari is a company engaged in the field of catering, where business activity in CV. Eka Sari is more focused on providing the bread and cakes. The continued development of the catering business, demanding CV. Eka Sari to improve in every aspects of company performance, so that the company can remain competitive with other companies. Therefore, CV. Eka Sari is in need of performance measurement that aims to evaluate and plan its performance in order to achieve organizational goals. Performance measurement methods used by the company is Integrated Performance Measurement System (IPMS), which is a method that measures the performance of an integrated and based on the wishes of stakeholders. Objectives are determined to meet the wishes of stakeholders, so that will be determined key performance indicators. From the results of the identification, obtained 22 key performance indicators. To determine the performance criteria that need more attention then be weighted. Weighting is done using Hierachy Analytical Process (AHP). Weighting results generated from that aspect that must be considered are aspects of the process, then the performance criteria that must be considered, namely improving the efficiency and effectiveness of production, and Key Performance Indicators to be very aware of is the number of defective products.</span></em>

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Perancangan Sistem Pengukuran Kinerja Terintegrasi Pada Program Studi Teknik Mesin Universitas Udayana

Jurnal Energi Dan Manufaktur ◽

10.24843/jem.2018.v11.i01.p04 ◽

2018 ◽

Vol 11 (1) ◽

pp. 15

Author(s):

I Made Dwi Budiana Penindra ◽

Dewa Made Priyantha Wedagama

Keyword(s):

Performance Analysis ◽

Performance Measurement ◽

Measurement System ◽

Performance Indicator ◽

Performance Measurement System ◽

Traffic Light ◽

Measurement Systems ◽

Period 2 ◽

Performance Measurement Systems ◽

Integrated Performance

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.

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Usulan Rancangan Key Performance Indicators Menggunakan Pendekatan Perspektif Balanced Scorecard Pada PT. Pelayaran Hub Maritim Indonesia

Jurnal Manajemen Teori dan Terapan | Journal of Theory and Applied Management ◽

10.20473/jmtt.v7i2.2691 ◽

2016 ◽

Vol 7 (2) ◽

Author(s):

Gayuh Mukti Rahmatullah ◽

Amak Mohamad Yaqoub

Keyword(s):

Performance Measurement ◽

Measurement System ◽

Balanced Scorecard ◽

Performance Indicators ◽

Key Performance Indicators ◽

Primary Data ◽

Performance Measurement System ◽

Research Approach ◽

The Balanced Scorecard ◽

A Performance

Indonesia is the largest archipelago in the world which of course, has many ports as a place reliance ship. Ports in Indonesia is always crowded by various ship activities. Such vessels require fossil fuels as the material preparation to continue the journey. This has become a business opportunity for PT. Pelayaran Hub Maritim Indonesia as a company engaged in fuel distribution. The operational activities of PT. Pelayaran Hub Maritim Indonesia has made performance measurement yet of the financial aspects only. Therefore, this study aims to design a performance measurement system for companies based on four perspectives of the balanced scorecard is a financial perspective, a marketing perspective, internal business process perspective and learning and growth perspective. This study uses a qualitative method research approach to the type of research in the form of action research case study, the data used is primary data. Data from this study obtained by interviewing the informant is determined based on the balanced scorecard perspectives. Results of this research is a performance measurement system and the weighting of each of the key performance indicators with paired comparison method to get the level of importance of each strategic objective.

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PLACE OF PERFORMANCE MEASUREMENT IN THE MANAGEMENT SYSTEM OF THE ORGANIZATION

Management of the personnel and intellectual resources in Russia ◽

10.12737/25270 ◽

2017 ◽

Vol 6 (2) ◽

pp. 29-32

Author(s):

Еремина ◽

G. Eremina ◽

Соболь ◽

O. Sobol

Keyword(s):

Performance Measurement ◽

Measurement System ◽

Balanced Scorecard ◽

Performance Indicators ◽

Key Performance Indicators ◽

Performance Measurement System ◽

Financial Indicators ◽

Management By Objectives ◽

Evaluation Of Performance ◽

Performance And Evaluation

The article analyzes the existing western approaches to the evaluation of performance indicators, which are now actively used in Russia: Management by Objectives, Balanced Scorecard, a system for assessing key performance indicators, etc. The work of domestic authors is also considered, dedicated to measuring financial performance and evaluation of staff. The article deals with the main concepts related to measuring performance: «key performance indicators» (KPIs), «key results indicators» (KRIs) and etc. The research showed that in most cases companies use existing methods to measure their performance, aimed at assessing financial indicators or qualifications, knowledge, skills of employees. In turn, the methods of measuring effectiveness and effectiveness, which allow to reflect the level of achievement of the set goals, the degree of effectiveness of the activities of personnel and the organization as a whole, provide feedback to employees on key areas of their actions are in demand less. The article also provides the basic rules for the application of the performance measurement system, which makes it possible to improve the efficiency of its application.

