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"[ABSTRAKLaporan ini akan membahas implementasi Balanced Scorecard (BSC) sebagai alat metode penilaian kerja non finansial pada perusahaan kesehatan bernama Alliance Healthcare Network (AHN), sebuah perusahaan yang berkonsentrasi pada sektor kesehatan melalui integrasi jaringan kesehatan pada rumah sakit non profit, pelayanan kesehatan, dan agen kesehatan lainnya. Perusahaan ini baru saja mengaplikasikan sistem kesehatan terkini (EHR). Pada laporan ini, kita akan menjawab pertanyaan seputar bagaimana BSC dapat memotivasi para dokter untuk menggunakan sistem baru ini. Terlebih lagi, kita akan menampilkan sebuah BSC yang kami percaya merupakan yang terbaik untuk AHN dalam kasus ini. Pada akhir laporan, kami akan membahas kelayakan dari BSC ini, seperti misalnya kelemahan dari BSC. ;

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ABSTRACTThis report will discuss about the implementation of Balanced Scorecard (BSC) as a non-financial performance measures tool in a healthcare company named Alliance Healthcare Network (AHN) which is a company which is devoted to the ministry of healing through an integrated health delivery network of non-profit hospitals, healthcare services, and other agencies. The company then brought a new healthcare system (EHR) into the organisation. In this report, we will tackle a question about how BSC can motivate physicians to use the new system. Furthermore, we will present a BSC that we believed is the best for AHN in this case. At the end of this report, we will discuss about the appropriateness of this BSC, such as its limitations, This report will discuss about the implementation of Balanced Scorecard (BSC) as a non-financial performance measures tool in a healthcare company named Alliance Healthcare Network (AHN) which is a company which is devoted to the ministry of healing through an integrated health delivery network of non-profit hospitals, healthcare services, and other agencies. The company then brought a new healthcare system (EHR) into the organisation. In this report, we will tackle a question about how BSC can motivate physicians to use the new system. Furthermore, we will present a BSC that we believed is the best for AHN in this case. At the end of this report, we will discuss about the appropriateness of this BSC, such as its limitations]"

"Laporan ini menjelaskan tentang metode penilaian kinerja yang digunakan oleh perusahaan perjudian yang bernama Millenium Leisure. Laporan ini menjawab tentang pertanyaan yang ditanyakan sehubungan dengan keterbatasan penilaian kinerja lama (Stacked Ranking). Selanjutnya, kami mengajukan metode penilaian kinerja yang baru (Balanced Scorecard), yang dimana kami pun memasukkan beberapa keuntungan dalam pemakaiannya. Pada akhirnya, kami memberikan sistem pemberian upah yang berdasarkan dengan metode penilaian kinerja tersebut.

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This report explains about the performance ranking methods practiced by Gambling Company in Australia named Millenium Leisure. The report starts directly answering the question that we have been asked about limitations by using the old method of performance ranking (Stacked Ranking). Furthermore, we introduce the new performance ranking (Balanced Scorecard) method which we include the advantages of using it. At the end of the report, we give them the remuneration system based on the performance ranking method we suggest."

"Supply chain management is one of compony's success key to survive in growing business environments where competition is increasing rapidly. improving the company's supply chain management is needed in order to sustain business in this environment. The first step to improving it is by measure its performance. The existing performance measurement methods fail to provide its necessary support in strategy development, decision making and performance improvement. This research attempts to propose a performance measurement method appropriate with company's condition and all aspect related to supply chain management. The research used fuzzy set theory to accommodate uncertainties and fuziness in measurement process and the process-based model to create the measurement hierarchy. Meanwhile, typical performance measurement is used to compare the results between two methods. The research was used to measure the supply chain management performance in point manufacturing and the result reveals that the supply chain management in point manufacturing has 3 levels, 5 Core Process, 17 Sub Process, and 31 Performance Measure. The measurement process itself given the score 8,44 for the supply chain management as a whole."

