Analisis Kinerja Perusahaan PT. X dengan Metode Performance Prism

The era of free market and the more dynamic environment condition forces many companies to establish the proper strategy. Implementation of a correct strategy can increase the effectiveness and efficiency of the use of the company resources. The system of measuring performance is one of models used to monitor the success of implementing objective strategy which has been determined by the leader of the company, including SME (small- medium enterprise). However, a lot of SME do not have clear vision and strategy. It is because the SME orientation only focuses on more dominant operational performance. Therefore, smart system can be used to arrange a parameter of performance measurement. AHP (Analytic Hierarchy Process) is used to determine the priority from each criterion from KPI (Key Performance Indicator). Knowing the proper need, the company can determine the priority to select if the company has limited fund and resources. Moreover, the assessment system used in this research uses OMAX (Objective Matrix) method for each KPI. To assess, the measurement uses the concept of traffic light system using 3 colors: green (achieving a target), yellow (close with the target), and red (far from target). Nevertheless, this KPI needs to get attention in the next period. The research observes 3 SMEs located in Krebet tourism village. They are SME Ragil Handicraft, SME Sanggar Punokawan and SME Yuan art. The result shows that there are 31 keys performance indicators (KPI) used to measure the performance of SME. The assessment result of OMAX shows that there are still a lot of KPIs with red color. Thus, they need to be repaired. Knowing the performance of SME still far from target (red), the sources of the problem can be identified, so that the reparation target done by SME is more appropriate.

The research was conducted in a garment company which is a manufacturing industry company engaged in garment or clothing. To be able to compete in similar industries, it is important to measure performance to assess the extent to which the company has made progress in the company's success in achieving the targets set. The company has so far only seen from the financial aspect, there has been no comprehensive performance measurement. Performance measurement uses the Balanced Scorecard (BSC) method which consists of 4 perspectives, namely finance, customers, internal business and learning and growth. BSC aims to help companies determine priorities and monitor the company's progress in achieving goals. From these 4 perspectives, each weight is 0.307; 0,260; 0,247; 0,186. In the Objective Matrix (OMAX) method which aims to measure company productivity and Traffic Light System which aims to make it easier to interpret the achievement of company performance obtained from 12 key performance indicators (KPIs) there are 3 KPIs that have reached the target, 5 KPIs that have almost reached the target including increasing profits, increasing customer loyalty, improving good relationships with customers, reduction of product defec, as well as routine employee training and 4 KPIs that are still below the target include adding new customers, reducing work accidents, increasing employee satisfaction and increasing employee discipline. After that, using the Hoshin Kanri Planning X-Matrix method to design strategies so that the company can achieve long-term goals and continue to strive for improvement and growth.

Selection of the most appropriate communications technology for a smart grid (SG) application is far from trivial. We propose such a feasibility assessment starting from identification of key performance indicators (KPIs) required for peer-to-peer (P2P) energy trading and grid control operations from a communications perspective. A set of cross-disciplinary KPIs, both quantitative and qualitative, are considered from communications, power, business, actor involvement, financial, and demand side management categories. They serve as a general baseline for use cases, as there have been few previous works attempting to capture the essential features of P2P SG operations. The KPIs are briefly identified along with their relations to P2P energy trading and grid control. A straightforward comparison of the quantitative and qualitative KPIs' impact on technology selection is not feasible. This paper addresses the comparison with: 1) a prioritization of the KPIs using the analytic hierarchy process; 2) a comparison of technology solutions evaluated in our previous works against the KPIs' requirements; and 3) a total feasibility evaluation of the solutions against selected KPIs. The prioritization shows latency, reliability, security, scalability, robustness, costs of information and communication technologies (ICT) devices, and costs of ICT deployment are the most important KPIs in enabling P2P energy trading and grid control. Further, the technology feasibility assessment enables identification of the most suitable candidates for an SG application.