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Vertriebssteuerung in der Automobilindustrie

Der Betriebswirt: Volume 54, Issue 3 - Der Betriebswirt ◽

10.3790/dbw.54.4.25 ◽

2013 ◽

Vol 54 (4) ◽

pp. 25-30

Author(s):

Martin Weiss ◽

Christiane Zorn

Keyword(s):

Performance Measurement ◽

Influencing Factors ◽

Measurement System ◽

Automotive Industry ◽

Performance Indicators ◽

Management System ◽

Sales Management ◽

Performance Measurement System ◽

Holistic Management ◽

Integrated Performance

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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Prototype Sistem Informasi Pengukuran Kinerja Fakultas Dengan Menggunakan Balanced Scorecard Studi Kasus: Fakultas Sains Dan Teknologi UIN Jakarta

JURNAL TEKNIK INFORMATIKA ◽

10.15408/jti.v11i2.7984 ◽

2018 ◽

Vol 11 (2) ◽

pp. 127-138

Author(s):

Tomi Hardi

Keyword(s):

Performance Measurement ◽

Financial Performance ◽

Measurement System ◽

Balanced Scorecard ◽

Performance Indicators ◽

Key Performance Indicators ◽

Performance Measurement System ◽

Strategic Objectives ◽

The Balanced Scorecard

ABSTRAK Pengukuran kinerja adalah hal yang penting bagi manajemen dalam melakukan evaluasi performa dan perencanaan perguruan tinggi. Salah satu metode untuk mengukur kinerja tersebut adalah dengan balanced scorecard. Fakultas Sains dan Teknologi sebagai sebuah fakultas yang memiliki visi dan misi belum memanfaatkan Sistem Pengukuran Kinerja (SPK) untuk mengetahui sudah sejauh mana visi dan misi itu terlaksana. SPK yang baik haruslah terintegrasi untuk semua unit dan aktivitas di fakultas . Indikator kinerja yang terbentuk tidak hanya berupa indikator kinerja finansial (keuangan) tetapi juga indikator kinerja nonfinansial. Oleh karena itu peneliti mencoba merancang system pengukuran kinerja dengan melibatkan indikator kinerja financial dan nonfinansial. Prores perancangan SPK menggunakan model Balanced Scorecard , yaitu keseimbangan antara finansial dan nonfinansial dengan didasarkan pada langkah-langkah (framework) yaitu penetapan arsitek pengukuran, penentuan tujuan strategis (strategic objectives) dari masing-masing perspektif (finansial, pelanggan, proses bisnis internal, belajar dan tumbuh), penentuan Key Performance Indicators (KPI) dan penentuan target. Untuk melakukan penilaian kinerja adalah menggunakan lembar kerja pengukuran kinerja yang dirancang sedemikian rupa sehingga dapat memberikan gambaran mengenai kinerja. hasil dari penelitian ini yaitu implementasi dalam bentuk software diharapkan mampu mempercepat proses analisis Balanced Scorecard itu sendiri dan memberikan nilai tambah yaitu berupa competiteve advantage dalam persaingan bisnis, sehingga dapat dijadikan sebagai salah satu sistem pendukung keputusan di tingkat manajerial. ABSTRACT Performance measurement is important for management to evaluate the performance and college planning. One method is to measure the performance of the Balanced Scorecard. Faculty of Science and Technology as a faculty that has the vision and mission have not been utilizing the Performance Measurement System (DSS) to determine the extent to which the vision and the mission was accomplished. Good SPK be integrated to all units and activities in the faculty. Performance indicators are formed not only in the form of financial performance indicators (financial) but also non-financial performance indicators. Therefore, researchers tried to design a performance measurement system involving financial and non-financial performance indicators. ProRes DSS design using a model of the Balanced Scorecard, which is a balance between the financial and nonfinancial measures are based on the (framework) that the determination architect measurements, determination of strategic objectives (strategic objectives) of the respective perspectives (financial, customer, internal business processes, learning and growing), the determination of Key Performance Indicators (KPI) and the determination of the target. To conduct performance appraisal is to use performance measurement worksheets are designed such that it can provide a picture of performance. the results of this study are in the form of software implementation is expected to accelerate the analysis process itself and the Balanced Scorecard provide added value in the form of competiteve advantage in a competitive business, so it can be used as a decision support system at the managerial level.