"Tesis ini membahas pengukuran kinerja perusahaan jasa penerbangan di Indonesia dengan menggunakan metode Performance Prism. Penelitian ini tidak hanya mengukur kinerja dari sisi strategi saja tetapi juga memperhatikan kepuasan dan kontribusi stakeholder, proses dan kapabilitas perusahaan. Penelitian ini juga mengidentifikasi stakeholder dari banyak pihak yang berkepentingan, seperti pelanggan, manajemen, pegawai dan pemasok. Pengolahan data dilakukan dengan Model Analisis Kuantitatif TEV diantaranya pembobotan dengan Delphi Method dan penilaian kinerja dengan Expected Value. Hasil dari penelitian ini bahwa penilaian kinerja perusahaan dikategorikan baik berdasarkan skala 5 dengan nilai kinerja 3.9669. Dari 22 Indikator yang diukur, ada 10 indikator yang dikategorikan sangat baik, 6 indikator dikategorikan baik, 5 indikator dikategorikan cukup, dan 1 indikator dikategorikan sangat kurang.

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This thesis describes the measurement of performance at aviation services company in Indonesia using the Performance Prism. This study not only measures performance in terms of strategy but also to attention to customer satisfaction and contribution of stakeholders, processes and company capabilities. This study also identifies stakeholders from many interested parties, such as customers, management, employees and suppliers. Data processing was performed with TEV Quantitative Analysis Model that is weighted with Delphi Method and the Expected Value of performance assessment.

Results from this study that the assessment of corporate performance are categorized on a scale of five with a good performance value 3.9669. Of the 22 indicators measured, there are 10 indicators that are categorized very well, six indicators of well categorized, five indicators of enough categorized, and an indicator is considered very low."

"Maintenance Repair Overhaul (MRO) tergolong unik karena melakukan fungsi orientasi produksi untuk menjaga kehandalan sesuai dengan desain awal sekaligus memenuhi fungsi orientasi layanan dalam bentuk jasa pemeliharaan kepada pelanggan. Dengan perkembangan penerbangan yang semakin maju, hal itu juga mempengaruhi strategi manajemen MRO untuk dapat bersaing di dunia global. Manajemen ramping telah dikenal sebagai salah satu strategi bisnis yang paling dapat diandalkan dalam MRO karena manajemen ramping memberikan keuntungan signifikan dalam rantai pasokan untuk mencapai daya saing. Tinjauan penelitian membuktikan bahwa penelitian yang lebih mendalam dan analisis yang tepat diperlukan untuk memahami konteks penerapan manajemen ramping dalam rantai pasok MRO. Model SCOR (Supply Chain Operations Reference) digunakan sebagai media untuk merancang struktur pengukuran kinerja untuk mengetahui kriteria yang mepengaruhi implementasi manajemen ramping di rantai pasokan MRO dengan mempertimbangkan integrasi aspek orientasi produksi dan kegiatan yang berorientasi layanan. Selain itu, SCOR juga digunakan untuk mengetahui hubungan antara kriteria sehingga dapat dibangun kerangka kerja manajemen ramping yang ideal dalam bentuk strategi manajemen yang diharapkan dapat mendukung fungsi organisasi MRO dalam menghadapi daya saing global.

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Maintenance Repair Overhaul (MRO) is unique because it performs a production orientation function to maintain reliability in accordance with the initial design while fulfilling the service orientation function in the form of maintenance services to customers. With the development of increasingly advanced aviation, it also affects the MRO management strategy to be able to compete in the global world. Lean management has been recognized as one of the most reliable business strategies in MRO because lean management provides a significant advantage in the supply chain to achieve competitiveness.

