Redesain Balanced Scorecard Strategy Map Berdasar Konsep KPI dan KRI

2013 ◽  
Vol 2 (2) ◽  
pp. 57
Author(s):  
Vivi Triyanti ◽  
Marsellinus Bachtiar ◽  
Carlos Yohan Rafavy
Keyword(s):  
Balanced Scorecard ◽  
Performance Indicator ◽  
Application Development ◽  
Strategic Objectives ◽  
Process Indicators ◽  
Catholic University ◽  
Balanced Scorecards ◽  
Strategy Map ◽  
Key Indicators ◽  
Internal Business Process

<p class="Default"><em>Abstrak</em> <strong>- Tulisan ini terkait dengan penelitian mengenai pengembangan manajemen dashboard di Fakultas Teknik Unika Atma Jaya. Pada penelitian sebelumnya telah dihasilkan rancangan peta strategi yang memuat tujuan-tujuan strategis (<em>strategic objectives</em>) dan indikator (<em>lead dan lag</em>) dari FT Unika Atma Jaya (UAJ) yang terbagi dalam empat perspektif <em>balanced scorecard</em> (BSC), yaitu:  Perspektif Pelayanan, Perspektif Pelanggan, Perspektif Proses Bisnis Internal, serta Perspektif Pembelajaran dan Organisasi. Peta tersebut kemudian direklasifikasi lagi sehingga lebih sesuai dengan konsep indikator kinerja (<em>Performance indicator </em>– PI) dan indikator hasil (<em>Result Indicators </em>– RI).  Terdapat 8 indikator proses yang diubah letaknya menjadi indikator hasil. Lebih lanjut, dari 120 indikator, terpilih 35 indikator yang dinyatakan sebagai KPI dan KRI, dan akan digunakan sebagai input di pembuatan aplikasi manajemen <em>dashboard</em>.</strong></p><p><strong><em> </em></strong></p><em>Abstract <strong>- </strong></em><strong>The paper is related to research about dashboard management development in Faculty of Engineering, Atma Jaya Catholic University of Indonesia. Previous research has resulted a strategy map with subsequent strategic objectives and indicators (lead and lag) for the Faculty of Engineering, which comprises of four Balanced Scorecards (BSC) perspectives as follows: Service, Customer, Internal Business Process, and Learning and Growth. The map then reclassified so that it fits to Performance indicators (PI) and Result Indicators (RI) concepts. which at the end of the day will be the basis for choosing key indicators (KPI and KRI). Finally, there are 8 process indicators that relocate to result indicators. Further, from 120 indicators, 35 indicators are chosen as KPI and KRI, which will be used in the next step of dashboard management application development.  </strong>

scholarly journals Penyusunan Balanced Scorecard pada PT Cipta Paramula Sejati

2019 ◽  
Vol 9 (3) ◽  
pp. 150-163
Author(s):  
Ines Pipit Yuniawati ◽  
Heny K Daryanto ◽  
Setiadi Djohar
Keyword(s):  
Balanced Scorecard ◽  
Performance Indicator ◽  
Key Performance Indicator ◽  
Strategic Objectives ◽  
Financial Perspective ◽  
Building Management ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process ◽  
Depth Interviews