Freight Forwarding merupakan kegiatan pelayanan jasa pengiriman yang memiliki tujuan untuk memenuhi kebutuhan distribusi barang. PT Silkargo menghadapi permasalahan terkait pengembalian dokumen yang tidak tepat waktu sehingga berpotensi menyebabkan keterlambatan distribusi barang dan operasional yang tidak efisien. Penggunaan Key Performance Indicators (KPI) sebagai alat pengukuran kinerja dalam penanganan pengembalian dokumen untuk memastikan efisiensi kinerjanya. Penelitian ini mengkaji penerapan KPI dalam pengembalian dokumen FF untuk memahami dan memberikan informasi mengenai penanganan dokumen forwarding baik dari flowchart pengembalian, perhitungan KPI serta kendala-kendala yang dialami oleh PT. Silkargo Indonesia. Pengumpulan data dilakukan dengan metode observasi, wawancara dan studi pustaka, sedangkan metode analisis data menggunakan deskriptif kualitatif. Hasil akhir dari penelitian ini adalah penanganan pengembalian dimulai dari persiapan pengiriman sampai dengan pengembalian dokumen yang sudah ditandatangani oleh customer ke PT Silkargo Indonesia dihitung dengan menggunakan KPI. Hasil dari KPI digunakan sebagai alat untuk mengukur efisiensi terkait pengembalian dokumen yang tepat waktu, membantu mengidentifikasi masalah yang menjadi penyebab keterlambatan pengembalian dokumen, membantu memastikan dokumen sudah sesuai dengan standar dan ketentuan yang berlaku, mengevaluasi sumberdaya manusia yang dimiliki sudah melakukan tugasnya dengan baik, serta dapat melakukan evaluasi untuk perbaikan pelayanan dalam meningkatkan kepuasan pelanggan. PT Silkargo Indonesia menjalin komunikasi yang baik dengan customer serta memberikan solialisasi atau pelatihan kepada pihak yang terlibat dalam pengembalian original forwarding document. Berdasarkan hasil pengukuran KPI dalam penanganan pengembalian original forwarding document selama bulan Januari sampai dengan April dinyatakan sangat baik.

Measuring performance is crucial, yet occasionally taken for granted by small and medium enterprise (SME). Building a good performance management system is therefore essential for SMEs. The research is a case study in a medium size enterprise in greater Jakarta area. The research assisted the studied company to develop performance indicators using performance prism approach. Afterwards, key performance indicators (KPIs) were finalised using analytical hierarchy process (AHP) and Pareto principle. Final KPIs were then measured and visualised using the traffic light system (TLS) and objective matrix (OMAX) calculation. The results show that the combination of approaches can give a systematic and simpler mechanism for the studied company and can become the bases for monitoring and action plan identification.

Pengukuran kinerja Supply Chain PT. XYZ hanya melihat dari produktivitas perusahaan. Produktivitas hanya mampu mengukur kinerja proses internal, pada proses internal dalam satu hubungan rantai pasok. Perusahaan perlu merancang model pengukuran kinerja supply chain secara keseluruhan dan terintegrasi dalam suatu hubungan kausal, mulai dari pemasok, proses internal kepada pelanggan, untuk mengetahui efektivitas perusahaan rantai pasokan. balanced scorecard memenuhi perspektif yang diperlukan. Model balanced scorecard digunakan sebagai kerangka kerja untuk merancang Key Performance Indicator (KPI) dari kinerja supply chain PT. XYZ. KPI adalah desain berdasarkan 4 perspektif, yaitu: proses internal, pelanggan, pembelajaran dan pertumbuhan dan perspektif keuangan. Pembobotan untuk menentukan prioritas antara perspektif dan KPI dilakukan dengan menggunakan Analytical Hierarchy Process (AHP). Hasil dari analisis dihasilkan 20 KPI. perspektif proses internal yang berisi 9 KPI dengan berat total 21,0%, perspektif pelanggan berisi 6 KPI dengan berat total 42,6%, Belajar dan perspektif pertumbuhan berisi 4 KPI dengan berat total 17,5%, perspektif Pemegang Saham mengandung 1 KPI dengan total berat 19,0. Kata kunci: Key Performance Indicator, Supply Chain, Balanced Scorecard, Analytical Hierarchy proceses