The research review proves that more in-depth research and precise analysis are needed to understand the context of applying lean management in the MRO supply chain. The SCOR (Supply Chain Operations Reference) model is used as a medium for designing performance measurement structures to find out the criteria that affect the implementation of lean management in the MRO supply chain by considering the integration of aspects of production orientation and service-oriented activities. In addition, SCOR is also used to determine the relationship between criteria so that an ideal lean management framework can be built in the form of management strategies that are expected to support the functioning of MRO organizations in facing global competitiveness."

"ABSTRAKPenelitian ini bertujuan untuk melakukan perancangan pengukuran kinerja pada proses manajemen rantai pasokan untuk perusahaan produk tekstil sehingga perusahaan dapat menjalankan proses operasional secara efektif untuk meningkatkan profitabilitas perusahaan. Penelitian ini merupakan penelitian kualitatif yang dilakukan melalui studi kepustakaan serta penelitian lapangan. Penelitian menyimpulkan bahwa perbaikan dan pengembangan atas proses dan pengukuran kinerja perlu dilakukan terhadap kedelapan proses dalam manajemen rantai pasokan yaitu manajemen hubungan pelanggan, manajemen layanan pelanggan, manajemen permintaan, pemenuhan pesanan, manajemen alur produksi, manajemen hubungan pemasok, pengembangan produk dan komersialisasi serta manajemen retur. Penelitian ini juga menyarankan perusahaan untuk mengkomunikasikan peta strategi dan sasaran strategis secara jelas kepada seluruh jajaran struktur dalam perusahaan serta melakukan pengukuran kinerja secara berkala terhadap perspektif keuangan, pelanggan dan proses manajemen rantai pasokan sebagai perspektif proses internal sehingga dapat mengetahui kelemahan perusahaan dan menentukan rencana inisiatif untuk perbaikan berkelanjutan.

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ABSTRACTThis study aims to design performance measurement in supply chain processes for textile product company with the result that the company could run the operational process effectively to increase profitability of the company. This study is a qualitative research conducted through literature and field study. The study concluded that improvements and development in process and performance measurement needs to be carried out on each of the eight processes in supply chain management which are customer relationship management, customer service management, demand management, order fulfillment, manufacturing flow management, supplier relationship management, product development and commercialization also return management. The study advises company to communicated the strategy maps and strategic objectives clearly to the employee of the corporate structure also conduct performance measurement for financial perspective, customer perspective and supply chain management processes as internal process perspective on a regular basis to identify the weaknesses of the company and determine initiatives action for continuous improvement."

"Pengukuran kinerja berbasis Balanced Scorecard (BSC) belum sesuai dengan kebutuhan perusahaan berskala kecil menengah yakni pengukuran kinerja yang sederhana dan mampu mendorong karyawan untuk menyelaraskan perilaku mereka dengan tujuan perusahaan. Penelitian ini ditujukan untuk mendapatkan suatu usulan perbaikan terhadap pengukuran kinerja berbasis BSC agar lebih sesuai untuk diimplementasikan di perusahaan berskala kecil menengah di Indonesia. Usulan perbaikan yang diajukan merupakan kombinasi dari tiga metode yakni TOPSIS-AHP, Total Performance Scorecard, dan Pay for Performance. Berdasarkan hasil pengujian penerimaan karyawan, tingkat penerimaan karyawan lebih baik terhadap pengukuran kinerja yang baru. Dengan demikian, usulan perbaikan ini diharapkan lebih sesuai untuk kebutuhan perusahaan berskala kecil menengah di Indonesia.

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BSC based - performance measurement has not fitted the needs of small medium enterprises which are simple yet able to encourage employees to allign their behaviour with company's objective. This research is intended to get an improvement proposal upon BSC based ? performance measurement that more suitable to be implemented in Indonesian small medium enterprise. The improvement proposal is combination of three methods which are TOPSIS - AHP, Total Performance Scorecard, and Pay for Performance.

Based on employees acceptance test, it is concluded that the employees acceptance towards the new performance measurement is better. Therefore, this improvement proposal is expected to be more suitable with the needs of Indonesian small medium enterprises."