ABSTRACTPT Cipta Paramula Sejati is one of the companies engaged in the space and office rental business in Jakarta. PT Cipta Paramula Sejati manages the rental of office buildings and rooms in the Jakarta Design Center Building. Jakarta Design Center is a mall that has three types of businesses related to building space rental. Every company will be faced with various problems, both problems that come from within the company (internal) and problems from outside the company (external). This study aims to analyze the strategic objectives and key performance indicator (KPI) in terms of four perspective Balanced Scorecard (BSC), an also performance measurement methods at PT Cipta Paramula Sejati based on BSC concept. The analytical method used is the BSC. The study used a descriptive approach through in-depth interviews with respondents who were chosen intentionally (purposive sampling). The results of the study obtained twelve strategic targets and fourteen KPI. Based on the results of the BSC compilation of PT Cipta Paramula Sejati, the weighting for each BSC perspective was as follows: financial perspective of 27.78 percent, customer perspective of 27.78 percent, internal business process perspective of 25 percent, and learning and growth perspective of 19.44 percent.Keywords: building management, balanced scorecard, key performance indicator.   ABSTRAKPT Cipta Paramula Sejati adalah salah satu perusahaan yang bergerak dalam bisnis penyewaan ruangan dan perkantoran di Jakarta. PT Cipta Paramula Sejati mengelola penyewaan gedung dan ruangan perkantoran di Gedung Jakarta Design Center. Jakarta Design Center merupakan mall yang memiliki tiga jenis usaha yang berkaitan dengan penyewaan ruangan gedung. Setiap perusahaan akan dihadapkan pada berbagai permasalahan, baik itu permasalahan yang berasal dari dalam perusahaan (internal) maupun permasalahan dari luar perusahaan (eksternal). Penelitian ini bertujuan untuk menganalisis sasaran strategis dan indikator yang menjadi tolak ukur kinerja ditinjau dari empat perspektif Balanced Scorecard (BSC), serta menyusun metode pengukuran kinerja di PT Cipta Paramula Sejati berdasarkan konsep BSC. Metode analisis yang digunakan adalah BSC. Penelitian menggunakan pendekatan deskriptif melalui wawancara secara mendalam dengan responden yang di pilih secara sengaja. Hasil penelitian diperoleh dua belas sasaran strategis dan empat belas tolak ukur kinerja. Berdasarkan hasil penyusunan BSC pada PT Cipta Paramula Sejati diperoleh pembobotan untuk masing- masing perspektif BSC adalah sebagai berikut: perspektif keuangan sebesar 27,78 persen, perspektif pelanggan sebesar 27,78 persen, perspektif  proses bisnis internal sebesar 25 persen, dan perspektif pembelajaran dan pertumbuhan sebesar 19,44 persen.Kata kunci : pengelola gedung, Balanced Scorecard, indikator tolak ukur kinerja.

scholarly journals Developing A Strategy Map Based on Sustainability Balanced Scorecard Framework for Manufacturing Industry in Indonesia

2018 ◽  
Vol 7 (2.34) ◽  
pp. 48 ◽  
Author(s):  
Rahmat Nurcahyo ◽  
Saripuji Pustiwari ◽  
Djoko Sihono Gabriel
Keyword(s):  
Balanced Scorecard ◽  
Manufacturing Industry ◽  
Performance Indicator ◽  
Corporate Sustainability ◽  
Relevant Literature ◽  
Influential Factors ◽  
Structural Evaluation ◽  
Strategy Map ◽  
Sustainability Balanced Scorecard ◽  
Internal Business Process

This study proposes a structural evaluation to link key performance indicator into a strategy map based on sustainability balanced scorecard framework for manufacturing industry in Indonesia. With four perspectives (finance, stakeholder, internal business process and learning and growth) on Sustainability Balanced Scorecard, the evaluation of relationship between perspectives and indicators of manufacturing industry are synthesized from relevant literature and experts. The Decision Making Trial and Evaluation Laboratory (DEMATEL) method employed to identify critical central and influential factors, to determine the causal relationship and finally to develop a visual strategy map to improve corporate sustainability. The three most important indicators are sustainability award, certification of environmental and social standards and resource productivity. The result can help prioritizing the performance indicators and show which areas that need improvement most.  

scholarly journals Strategic Planning dan Balanced Scorecard serta Penerapannya pada Restoran Cepat Saji Wendy’s

2018 ◽  
Vol 10 (1) ◽  
Author(s):  
Felisia
Keyword(s):  
Strategic Planning ◽  
Balanced Scorecard ◽  
Fast Food ◽  
Global Market ◽  
Strategic Objectives ◽  
Planning Strategy ◽  
Food Industries ◽  
Balanced Scorecards ◽  
Strategy Map ◽  
And Performance

