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Setijono, Djoko, and Jens J. Dahlgaard. "Customer value as a key performance indicator (KPI) and a key improvement indicator (KII)." Measuring Business Excellence 11, no. 2 (June 5, 2007): 44–61. http://dx.doi.org/10.1108/13683040710752733.
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Meiliana, Meiliana, Bryan Bryan, Felix Joshua, and Raymond Raymond. "Pengembangan Sistem Manajemen dan Analisis Key Performance Indicator “Smart Kpi” Berbasis Web." ComTech: Computer, Mathematics and Engineering Applications 5, no. 2 (December 1, 2014): 1119. http://dx.doi.org/10.21512/comtech.v5i2.2429.
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The goals of organization or company are achieved by the given objectives of all the employees. In order to measure the achievement of the employees, the organization or company can use Key Performance Indicator (KPI). However, most of the application of KPI is done manually, for example in inputting scores, result submission, score checking, and report creation. Seeing this condition, an application called “Smart KPI” is developed to provide an effective and efficient KPI System, to provide the valid KPI data to assist the monitoring of employees performance, and to create the organizational structure by relating the supervisor with the subordinate. This application is developed using Scrum research method that consists of backlog and sprint. The backlog consists of literature studies, comparing previous research or product, distributing questionnaires, and interviewing IT experts. Sprint consists of sprint and release planning and actual sprint work. The result is a PHP based web application for KPI processing for an organization or company that depends on the structure of users and indicators that have been set in the back-end and apply the settings and process the KPI in the front-end. The conclusion that obtained is this application will help the KPI processing which match the user requirement and has a good user interface and performance.
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Wulandari, Berlina, Novita Br Ginting, Gibhta Fitri Laxmi, and Yuggo Affrianto. "Pemodelan Fuzzy Mamdani untuk Mengukur Kinerja Dosen Menggunakan Key Performance Indicator." INOVA-TIF 2, no. 1 (January 2, 2020): 42. http://dx.doi.org/10.32832/inova-tif.v1i2.2755.
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<em>The measurement of lecturer performance is done in terms of objectivity and the absence of measurable variables used, so that the assessment variables used in the measurement process are based on one's perception. Inaccuracy in measuring lecture performance can be applied with the fuzzy mamdani method so that measurements become more precise. Weighting is done for each parameter that refers to the Key Performance Indicator. To support the performance of the lecturer, the data was obtained from lecturer data in the Faculty of Engineering which was processed to get the output. The formation of fuzzy mamdani rules has 79 rulebases from experts, from the results of research that has been done, the input variables for fuzzy calculations in this system are the Education, Research, Community Service, Self-development and output variables namely the lecturer performance value. The fuzzy set used in each fuzzy variable is not good, moderate, and good. The Mamdani fuzzy method is a mathematical framework used to present uncertainty, obscurity, inaccuracy. In fuzzy mamdani done in stages (a) the formation of the fuzzy set, (b) the application of the implication function, (c) forming the rules, (d) affirmation (defuzzification). From the results of the study, obtained a comparison of measurements with KPI without fuzzy and KPI with fuzzy which produces fluctuating values, where KPI using fuzzy has better results than KPI without fuzzy. In the fuzzy mamdani method produces values that move smoothly, this difference is shown from the significance value (2-tailed) produced is smaller than α = 0.05 which is 6.09 x 10<sup>-5</sup>, so that the KPI uses fuzzy significantly different from KPI without fuzzy. </em>
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Alimul Karim, Abdul, Sri Gunani Partiwi, and Adithya Sudiarno. "Designing Key Performance Indicators (KPI) with macro ergonomics approach." MATEC Web of Conferences 204 (2018): 01014. http://dx.doi.org/10.1051/matecconf/201820401014.
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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.
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Kusrini, Elisa, Fadrizal Novendri, and Vembri Noor Helia. "Determining key performance indicators for warehouse performance measurement – a case study in construction materials warehouse." MATEC Web of Conferences 154 (2018): 01058. http://dx.doi.org/10.1051/matecconf/201815401058.
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Warehouse performance measurement is needed to improve performance of logistics system. In order to improve warehouse performance, it is necessary to identify Key Performance Indicator (KPI). Different warehouses have different KPI, therefore this research aims to identify the most important KPI of warehouse so that warehouse manager can determine corrective actions in their warehouse efficiently and effectively. In this research, 25 KPI of warehouse are identified in five warehouse activities based on Frazelle model. The most important KPI are then determined in each warehouse activity using Analytical Hierarchy Process (AHP). Warehouse performance are measured and final score is determined using SNORM. Improvement steps are proposed base on benchmarking among warehouses. Warehouse performance measurement is conducted in 5 construction’s material warehouses located in Yogyakarta, Indonesia. From this study, it is found that most important KPI for receiving is productivity (receive per man-hour), KPI for put away is cycle time (put away cycle time), KPI for storage is utilization (% location and cube occupied), KPI for order picking is cycle time (order picking cycle time) and KPI for shipping is productivity (order prepared for shipment per man-hour). Improving warehouse performance could be done by comparing warehouse performance with the best performance among peer group.