"Pada masa sekarang ini, perkembangan ilmu pengetahuan dan teknologi yang semakin pesat membuat terjadinya perubahan paradigma di organisasi dari resource-based menjadi knowledge-based. Dari perubahan tersebut munculah tren pengelolaan pengetahuan (knowledge management) yang dalam satu dasawarsa terakhir menjadi salah satu metode peningkatan produktifitas suatu organisasi. Ide utama yang melatarbelakangi munculnya knowledge management adalah persoalan competitiveness (daya saing) perusahaan. Penelitian ini bertujuan untuk mengukur kinerja knowledge management yang telah diterapkan pada suatu perusahaan telekomunikasi dengan menggunakan metode ANP (Analytic Network Process), menganalisis hubungan yang terjadi antar kriteria pengukuran kinerja, dan mengetahui nilai kinerja knowledge management pada beberapa grup/divisi dalam perusahaan. Sebelumnya dilakukan factor analysis terlebih dahulu untuk mengelompokan kriteria-kriteria kedalam beberapa cluster. Hasil pengolahan data dari 38 kriteria menghasilkan 5 cluster, yaitu cluster Employee & Product/Service Development, Organizational Success, Systematic Knowledge Activities, Optimalization Internal Process, dan External Relationship. Model ini juga menghasilkan bobot kinerja tiap cluster, tiap kriteria, dan peringkat kinerja dari grup dalam perusahaan.

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Nowadays, rapid developments in science and technology make a paradigmatic shift in the organization from resource-based to knowledge-based. These changes emerges the trends knowledge management that in the last decade become one method of increasing the productivity of an organization. The main idea behind the emergence of knowledge management is a matter of competitiveness of the company.

This study aims to measure the performance of knowledge management that has been applied to a telecommunication company using ANP (Analytic Network Process), to analyze the relation between the performance measurement criteria, and to measure the score of knowledge management performance in several groups/divisions within the company. Before that, factor analysis was conducted to classify the criteria into several clusters.

Results of processing data from 38 criteria produces five clusters, namely Employee & Product / Service Development, Organizational Success, Systematic Knowledge Activities, Optimalization Internal Process, and External Relationship Cluster. This model also produced the performance rating of each cluster, criteria, and performance rating of the group within the company."

"Manajemen pemeliharaan memegang peranan penting dalam mendukung keberlangsungan sistem produksi di suatu industri manufaktur alas kaki. PT. X, salah satu industri manufaktur alas kaki mengalami isu kualitas produk akibat manajemen pemeliharaan mesin masih kurang baik. Oleh karena itu, diperlukan adanya suatu sistem pengukuran kinerja yang baik dan terstruktur. Maintenance Scorecard (MSC) digunakan untuk mengukur kinerja sekaligus menerjemahkan tujuan perusahaan ke dalam berbagai ukuran atau indikator-indikator yang tersusun dalam enam perspektif: productivity perspective, cost effectiveness perspective, safety perspective, quality perspective, learning perspective, dan environmental perspective. Penelitian ini dilakukan untuk membuat rancangan maintenance scorecard untuk perusahaan manufaktur alas kaki yaitu PT. X Hasil perancangan ini adalah usulan KPI di tiap level perusahaan pada masing-masing perspektif MSC. Dihasilkan sebanyak 25 KPI yang relevan, meliputi 7 KPI Productivity, 4 KPI Cost Effectiveness, 4 KPI Safety, 3 KPI Environmental, 4 KPI Quality, dan 3 KPI Learning. Dari hasil pembobotan KPI yang dilakukan dengan menggunakan metode Analytical Network Process dapat diketahui indikator yang paling besar bobot atau kontribusinya terhadap pancapaian tujuan perusahaan, yaitu Maintenance Cost Ratio (35%), Energy and Water Consumption per unit production (11%), Defect Production Rate (8%) dan Number of Claimed Product (8%).