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Pendekatan Malcolm Baldrige Criteria For Performance Excellent (Education Criteria) dalam Perancangan Sistem Pengukuran Kinerja Fakultas Teknik Univeritas Udayana menuju Sertifikasi AUN-QA

Jurnal Energi Dan Manufaktur ◽

10.24843/jem.2020.v13.i02.p06 ◽

2020 ◽

Vol 13 (2) ◽

pp. 77

Author(s):

I Made Dwi Budiana Penindra ◽

I Made Gatot Karohika

Keyword(s):

Performance Measurement ◽

Measurement System ◽

Performance Indicator ◽

Performance Measurement System ◽

Index Number ◽

Traffic Light ◽

Baldrige Criteria ◽

Malcolm Baldrige Criteria ◽

Malcolm Baldrige ◽

Integrated Performance

The Faculty of Engineering, Udayana University is one of the faculties in Udayana University. The Faculty of Engineering has 5 departments that have a lot of interest. Currently, the Faculty of Engineering is preparing to support Udayana University in obtaining the Asean University Network - Quality Assurance (AUN-QA) certification which is targeted for a visitation in 2021. One of the supporters in obtaining this certification is that the Faculty of Engineering must have a performance measurement system. In this research using an integrated performance measurement system that designed through the Malcolm Baldrige Criteria For Performance Excellent (Education Criteria) approach which is integrated with several methods, namely IPMS in determining the Key Performance Indicator (KPI) which becomes a determining indicator of later performance. assisted by using the Analytical Hierarchy Process (AHP) method in giving the weight of each KPI. After the KPI has a weight, then a comprehensive scoring is carried out using the Objectives Matrix (OMAX) method so that an index number per period is generated which is the reference for the level of performance of the department, as well as a Traffic Light System (TLS) to find out which KPIs require improvement based on color. With the creation of an integrated performance measurement system, it is hoped that the Faculty of Engineering can make continuous improvements. The results showed that the Performance Indicator from the Faculty of Engineering in this period was 427.19 with 24 KPIs being measured. The Performance Indicator shows that the overall performance of the Faculty of Engineering is above average (300). Only 2 categories are in the red zone of 21%, namely Student Criteria (KPI 1 and KPI 4) and Management Criteria (KPI 18, KPI 19, and KPI 20). In the following year, the Faculty of Engineering must focus on the five KPIs so that later they can improve performance.

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A Scor-based Model For Green Sales And Distribution Performance Measurement In The Leather Tanning Industry

Jurnal Rekayasa Sistem & Industri (JRSI) ◽

10.25124/jrsi.v5i01.302 ◽

2018 ◽

Vol 5 (01) ◽

pp. 1 ◽

Cited By ~ 2

Author(s):

Afifa Sucihana Ismadhia ◽

Ari Yanuar Ridwan ◽

Rosad Ma’ali El Hadi

Keyword(s):

Supply Chain ◽

Performance Measurement ◽

Measurement System ◽

Performance Indicators ◽

Key Performance Indicators ◽

Green Supply Chain ◽

Performance Measurement System ◽

Supply Chain System ◽

Leather Tanning ◽

Tanning Industry

A green supply chain performance measurement system is needed to manage the environmental risks that are often being the major issues of industry. Claim from the government to implement the green supply chain system will certainly be a boost to major industries in Indonesia. As for PT. Elco lndonesia Sejahtera, to create an industry that applies green perspective in the industry, of course PT. EIS requires a model of its own enterprise performance measurement system design. Therefore, this study aims to design a performance measurement system from Green Sales and Distribution in the supply chain of leather tanning industry. The model used as a tool for designing performance measurement systems from the supply chain is Green SCOR model. The conceptual model is designed by involving activities such as stakeholder identification, needs analysis of green stakeholders, green destination identification, and KPI weighting. The supply chain operation reference metric (SCOR) is applied to identify key performance indicators (KPIs). The weight of the KPI is determined using the AHP method. The results of this study are six green objectives and also fifteen Key Performance indicators under it. Green objectives and Key performance can help companies to improve the performance of Green Sales and Distribution in the company.

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