Transcript IPMS dan PRISM - Universitas Brawijaya

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
Reference Model for IPMS
Audit Method for IPMS
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
Business Units
Stakeholders
External Monitor
Objectives
Measures
Business Unit Classification, RONA,
ROI, Performance Measures Classification
The Business
Stakeholders
External Monitor
EFQM, Financial Models, RONA and ROI trees, etc.
Objectives
Measures
Stakeholders
Business Units
External Monitor
Business Units Classification, RONA/ROI Tress,
Performance Measures Classifications
Objectives
Measures
Stakeholders
External Monitor
Business Processes
Objectives
Systems Classification,
Performance Measures Classification
Measures
Stakeholders
Activities
External Monitor
Objectives
Systems Classification,
Performance Measures Classification
Measures
IPMS
• Metode Audit
– 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 (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):
Tugas Besar
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BSC: ?, ?
OMAX: Rumah Potong Ayam, ?
IPMS: TI-UB, ?
PRISM: AISEC, ?
AHP: Semen Gresik, Krakatau Steel
Hybrid: ?, ?