integrated performance measurement system (ipms)

Integrated Performance Measurement System (IPMS)

Pengukuran KinerjaTeknik 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)

IPMSIndustry 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

The Business

Business Units

Business Processes

Activities

IPMS BUSINESS STRUCTURE

The Business

Business Units

Business Processes

Activities

Stakeholders

Objectives

Measures

Business Units

Business Unit Classification, RONA,ROI, Performance Measures Classi-fication

External Monitor

Stakeholders

External Monitor

Objectives

Measures

The Business

EFQM, Financial Models, RONA and ROI trees, etc.

Stakeholders

External Monitor

Objectives

Measures

Stakeholders

External Monitor

Objectives

Measures

Stakeholders

External Monitor

Objectives

Measures

Business Units

Business Units Classification, RONA/ROI Tress,Performance Measures Classifications

Systems Classification,Performance Measures Classification

Systems Classification,Performance Measures Classification

Business Processes

Activities

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 KinerjaTeknik 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

• BSC: ?, ?• OMAX: Rumah Potong Ayam, ?• IPMS: TI-UB, ?• PRISM: AISEC, ?• AHP: Semen Gresik, Krakatau Steel• Hybrid: ?, ?