Organizations need to improve their performances in order to compete in global market. To improve performance, organizations need strategies and performance evaluation measurements. Strategies must be allied within the industry which the organizations competed in. Strategies are formulated by evaluating external factors such as opportunities and threats, and internal factors such as strengths and weaknesses. After determining strategies, organizations formulate strategic planning to implement the strategies determined. Organizations also design strategy maps and balanced scorecards to describe how they could create value by connecting their strategic objectives. Fast food industries have grown in the past years. According to QSR Magazine in 2012, Wendy’s is one of the top ten highest rated food chains, next to McDonalds, Kentucky Fried Chicken, Burger King, Pizza Hut, Subway, Dominos Pizza, Strabucks, Dunkin Donuts,andDairy Queen. This article analyzes strategies, strategy map, and balanced scorecard in Wendy’s. Through this article, readers will know the importance of strategic planning, strategy map, and balanced scorecard for organizations.  Keywords: Strategic Planning, Strategy Map, Balanced Scorecard 

Strategy maps: the essential link between the balanced scorecard and action

2015 ◽  
Vol 36 (2) ◽  
pp. 34-40 ◽  
Author(s):  
Rainer Lueg
Keyword(s):  
Balanced Scorecard ◽  
Strategy Execution ◽  
Content Type ◽  
Strategy Maps ◽  
The Balanced Scorecard ◽  
Top Managers ◽  
Action Strategy ◽  
Recent Developments ◽  
Balanced Scorecards ◽  
Strategy Map

Purpose – The purpose of this paper is to show how the use of Strategy Maps substantially improves the implementation success of balanced scorecards (BSC). The BSC is supposed to translate strategy into action. Strategy maps support this by showing cause-and-effect chains. But what does this mean for strategy execution in practice? To achieve better BSC implementations, the author uncovers pitfalls and names the remedies. Design/methodology/approach – The author summarizes the most important findings from initially over 1,000 studies that have dealt with the BSC from 1992 to 2012. Findings – BSC implementations that use a sophisticated Strategy Map appear to be successful. Strategy maps foster a better understanding of the BSC among employees, create greater commitment and less resistance and are superior to the BSC itself in communicating how to achieve strategic goals. Also, strategy maps facilitate managers’ evaluation of the relevant environment. Nevertheless, the common measure bias is a usual pitfall: top managers have a tendency to use their own strategic targets as a yardstick for lower-level employees. Originality/value – This paper helps managers understand the most recent developments on strategy maps. In particular, the author highlights that causalities do not exist in organizations in the same way as there are “laws” in physics. Instead, organizations need to customize their BSC to their way of doing business.

scholarly journals Strategy Map dan Rancangan Balanced Scorecard PT. DPI

2018 ◽  
Vol 7 (2) ◽  
pp. 117
Author(s):  
A Fakhri Arifyanto
Keyword(s):  
Balanced Scorecard ◽  
Customer Relationship ◽  
Strategy Development ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Strategic Issues ◽  
Strategic Objective ◽  
Financial Perspective ◽  
Strategy Map ◽  
Process Perspective

This research aims to compile and designing Strategy Map and Balanced Scorecard on PT. DPI in order to achieve the objective of becoming an international organization or world class company.  According to David P. Norton which had been quoted by Mathews (2007), Balanced Scorecard is precise methodologies to develop measurement which is capable to describe the organization’s strategy.  Development of Strategy Map is the key to design effective Balanced Scorecard. The analysis result stated that the Strategy Map of PT. DPI could be compiled by virtue of the strategic issues in the corporate level, meanwhile for the Balanced Scorecard design consists of four perspectives in which financial perspective to improve the ROI of strategic objective by increasing revenue from existing product and new product.  Customer perspective, with the strategic objective of customer satisfaction, increased market share by retaining existing customers and add new customers.  Internal Business Process Perspective, with a strategic objective of developing superior products, innovative and sophisticated, improved customer relationship management.  Learning and Growth Perspective, with strategic objectives to improve the quality, professionalism of human resources DPI, to develop a conducive climate in DPI (improve DPI climate).    

