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PENGUKURAN KINERJA

PERTEMUAN KULIAH KE 3 5


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NEW MODELS OFPERFORMANCE MEASUREMENT SYSTEM

Performance Measurement Questionnaire

SMART System

Balanced Scorecard

Cambridge Model

Integrated Performance Measurement System


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TRADITIONALPERFORMANCE MEASUREMENT SYSTEM:

Lack of relevance Lagging metrics

Short-termism Inflexible Does not foster improvement Cost distortion

Traditional performance measurement systems produce informationthat are too late, too aggregate, and too distorted to be relevant for

managers planning and control decisions (Kaplan and Johnson)


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PERFORMANCE MEASUREMENT FORWORLD CLASS MANUFACTURING

(Brian Maskell)

they are directly related to manufactur ing str ategy they pr imarily use non-f inancial measur es they vary between locations they change over ti mes as needs change they are simple and easy to use

they provide fast f eedback to operators and managers they are intended to foster improvement rather than just monitor


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PERFORMANCE CRITERIA SYSTEM(Shlomo Globerson)

The value of P.C must be the same for the sameperformance

P.C must be derived from the companys objective They make it possible to compare organi sations which

are in the same business

Their pur pose is clear Data collection and calculation method are clearly def ined

Ratio P.C are prefer red to absolute numbers

P.C shoul d be under the contr ol of the evaluated

organisational uni t Objective P.C ar e prefer red to subjective P.C


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PERFORM ANCE M EASUREM ENT QUESTI ONNAI RES(Dixon, Nanni , and Vollmann)


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management level and manuf actur in g aff il iationof the respondents to examine the degree of

consensus among managerial l evels and fun ctionalareas

Questionnair e I I :

Questionn air e I :

the relative degree of i mpor tance of i mpr ovementarea

to the extent the cur rent performance measur essuppor t or inhibi t the im provement in the area

Questionnair e I I I : the degree of impor tance of achievin g excellence inperformance factors or measur es for th e long-r un h ealthof the company

th e company cur rent emphasises on performance measur es

Questionn air e I V : the most important measures against which respondentsindi vidual performance should be judged


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EXAMPLE OF QUESTIONNAIRE II

How Much Long-RunImprovement Is Required? IMPROVEMENT AREAS

Do Current PerformanceMeasures Support Improvement

RELIABILITY OF PRODUCTS IN FIELD

COMPETITIVENESS OF COMPANY PRICES

ABILITY TO MEET PROMISED DELIVERY DATES

ABILITY TO SATISFY CUSTOMER REQUESTS

1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7

NONE GREAT INHIBIT SUPPORT

1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7


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GENERIC IMPROVEMENT AREAS

QUALITY

LABOUR EFFICIENCY

MACHINE EFFICIENCY

NEW PRODUCT INTRODUCTION

VOLUME FLEXIBILITY PRODUCT MIX FLEXIBILITY

PRODUCT TECHNOLOGY

PROCESS TECHNOLOGY

MANUFACTURING THROUGHPUT TIMES

INTEGRATION WITH SUPPLIERS

INTEGRATION WITH CUSTOMERS

INFORMATION SYSTEMS

DIRECT COST REDUCTION

OVERHEAD COST REDUCTION

INVENTORY MANAGEMENT

JOB RESPONSIBILITIES

PERFORMANCE MEASUREMENT CUSTOMER SATISFACTION

ENVIRONMENTAL CONTROL

MANUFACTURING STRATEGY

PROCUREMENT PRACTICES

OFFSHORE MANUFACTURING

CIM

EDUCATION AND TRAINING


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QUESTIONNAIRES III

Relative Importanceto the Company Performance Factors

Emphasis ofMeasurement

Inventory turnover

Conformance to specification

Cost of quality

1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7

VeryUnimportant

VeryImportant

NoEmphasis

MajorEmphasis

1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7


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PERFORM ANCE M EASUREM ENT QUESTI ONNAI RESANALYSIS


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Alignment analysis : to identify to the extent to which a companys strategy,actions, and measur es l ine up wi th each others

IMPROVEMENT AREAS

Alignment of Improvement Areas (Actions) with Strategy

Top Quartile Bottom Quartile

New product introductionCustomer satisfactionProduct technologyQualityIntegration with customersManufacturing throughput time

Job responsibilityMachine efficiencyDirect cost reductionEnvironmental controlLabour efficiencyOffshore manufacturing


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Congr uence anal ysis : to provide a detai led look at how well themeasurement system supports an organisationsactions and strategy through gap and false alar msignal

