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Integrated Performance

Measurement System (IPMS)

Pengukuran Kinerja Teknik Industri - Fakultas Teknik Universitas Brawijaya

IPMS

Centre for Strategic Manufacturing, University of Strathclyde, Inggris

Starting point: stakeholder requirement

Organisasi yang tidak memiliki / tidak menjalankan organisasi berdasarkan strategi, visi, dan misi.

Organisasi yang tidak berfokus pada aspek finansial (organisasi non profit)

IPMS

Industry Best Practice

IPMS Industry Best Practice Reference Model for IPMS Audit Method for IPMS Design and Deployment Tools
Reference Model for IPMS
Reference Model for IPMS

Audit Method for IPMS

IPMS Industry Best Practice Reference Model for IPMS Audit Method for IPMS Design and Deployment Tools

Design and Deployment Tools for IPMS

IPMS

Reference Model:

Dua sisi sistem pengkuran kinerja: integritas (integrity), dan penyebaran (deployment)

Struktur: 4 level

Tiap level: 5 faktor kunci

IPMS BUSINESS STRUCTURE

The Business Business Units Business Processes Activities
The Business
Business Units
Business Processes
Activities
The Business Business Units Business Processes Activities
The Business Business Units Business Processes Activities

The Business

The Business Business Units Business Processes Activities
The Business Business Units Business Processes Activities

Business Units

The Business Business Units Business Processes Activities
The Business Business Units Business Processes Activities

Business Processes

The Business Business Units Business Processes Activities
The Business Business Units Business Processes Activities

Activities

Business Units

Stakeholders External Monitor Objectives Measures
Stakeholders
External Monitor
Objectives
Measures
Business Unit Classification, RONA, ROI, Performance Measures Classi- fication
Business Unit Classification, RONA,
ROI, Performance Measures Classi-
fication
Business Units Stakeholders External Monitor Objectives Measures Business Unit Classification, RONA, ROI, Performance Measures Classi- fication

The Business

EFQM, Financial Models, RONA and ROI trees, etc.
EFQM, Financial Models, RONA and ROI trees, etc.
Stakeholders External Monitor Objectives Measures
Stakeholders
External Monitor
Objectives
Measures
The Business EFQM, Financial Models, RONA and ROI trees, etc. Stakeholders External Monitor Objectives Measures Business
Business Units Stakeholders External Monitor Objectives Business Units Classification, RONA/ROI Tress, Performance Measures Classifications Measures
Business Units
Stakeholders
External Monitor
Objectives
Business Units Classification, RONA/ROI Tress,
Performance Measures Classifications
Measures
Stakeholders External Monitor Objectives Measures
Stakeholders
External Monitor
Objectives
Measures

Business Processes

The Business EFQM, Financial Models, RONA and ROI trees, etc. Stakeholders External Monitor Objectives Measures Business
Stakeholders External Monitor Objectives Measures
Stakeholders
External Monitor
Objectives
Measures
The Business EFQM, Financial Models, RONA and ROI trees, etc. Stakeholders External Monitor Objectives Measures Business

Activities

The Business EFQM, Financial Models, RONA and ROI trees, etc. Stakeholders External Monitor Objectives Measures Business
Systems Classification, Performance Measures Classification
Systems Classification,
Performance Measures Classification
Systems Classification, Performance Measures Classification
Systems Classification,
Performance Measures Classification

Metode Audit

IPMS

Fase: pengumpulan data, integritas, dan penyebaran audit

Data: identifikasi unit bisnis, kebutuhan pasar, mengembangkan rencana atau tujuan bisnis perusahaan,

pengukuran kinerja terkait dengan strategi perusahaan,

pengukuran kinerja terkait dengan fungsi di perusahaan (operasional, pemasaran, dll), tujuan personal / skema insentif, level dalam perusahaan

Integritas audit: untuk mengetahui apakah ada gap dari data yang dikumpulkan pada setiap level kinerja

Penyebaran audit: untuk unit bisnis yang memiliki strategi, produk yang beragam, dan pasar yang berbeda

Performance Prism

Pengukuran Kinerja Teknik Industri - Fakultas Teknik Universitas Brawijaya

PRISM

Hasil kolaborasi Chris Adams (praktisi dari Accenture / Andersen Consulting) dan Andy Nelly (akademisi dari Centre for Business

Performance, Cranfield School of

Management, UK)

Mewadahi konflik antara fokus pada strategi dan fokus pada stakeholder

Framework Performance Prism

Framework Performance Prism

Framework Performance Prism (2)

Framework Performance Prism (2)

APPLYING THE PERFORMANCE PRISM TO

MEASURES DESIGN

Five distinct, but logically interlinked, perspectives on performance

have been identified together with five key questions for

measurement design:

Stakeholder Satisfaction who are the key stakeholders and what do they want and need?

Strategies what strategies do we have to put in place to satisfy the wants and needs of these key stakeholders?

Processes what critical processes do we require if we are to execute these strategies?

Capabilities what capabilities do we need to operate and enhance these processes?

Stakeholder Contribution what contributions do we require from our stakeholders if we are to maintain and develop these capabilities?

Stakeholder and Organization Wants and Needs (1):

Stakeholder and Organization Wants and Needs (1):
Stakeholder and Organization Wants and Needs (1):

Tugas Besar

BSC: ?, ?

OMAX: Rumah Potong Ayam, ?

IPMS: TI-UB, ? PRISM: AISEC, ?

AHP: Semen Gresik, Krakatau Steel

Hybrid: ?, ?