scholarly journals RENSTRA SISTEM INFORMASI PENGUKURAN KINERJA DOSEN DENGAN IT BALANCED SCORECARD

2019 ◽  
Vol 5 (1) ◽  
Author(s):  
I Gede Juliana Eka Putra ◽  
Anak Agung Gede Agung Wedhatama Pemayun
Keyword(s):  
Community Service ◽  
Balanced Scorecard ◽  
Teaching And Learning ◽  
Performance Indicator ◽  
Future Orientation ◽  
Scientific Publications ◽  
Strategic Objectives ◽  
Strategic Goals ◽  
User Orientation ◽  
Operational Excellence

ABSTRACT Performance measurement is very essential for universities that want to stay superior and compete in national and global. With the lack of research and community service carried out by STMIK Primakara lecturers, institutionally, these problems have an impact on achieving the campus vision and mission, especially in STMIK Primakara lecturers' quality assurance. Strategic planning of information systems for measuring lecturer performance is carried out using the IT Balanced Scorecard perspective approach, namely company contribution, operational perfection, user orientation and future orientation. The results of this study in the perspective of organizational contributions have 3 strategic objectives, namely lecturer honorarium, research budget, community service, lecturer development, publications, internal / external grants. In the orientation perspective the user has 2 strategic goals, namely increasing service to students, increasing service to the community. In the perspective of operational excellence, there are 2 strategic objectives, namely the improvement of the teaching and learning process by lecturers, the present learning content by the lecturers. In the perspective of future orientation, it has 5 strategic objectives, namely research, community service, scientific publications, further study of lecturers, development of lecturer competencies. In addition to producing 12 strategic objectives, in this study also produced 27 key performance indicators that will be used as lecturer performance at STMIK Primakara Keywords : Strategic Plan, Information System, Lecturer Performance, IT Balanced Scorecard<br />ABSTRAK<br />Pengukuran kinerja merupakan hal yang sangat essensial bagi perguruan tinggi yang ingin tetap unggul dan bersaing dalam kancah nasional maupun global. Dengan minimnya jumlah penelitian dan pengabdian kepada masyarakat yang dilakukan oleh dosen STMIK Primakara, secara kelembagaan, permasalahan tersebut berdampak pada pencapaian visi dan misi kampus khususnya pada penjaminan mutu dosen STMIK Primakara. Perencanaan strategis sistem informasi pengukuran kinerja dosen ini dilakukan dengan pendekatan perspektif IT Balanced Scorecard, yaitu kontribusi perusahaan, kesempurnaan operasional, orientasi pengguna dan orientasi masa depan. Hasil dari penelitian ini dalam perspektif kontribusi organisasi memiliki 3 sasaran strategis, yaitu honorarium dosen, anggaran untuk penelitian, pengmas, pengembangan dosen, publikasi, dana hibah internal/eksternal. Dalam perspektif orientasi pengguna memiliki 2 sasaran startegis, yaitu peningkatan pelayanan kepada mahasiswa, peningkatan pelayanan kepada masyarakat. Dalam perspektif keunggulan operasional memiliki 2 sasaran startegis, yaitu peningkatan proses belajar mengajar oleh dosen, konten pembelajaran yang kekinian oleh dosen. Dalam perspektif orientasi dimasa depan memiliki memiliki 5 sasaran startegis, yaitu penelitian, pengabdian masyarakat, publikasi ilmiah, studi lanjut dosen, pengembangan kompetensi dosen. Selain menghasilan 12 sasaran strategis, dalam penelitian ini pula menghasilkan 27 key performance indicator yang akan digunakan sebagai kinerja dosen di STMIK Primakara<br />Kata Kunci: Renstra, Sistem Informasi, Kinerja Dosen, IT Balanced Scorecar