Importance= high

Support = low Gap = Importance - Support

Importance = low

Support = high False Alarm = Importance - Support


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Consensus anal ysis : to contr ast the perceptions between hi erarchi callevels and across functional or ganisations aboutthe importance of impr ovement area and performancemeasur es (r ank ing the means)

Importance

High

Low

Division Plant Middle Supervisor

Consensus across management level of Indirect Labour Productivity


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Conf usion anal ysis : to determi ne the relative extent of consensus inopinions on each improvement ar ea and performancefactor i tem withi n a group

(ranking the standard deviations)

IMPROVEMENT AREAS

Top and Bottom Quartiles of Strategies and Ranks of Standard Deviations

Top Quartile Bottom Quartile

New product introduction (24)Customer satisfaction (19)Product technology (23)Quality (16)Integration with customers (22)Manufacturing throughput time (21)

Job responsibility (9)Machine efficiency (4)Direct cost reduction (5)Environmental control (3)Labour efficiency (1)Offshore manufacturing (2)


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Financial Perspective

Objectives

Measures

Targets

Initiatives

1 2 3

Learning and Growth

Perspective

Objectives

Measures

Targets

Initiatives

1 2 3

CustomerPerspective

Objectives

Measures

Targets

Initiatives

1 2 3

Internal Business Process Perspective

Objectives

Measures

Targets

Initiatives

1 2 3

Business Strategy

To succeed financially,how should we appearto our shareholders?.

To satisfy ourshareholders and customers,what businessprocesses must we excel at?.

To achieve ourvision,how will wesustain our ability tochange and improve

To achieve ourvision, how shouldwe appear to ourcustomers?.

BALANCED SCORECARD(Kaplan and Norton)


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Part 1Groupi ng Products

Part2Agr eein g businessobjectives

Part 3Agr eeing perfor mancemeasur es for thebusiness objectives

Part 4M apping perf ormancemeasur es and acti vit ies

Part 7Sign off

Part 5

Evaluati ng options- whi ch of these arekey?

Part 6Agreeing perf ormancemeasur es for the keyactivities

Part 8Implementationand ongoingmanagement

CAMBRIDGE MODEL(Andy Neely)


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INTEGRATEDPERFORMANCE MEASUREMENT SYSTEM

(Centre for Strategic Manufacturing)


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The Business

Business Units

Business Processes

Activities

IPMS BUSINESS STRUCTURE


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The Business

Business Units

Business Processes

Activities


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Stakeholders

Objectives

Measures

Business Units

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

External Monitor


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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


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Framework Performance Prism


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Framework Performance Prism (2)


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APPLYING THE PERFORMANCE PRISM TOMEASURES DESIGN

Five distinct, but logically interlinked, perspectives on performancehave been identified together with five key questions formeasurement design:

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

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

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

Capabilities what capabilities do we need to operate andenhance these processes?

Stakeholder Contribution what contributions do we require fromour stakeholders if we are to maintain and develop thesecapabilities?


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Stakeholder and Organization Wants andNeeds (1):


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Company Objectives:- Improve OTD

- Develop Employee PM

TargetSetting

Company Target:- OTD = 100 %

-Employee PM Finish 2001

ObjectivesDeployment

TargetDeployment

Department Objectives :

- Train Employee (HRM)- Develop PM (Dev. M)

Department Target :

- Train Emp. Ratio = 25%-Employee PM Finish 2001

ResourcesBargaining

DefineActivity

Activity Plan:- Develop training plan- Set up project team

Resources Requirement:- No Additional Res. Req.

- Hire 2 programmers- Hire 1 business analyst

Last year performance(Improvement Programmes):

- On Time Delivery (OTD)

Strategic plan:2001Develop Employee PM

Business environmentchanges:

- 2000 Local players- Foreign players

ObjectivesSetting

Performance Planning PT. X


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Performance Accomplishment PT. X

Progress Reports :- Training report

- Software dev. report

Activity PlanExecution :

- Develop training plan- Set up project tim

Activity Plan:- Develop training plan

- Set up project team

ResourcesDeployment :

- Allocate 2 programmers and 1 business analyst (additional) to

System DevelopmentDepartment

ResourcesRequirement:

- No Additional Res. Req.- Hire 2 programmer

- Hire 1 business analyst


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Performance Measurement PT. X

Balanced ScorecardModel

Identification ofKey Performance Indicator (KPI)

Corporate, Business Units

Key Performance IndicatorCorporate, Business Unit

Performance ReportsCorporate, B. Unit,B.Process, Activity

Activity Plan- Routines

- Improvements

CompanyTarget

Department

Target

Performance Measurement

Key Performance IndicatorB. Process, Activity

Identification ofKey Performance Indicator (KPI)

Business Process, Activity

Business ProcessMap

Performance Review

Performance Problems

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