Penelitian ini bermaksud mengkaji kinerja Amil BAZNAS dalam pengelolaan Zakat Infaq Shadaqah dan untuk memberikan rekomendasi model pengukuran kinerja yang dapat dijadikan sebagai referensi oleh BAZNAS di Kabupaten Garut untuk mengambil kebijakan dalam meningkatkan kinerja Amil. Tujuan penelitian ini yaitu mengidentifikasi dan memvalidasi data yang ada dari struktur organisasi, analisis key performance indicator (KPI), pembobotan KPI, dan proses analisis pengukuran kinerja menggunakan metode integrated performance measurement system (IPMS), selain itu menganalisis data yang dikumpulkan melalui wawancara dengan personil kunci. Penelitian dan analisis pengukuran kinerja dengan metode IPMS mengungkapkan bahwa setelah perbaikan, sistem pengukuran kinerja didasarkan pada keinginan para pemangku kepentingan, mengarah ke seperangkat indikator yang lebih luas dan lebih kompleks yang digunakan dalam pengukuran kinerja, KPI disusun menjadi 20 KPI. Hasil penelitian ini, sistem pengukuran kinerja setelah perbaikan dapat menyelesaikan aspek kebutuhan akan Mustahik dan dan karyawan sebagai hal yang mempengaruhi kinerja Baznas Garut, yang dimana aspek ini sebelumnya belum dapat digambarkan sebagai pertimbangan dalam sistem pengukuran kinerja yang digunakan. Perubahan sistem pengukuran kinerja yang dilakukan tentunya dapat meningkatkan keakuratan Baznas Garut dalam menilai kinerja saat ini, sehingga dapat lebih memperbaiki kinerja Baznas Garut.

Performance measurement is done to measure the achievement of the company. Performance is made to know the company is reaching its target. In this research, the company's performance in the field of electrical contractor is measured. Key Performance Indicator (KPI) used from the perspective of the organization, process, and staff. Weighting KPI using Analytical Hierarchy Process. Objective Matrix and Traffic Light System are used for the scoring system. The results showed that from 23 KPI got 9 KPI is in the red zone, 10 in the yellow zone and the rest in the green zone. From these results then the company needs improvement to improve performance.

A techno-economic analysis of post-combustion CO2 capture and compression applied to a combined cycle gas turbine: Part I. A parametric study of the key technical performance indicators

Some Electronic Procurement Agency (LPSE) at the level of Regional Device Work Unit (SKPD) in Indonesia is still in the development stage of its life cycle, so it needs performance improvement. Key Performance Indicator (KPI) is required to measure the performance. To undertake the development of the LPSE, a sociotechnical role is required. Sociotechnical is a concept of macro ergonomics that has a principle of balancing between social and technical in running a system. So this research aims to design KPI with macro Ergonomic approach. This research was conducted at LPSE District of Kampar, Riau, Indonesia. The stages of this research are the selection of Macro Ergonomic Sub-Attributes, Expert Selection with expertise based ranks of expert, weighting using Fuzzy (Analytical Hierarchy Process) AHP, determining the priority of sub macro ergonomic attribute using Pareto and design of KPI. The result of this research are 33 Sub-Attributes of Macro Ergonomic and prioritizing resulted 18 sub-attributes of Macro Ergonomic and result 21 KPI.

PT Y is one of XYZ Group's subsidiaries engaged in the distribution of drugs and medical devices for pharmaceutical or direct consumer. Of all the existing divisions in PT Y, this study focuses on the problem in the warehouse. There are 2 issues raised, the first is the amount of old goods that settles in the warehouse because it does not sell well causing reduced storage efficiency. The second problem is the occurrence of an injustice indication of the amount of work between pickers, where there are only a few pickers who do more work than others, so there is a risk of increasing the average picking time that leads to warehouse performance decreases. Of the two problems, the root cause of the problem is the lack of warehouse performance monitoring because there is not enough information to conduct such monitoring activities. Therefore, this research uses the Key Performance Indicator (KPI) as a reference in analyzing what information is displayed so that it can overcome both problems. There are 4 KPIs used, Warehouse Utilization (Count), Inventory Turnover (%), Average Picking Time (Minute), and Items Picked / Picker (Qty), supported by data visualization through dashboard system design. That way, the warehouse division can get the information needed quickly, accurately and concisely so it is expected to facilitate the Logistics Manager in conducting monitoring activities on the warehouse performance of PT Y.PT Y merupakan salah satu anak perusahaan XYZ Group yang bergerak di bidang distributor obat-obatan dan alat kesehatan untuk farmasi ataupun consumer langsung. Dari seluruh divisi yang ada pada PT Y, penelitian ini berfokus pada masalah di bagian pergudangan. Terdapat 2 masalah yang diangkat, yang pertama adalah banyaknya barang yang lama mengendap di gudang karena tidak laku terjual sehingga menyebabkan mengurangi efisiensi gudang. Masalah yang kedua adalah terjadinya indikasi ketidakadilan jumlah kerja antar picker, dimana hanya terdapat beberapa picker saja yang lebih banyak mengerjakan tugasnya dibanding yang lain sehingga muncul sebuah resiko meningkatnya rata-rata waktu pengambilan barang sehingga kinerja gudang pun menurun. Dari kedua masalah tersebut, akar penyebab masalahnya adalah kurang terpantaunya kinerja gudang saat ini dikarenakan belum adanya informasi yang cukup untuk melakukan kegiatan monitoring. Oleh karena itu, penelitian ini menggunakan Key Performance Indicator (KPI) sebagai acuan dalam melakukan analisis informasi apa saja yang ditampilkan sehingga dapat tepat guna mengatasi kedua masalah yang ada. Terdapat 4 KPI yang digunakan, yaitu Warehouse Utilization (Count), Inventory Turnover (%), Average Picking Time (Minute), dan Items Picked / Picker (Qty), yang didukung dengan visualisasi data melalui perancangan dashboard system. Dengan begitu, maka bagian pergudangan PT Y mendapatkan informasi-informasi yang dibutuhkan secara cepat, akurat dan ringkas sehingga diharapkan dapat memudahkan Manajer Logistik dalam melakukan kegiatan monitoring terhadap kinerja bagian pergudangan PT Y.

