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

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.

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

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.

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

SINERGI ◽  
2018 ◽  
Vol 22 (2) ◽  
pp. 101
Author(s):  
Uly Amrina ◽  
Alfa Firdaus
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Manufacturing Companies ◽  
Stakeholder Requirement ◽  
Integrated Performance ◽  
Stakeholder Requirements

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. 

scholarly journals Defining the Integrated Performance Measurement Systems in Small and Medium Enterprises: An Advanced Model

2019 ◽  
Vol 14 (12) ◽  
pp. 203
Author(s):  
Pirozzi Maria Grazia ◽  
Agliata Francesco ◽  
Tuccillo Danilo ◽  
Pirozzi Francesco
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Small And Medium Enterprises ◽  
Performance Measurement System ◽  
Strategic Management Accounting ◽  
Proposed Model ◽  
Performance Measurement Systems ◽  
Medium Enterprises ◽  
Integrated Performance ◽  
Advanced Model

Purpose: The purpose of this paper is to propose an “Integrated Performance Measurement System” (PMS) addressing the measurement and management of the financial and non-financial performance and “Intellectual Capital” (IC) for the “Small and Medium Entreprises” (SMEs). The paper relies on the “Integrated New Model” (INM) by Pirozzi and Ferulano (2016) that deals with the same task applied to a specific sector. Thus, we propose the modification of the INM model to define a “Renewed and Advanced Model” called “INM*” as integrated PMS for SMEs. Design/methodology approach: We used a qualitative method with an inductive and deductive approach to obtain an advanced model INM*. Thus, the SMEs characteristics are translated in our advanced INM* model according to the INM* structure and the IC framework. Moreover, we integrated in our proposed model INM* the “Strategic Management Accounting” (SMA) and the “Systems of Innovation” (SI) perspectives. Findings: We proposed the advanced model INM* as integrated PMS. This is a model supporting entrepreneurial and innovative SME as well as a conceptual framework summarizing the interactions and the knowledge conversions that occur between the IC components within the innovation processes. Thus, the proposed model is a useful tool for SMEs organizations. Originality/value: The renewed and advanced model INM* is useful in the academic and practical communities. It exhibits the advantages related to the innovative usage of a unique measurement system devoted to accomplish all the measurement tasks activated by SMEs. In addition, two other models are proposed and, in turn, are available for further research.

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

scholarly journals MODEL RANCANGAN PENGUKURAN KINERJA DENGAN PENDEKATAN METODE INTEGRATED PERFORMANCE MEASUREMENT SYSTEM

2017 ◽  
Vol 1 (1) ◽  
pp. 33
Author(s):  
Nurul Aziza ◽  
Yusuf Eko Nurcahyo
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Measurement System ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
Integrated Performance

P2KP adalah Program penanggulangan Kemiskinan di Perkotaan atas prakarsa Departemen Pekerjaan Umum yang kemudian berganti nama menjadi PNPM Mandiri Perkotaan dimana program ini meliputi tingkat kelurahan, kecamatan, kabupaten dan propinsi. Dalam prakteknya, pelaporan kinerja PNPM Mandiri ini masih didasarkan pada laporan review Partisipatif dari masyarakat sebagai bentuk pertanggungjawabannya dimana harus dituntut transparan dan akuntabilitas. Sistem pengukuran kinerja sepeti itu tidak bisa mengukur kinerja organisasi secara pasti dan terukur nilainya. Oleh sebab itu dibuatlah rancangan sistem pengukuran kinerja organisasi dengan pendekatan Integrated Performance Measurement Systems yang mengintegrasikan semua elemen yang terlibat didalam organisasi. Berdasarkan rancangan pengukuran kinerja tersebut dan disimulasikan didapatkan hasil kinerja organisasi dan hasilnya berupa nilai pencapaian yang dapat terukur.

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