scholarly journals RANCANGAN PENGUKURAN KINERJA SAFETY BALANCED SCORECARD PADA PERUSAHAAN ASBESTOS INDONESIA

Jurnal PASTI ◽  
2021 ◽  
Vol 15 (1) ◽  
pp. 35
Author(s):  
Bismar Maulani ◽  
Sawarni Hasibuan
Keyword(s):  
Business Process ◽  
Balanced Scorecard ◽  
Analytical Hierarchy Process ◽  
Performance Indicator ◽  
Key Performance Indicator ◽  
Internal Business Process ◽  
Hierarchy Process

Pelarangan beroperasinya industri asbes di beberapa Negara Barat menyebabkan perlunya perusahaan-perusahaan asbes mendisain ulang system manajemen kinerjanya yang mengintegrasikan aspek safety yang lebih ketat.  Tujuan penelitian ini adalah merancang sistem pengukuran kinerja dengan metode balanced scorecard yang diintegrasikan dengan safety pada kasus perusahaan atap asbestos di Indonesia. Langkah dalam melakukan penelitian ini adalah identifikasi sasaran strategis, identifikasi key performance indicator (KPI), merancang safety balanced scorecard, dan melakukan pengukuran kinerja. Pembobotan KPI dilakukan dengan menggunakan metode analytical hierarchy process (AHP).  Hasil rancangan safety balanced scorecard menghasilkan bobot sebesar 34,6% untuk perspektif learning & growth, 32% untuk perspektif internal business process, 19,2% untuk perspektif customer, dan 14,2% untuk perspektif financial.  Hasil pengukuran kinerja perusahaan asbestos menunjukkan skor kinerja tertinggi pada internal business process dengan skor 1,233, disusul learning & growth dengan skor 1,180, customer dengan skor 0,685, dan financial dengan skor 0,470. Hasil pengukuran total kinerja pada empat perspektif tersebut sebesar 3,567 yang menunjukkan bahwa kinerja safety BSC perusahaan atap asbestos masuk dalam kategori cukup.

Determining quantitative targets for performance measures in the balanced scorecard method using response surface methodology

2018 ◽  
Vol 56 (9) ◽  
pp. 2006-2037 ◽  
Author(s):  
Sorour Farokhi ◽  
Emad Roghanian
Keyword(s):  
Response Surface Methodology ◽  
Performance Evaluation ◽  
Response Surface ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Decision Makers ◽  
Content Type ◽  
Strategic Objectives ◽  
Strategy Map ◽  
Optimal Values

Purpose The purpose of this paper is to propose a quantitative methodology for setting targets in the framework of Balanced Scorecard (BSC) in order to achieve vision and goals. Design/methodology/approach Response Surface Methodology is proposed to find the significant relationships that should be included in the strategy map and the optimal values of performance measures are assessed by using the desirability function-based approach of RSM. The proposed method was created by reviewing the existing literature, modeling the problem, and applying it in an oil company. In fact, RSM is used to execute the design matrix, analyze the collected data, extract models, analyze the results, and optimize the procedures that generate multiple responses. Findings By applying this methodological design, a clearer picture of the relationships between strategic objectives is obtained and the influence of strategic objectives on one another is determined. Afterward, optimal values for performance measures are determined. Research limitations/implications This paper proposes a framework for constructing a strategy map and setting quantitative targets to translate the goals and strategies into corresponding performance measures and targets. Also, this paper presents a case study to demonstrate the applicability and effectiveness of the proposed approach. However, RSM-based techniques require a greater amount of data to generate more accurate results. Although the advent of the Information Age has forced organizations’ decision makers to provide sufficient information and data for business analysis, the data requirements of RSM-based techniques are met. Practical implications In practice, the process of setting targets for performance measures can be challenging in terms of reaching a consensus between managers and decision makers. The findings of this paper can offer a new approach for performance evaluation based on the BSC which allows the organization’s decision makers to reach a more accurate picture of the relationship model between organization goals and those objectives within the BSC. It also demonstrates how decision makers can be guided in the process of defining performance target values in the BSC method. Originality/value Reviewing the literature on setting quantitative targets within the framework of the BSC showed no prior study in which RSM is used. This approach has two main contributions: the associations among strategic objectives are investigated and obtained in an effective way which analytically identifies the direction and degree of the relations among the performance measures. Considering the performance evaluation structure based on the BSC, quantitative targets have been determined to help in achieving the long-term goals of the organization. The application of the proposed method in a company showed that the contributions of this research are not only theoretical, but practical as well.