IntroductionCentralized intake is integral to healthcare systems to support timely access to appropriate health services. The aim of this study was to develop key performance indicators (KPIs) to evaluate centralized intake systems for patients with osteoarthritis (OA) and rheumatoid arthritis (RA).MethodsPhase 1 involved stakeholder meetings including healthcare providers, managers, researchers and patients to obtain input on candidate KPIs, aligned along six quality dimensions: appropriateness, accessibility, acceptability, efficiency, effectiveness, and safety. Phase 2 involved literature reviews to ensure KPIs were based on best practices and harmonized with existing measures. Phase 3 involved a three-round, online modified Delphi panel to finalize the KPIs. The panel consisted of two rounds of rating and a round of online and in-person discussions. KPIs rated as valid and important (≥7 on a 9-point Likert scale) were included in the final set.ResultsTwenty-five KPIs identified and substantiated during Phases 1 and 2 were submitted to 27 panellists including healthcare providers, managers, researchers, and patients in Phase 3. After the in-person meeting, three KPIs were removed and six were suggested. The final set includes 9 OA KPIs, 10 RA KPIs and 9 relating to centralized intake processes for both conditions. All 28 KPIs were rated as valid and important.ConclusionsArthritis stakeholders have proposed 28 KPIs that should be used in quality improvement efforts when evaluating centralized intake for OA and RA. The KPIs measure five of the six dimensions of quality and are relevant to patients, practitioners and health systems.Electronic supplementary materialThe online version of this article (doi:10.1186/s13075-015-0843-7) contains supplementary material, which is available to authorized users.

The contribution of clinical pharmacy services (CPS) to patient outcomes and system performance is still not consistently measured. Most key performance indicators (KPIs) have been suggested only by pharmacists, without formal piloting or validation, and without benchmarking reference values. KPIs are indicators used to quantify pharmacists' clinical activities and their association with improvements in patient safety, therapeutic outcomes, and healthcare costs. There is a need for a globally informed, multi-stakeholder consensus on a core set of KPIs for hospital clinical pharmacy services that are explicitly outcome-based and suitable for international use. This study aimed to reach a consensus on a core set of KPIs for clinical pharmacy activities in hospital settings, achieved through a multi-stakeholder consensus process. The 3-round Delphi technique was used to reach a consensus. Panellists were systematically selected from three groups of stakeholders: 'Clinical Pharmacy KPI Experts', 'Healthcare Systems Assessment Experts', and 'Patient Association Representatives'. The initial set of KPIs was based on themes identified in a previous review study. During the three rounds, the consensus thresholds increased from 60 to 70% and then to 80%. Panellists could suggest new KPIs and propose modifications to those already suggested. Of the 480 potential experts initially identified, 342 valid email addresses were found, of which 49 (from 25 countries) committed to the Delphi study, including 22 clinical pharmacy experts, 21 patient representatives, and six healthcare systems assessment experts. A total of 43 panellists from 23 different countries completed the third round. Starting with 12 KPIs (plus one added in the first round), the panellists agreed on five KPIs, which were distributed as follows: Three clinical KPIs (adverse drug event rate, medication-related near miss event rate and medication goal achievement rate); one economic KPI (average optimised treatment cost difference); and one humanistic outcome KPI (patient satisfaction survey results). A manual containing the KPI information sheets was created. A global panel of stakeholders, including pharmacists, other healthcare professionals, and patient representatives, agreed on a core set of KPIs for hospital-provided CPS. This set comprises five measures covering three types of outcomes: economic, clinical, and humanistic.