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Maintenance management plays an important role in supporting the sustainability of the production system in the footwear manufacturing industry. PT X, one of the footwear manufacturing industries, is experiencing product quality issues due to poor machine maintenance management. Therefore, a good and structured performance measurement system is needed. Maintenance Scorecard (MSC) is used to measure performance while translating company goals into various measures or indicators arranged in six perspectives: productivity perspective, cost effectiveness perspective, safety perspective, quality perspective, learning perspective, and environmental perspective. This research was conducted to create a maintenance scorecard design for a footwear manufacturing company, PT. X The result of this design is a KPI proposal at each company level in each MSC perspective. As many as 25 relevant KPIs are produced, including 7 Productivity KPIs, 4 Cost Effectiveness KPIs, 4 Safety KPIs, 3 Environmental KPIs, 4 Quality KPIs, and 3 Learning KPIs. From the results of KPI weighting carried out using the Analytical Network Process method, it can be seen that the indicators with the greatest weight or contribution to the achievement of company goals are Maintenance Cost Ratio (35%), Energy and Water Consumption per unit of production (11%), Defect Production Rate (8%) and Number of Claimed Product (8%)."

"Perusahaan Umum (Perum) Jaminan Kredit Indonesia selanjutnya disebut Perum Jamkrindo merupakan satu-satunya Badan Usaha Milik Negara yang bergerak di bidang penjaminan kredit. Perum Jamkrindo telah berdiri sejak tahun 1970, namun sampai dengan saat ini Perum Jamkrindo belum memiliki pengukuran kinerja perusahaan yang mengintegrasikan perspektif keuangan dengan perspektif non keuangan. Sebagai perusahaan yang memiliki visi menjadi perusahaan penjamin terdepan yang mendukung perkembangan perekonomian nasional, sudah seharusnya Perum Jamkrindo memiliki suatu pengukuran kinerja yang tidak hanya fokus pada perspektif keuangan yang tercermin dalam aspek penilaian KPKU BUMN sebagaimana telah diwajibkan oleh Kementerian Badan Usaha Milik Negara Republik Indonesia. Tujuan dari penelititan ini adalah untuk memberikan usulan dalam menyusun dan merancang pengukuran kinerja pada Perum Jamkrindo. Metode yang dilakukan dalam penelitian ini adalah metode kualitatif yaitu melalui wawancara semi berstruktur dengan BUMN yang telah menerapkan KPI berbasis KPKU dan juga melakukan observasi atas pengukuran kinerja yang berlaku pada Perum Jamkrindo. Dalam menyusun pengukuran kinerja dilakukan dengan teknik cascading secara bertahap dimulai dari penyusunan peta strategi perusahaan kemudian penurunan KPI Korporat sampai dengan KPI Unit Kerja.

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Perusahaan Umum (Perum) Jaminan Kredit Indonesia, hereinafter referred to as Perum Jamkrindo, is the only State-Owned Enterprise that is engaged in credit guarantee. Perum Jamkrindo has been established since 1970, but until now Perum Jamkrindo has not had a measurement performance that integrates a financial perspective with a non-financial perspective. As a company that has a vision to become the leader of guarantee company that supports the development of the national economy, it is supposed that Perum Jamkrindo has a performance measurement that does not only focus on the financial perspective as reflected in aspects of the evaluation of Kriteria Penilaian Kinerja Unggul (KPKU) as mandatory by the Ministry of State Owned Enterprises of the Republic of Indonesia.

The purpose of this research is to provide suggestions and input in compiling and designing performance measurements for Perum Jamkrindo. The method used in this study is a qualitative method that is through semi-structured interviews with BUMNs that have implemented the KPKU-based KPI and also make observations on the performance measures that apply to Perum Jamkrindo. In compiling performance measurements carried out by cascading techniques gradually starting from the preparation of the companys strategy map and then decreasing Corporates KPI to Divisions KPI."