scholarly journals Analisis Pencapaian Strategi Menggunakan Balanced Scorecard

2019 ◽  
Author(s):  
Menik Meltra Putri ◽  
Siti Hajar Nurlaila
Keyword(s):  
Balanced Scorecard ◽  
Performance Indicator ◽  
Measurement Tool ◽  
Research Approach ◽  
Financial Perspective ◽  
Business Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process ◽  
Unit Performance

ABSTRACTThe purpose of this research is measurement strategy achievement of public education office of surabaya city using Balanced Scorecard as a measurement tool based on financial perspective, internal business process perspective, customer perspective, and learning and growth perspective. The research approach used is descriptive qualitative by using the method of observation and interview and then analyzed by giving an overview of the performance of the strategy undertaken and explain systematically. The stages of the analysis include weighting performance to measure the number of indexes, which consists of Major Performance Indicator Achievement Index (IKU), Strategic Target Value (NSS), Performance Perspective Value (NKP), Unit Performance Value (NKU).Keywords: Strategy achievement; Balanced scorecard; PerformanceABSTRAKTujuan dari penelitian ini adalah mengukur pencapaian startegi Dinas Pendidikan Kota Surabaya menggunakan Balanced Scorecard sebagai alat ukur berbasis strategis, meliputi financial perspectice, internal proses business perspective, customer perspective, serta learning dan growth perspectif. Pendekatan penelitian yang digunakan adalah pendekatan deskriptif kualitatif dengan menggunakan metode studi observasi dan wawancara.Tahapan analisis yang dilakukan meliputi pembobotan kinerja untuk menilai besaran angka/indeks,yang terdiri dari; Indeks Capaian Indikator Kinerja Utama (IKU), Nilai Sasaran Strategis (NSS), Nilai Kinerja Perspektif (NKP), Nilai Kinerja Unit (NKU).Kata kunci: Pencapaian strategi; Balanced Scorecard; Kinerja

scholarly journals PERFORMANCE MEASUREMENT OF SMALL BREEDING BUSINESS IN NORTH BENGKULU REGENCY: APPLICATION OF BALANCED SCORECARD (BSC) METHOD

2020 ◽  
Vol 1 (2) ◽  
pp. 59-72
Author(s):  
Muly Apriansyah ◽  
Ketut Sukiyono ◽  
Mohammad Chozin
Keyword(s):  
Performance Measurement ◽  
Business Process ◽  
Balanced Scorecard ◽  
Balanced Scorecards ◽  
Internal Business Process

The purpose of this research first is to evaluate the performance of Usaha Perbenihan Kecil (Small Breeding Businesses =UPK) from the perspective of financial, customers, internal business process, as well as learning and growth. The second objective is to identify the factors that performance in supporting the success of UPK solutions and fix the problem. Two UPKs are cencused and interviewed, namely, UPK Karya Mandiri and UPK Karya Tani. Balanced Scorecards (BSC) is applied to measure financial and non-financial performances. The results show that performances of two UPKS are categorized a good performance in all perspectives, with exception to MCE index. This indicates that both UPKs should continouesly improve their internal business.

Sign in / Sign up

Export Citation Format

Share Document