Background: Myalgic encephalomyelitis/chronic fatigue syndrome (ME/CFS) is a debilitating and poorly understood condition, often underrepresented in healthcare planning and resource allocation. Integrated care models for ME/CFS patients are hindered by the lack of reliable and actionable key performance indicators (KPIs) that measure both clinical outcomes and the effectiveness of comprehensive, multi-disciplinary care strategies. The project lzp-2024/1-0343 “Digital monitoring for integrated progression assessment of myalgic encephalomyelitis/chronic fatigue syndrome” seeks to establish robust KPIs tailored for ME/CFS, enhancing patient management and advancing holistic, patient-centred care. Approach: Our multi-phase approach incorporates extensive stakeholder engagement to develop effective KPIs for integrated care of ME/CFS patients. We collaborated with healthcare providers, patient advocacy groups, data scientists, and policymakers to identify and define key performance metrics. Personal and Public Involvement (PPI) was integral to our methodology, with ME/CFS patients contributing insights on meaningful outcomes and care priorities. The KPIs were designed to reflect clinical improvement, patient quality of life, healthcare access, and system-level efficiency. Additionally, data-driven tools, including digital phenotyping and patient-reported outcome measures (PROMs), were leveraged to ensure that the KPIs are patient-centric and evidence-based. Results: Our comprehensive set of KPIs includes measures of symptom severity, functional capacity, patient satisfaction, and healthcare utilization. Pilot testing demonstrated that these indicators effectively capture the complexity of ME/CFS, facilitating early identification of disease progression and treatment responsiveness. Initial findings also reveal that using these KPIs can streamline care pathways, optimize resource allocation, and improve interdisciplinary communication. The alignment of digital monitoring metrics with traditional clinical indicators further supports the validity and reliability of our proposed framework. Implications: Establishing well-defined KPIs for ME/CFS integrated care provides a blueprint for improving patient outcomes and enhancing service delivery. Our results emphasize the need for adaptive, data-driven metrics that inform clinical decision-making and policy development. Future work will focus on validating these KPIs across diverse healthcare settings and incorporating them into clinical guidelines. We encourage healthcare leaders and policymakers to consider the scalability of our approach, contributing to a more coordinated and efficient care model for chronic and complex conditions like ME/CFS.

Aims: It was planned that the organizational decision makers would have an increased ability to make an informed decision by having an additional source of information by the introduction of the KPI’s. A secondary aim was that by implementing a new idea and amending the knowledge to the organizational context that organizational learning will occur for participates involved in the implementation process. Rationale: This paper details the implementation of a set of Key performance indicators (KPI) at two mental health day hospitals. A set of KPI’s is a tool used to provide core measurements of service functioning and well-being. These measures provide indications that a service may not be operating within the norms or the strategic aims of an organization and that further analysis is required. KPI’s are complimentary to other organizational mechanisms of service monitoring such as clinical audit, service user feedback, staff wellbeing questionnaires and incident reporting systems. Change process: Using the HSE change model a group of staff amended the KPI to mental health context. Evaluation: To evaluate the KPI usefulness to mental health context, the degree of belief in the KPIs was assessed using an adapted questionnaire. To capture organizational learning relating to the implementation process, a focus group was used. Result: The questionnaire demonstrated a high degree of belief in the use of KPIs by key stakeholders within the organizations. The focus group identified three themes that validated learning from the implementation process. Conclusion: The implementation of the KPIs at two mental health day hospitals was confirmed as useful to a group of key stakeholder within the management structure. The high degree of belief in the KPIs and its application to the mental health day hospital context was proven. Also, organizational learning was found to occur in the form of single loop learning. Single loop learning is the learning of new knowledge or amending of new knowledge to the context that had no impact on the organizational systems in place. The understanding gained from the single loop learning will help the implementation group to use the organizational systems such as the HSE change model more efficiently in the future without changing the organizational system itself. An anecdotal finding suggests that double loop learning may have occurred. Double-loop learning occurs when new knowledge or knowledge amended to context occurs that has changed the organizational systems in place. In the evaluation of key stakeholder’s belief in KPIs, it was found that the stakeholder will use the KPIs in decision making. Using the information provided by the KPIs in organizational decision making along with changes to data collection and aggregation of reporting practices one could say that the amended notion of KPI has had an organizational impact and therefore could be classed as double looping learning though more longitudinal evaluation would be required to add strength to these findings.