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Swiatek, Cecile. "European academic libraries Key Performance Indicators (KPI)." Performance Measurement and Metrics 20, no. 3 (November 11, 2019): 143–58. http://dx.doi.org/10.1108/pmm-08-2019-0041.
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Purpose The French academic libraries directors association (ADBU) launched and updated a European comparative study on Key Performance Indicators (KPI) in Academic Libraries over the 2013–2017 period. The purpose of this paper is to briefly present the ADBU initiative; its main focus is how to use these figures to ground decision making process, notably so as to better assess the contribution of libraries in student success or research performance. Design/methodology/approach As universities and academic libraries are facing research evolutions and teaching/learning new models, a strong increase in students’ number is observed everywhere in Europe. This trend will most probably continue in the coming years and the pressure on academic libraries will grow. That is why the French ADBU took the initiative to launch a European comparative study on key and performance indicators in Academic Libraries over the 2013–2016 period. Data were updated in 2019, covering 2017 figures and including additional countries. Findings Thanks to the European partners and the help of a consultant firm, the first observations were updated with the 2017 figures and the country scope grew broader. Libraries buildings and equipment, space and seats per student, opening days and hours, frequentation rate, library services, users training, staff per student/documentary budgets/total expenditure, staff training, documentation loans/consultation/downloads: these KPI are gathered and can be compared in both relative and absolute value. Originality/value The ADBU initiative is unique, results are widely shared.
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Bai, Chunguang, and Joseph Sarkis. "Determining and applying sustainable supplier key performance indicators." Supply Chain Management: An International Journal 19, no. 3 (May 6, 2014): 275–91. http://dx.doi.org/10.1108/scm-12-2013-0441.
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Purpose – The purpose of this paper is to introduce a methodology to identify sustainable supply chain key performance indicators (KPI) that can then be used for sustainability performance evaluation for suppliers. Design/methodology/approach – Initially the complexity of sustainable supply chain performance measurement is discussed. Then, a two-stage method utilizing neighborhood rough set theory to identify KPI and data envelopment analysis (DEA) to benchmark and evaluate relative performance using the KPI is completed. Additional analysis is performed to determine the sensitivity of the KPI set formation and performance results. Findings – The results show that KPI can be determined using neighborhood rough set, and DEA performance results provide insight into relative performance of suppliers. The supply chain sustainability performance results from both the neighborhood rough set and DEA can be quite sensitive parameters selected and sustainability KPI sets that were determined. Research limitations/implications – The data utilized in this study are illustrative and simulated. Only one model for the neighborhood rough set and DEA was utilized. Additional investigations using a variation of rough set and DEA models can be completed. Practical implications – This tool set is valuable for managers to help identify sustainable supply chain KPI (from among hundreds of potential measures) and evaluate sustainability performance of various units within supply chains, including supply chain partners, departments, projects and programs. Social implications – Sustainability incorporates many business, economic and social implications. The methods introduced in this paper can help organizations and their supply chains become more strategically and operationally sustainable. Originality/value – Few tools and techniques exist in the sustainable supply chain literature to help develop KPIs and evaluate sustainability performance of suppliers and the supply chain. This paper is one of the first that integrates neighborhood rough set and DEA to address this important sustainable supply chain performance measurement issue.
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Syah, Ilham, Fatma Agus Setyaningsih, and Syahru Rahmayuda. "Sistem Informasi Evaluasi Kualitas Kinerja Dosen dalam menentukan Key Performance Indicator." Jurnal Edukasi dan Penelitian Informatika (JEPIN) 5, no. 2 (August 2, 2019): 132. http://dx.doi.org/10.26418/jp.v5i2.29649.
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Kontrol dan evaluasi merupakan fungsi yang penting dalam manajemen untuk memastikan rencana kerja organisasi bisa berjalan dengan baik sehingga akhir organisasi bisa tercapai. Untuk bisa melakukan fungsi kontrol dan evaluasi dengan baik dibutuhkan sistem informasi manajemen kinerja yang baik. Sistem manajemen kinerja yang baik harus bisa menggambarkan proses bisnis yang terjadi dalam organisasi secara keseluruhan. Sistem informasi evaluasi kinerja dosen dibangun dengan memuat ukuran-ukuran Key Performance Indicator (KPI) dari sebuah model kinerja dosen yang dikembangkan dalam bentuk kuesioner secara online dan tersistem. Dashboard model dapat mengintegrasikan data dari berbagai sumber disetiap unit, dimana mereka dapat mengelola data dan menyajikan dalam bentuk laporan informasi yang berkualitas. Hasil penelitian menunjukkan evaluasi kinerja dosen berdasarkan nilai KPI sebesar 0.616 dengan kategori penilaian baik berkisar antara 0.6 sampai 0.8, dapat dijadikan referensi sebuah model evaluasi kinerja dosen yang digambarkan dalam bentuk model dashboard untuk memberikan evaluasi terhadap mutu proses pembelajaran yang dilakukan oleh dosen dalam rangka meningkatkan kualitas proses pembelajaran.
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Amzat, Ismail Hussein. "Key performance indicators for excellent teachers in Malaysia." International Journal of Productivity and Performance Management 66, no. 3 (March 6, 2017): 298–319. http://dx.doi.org/10.1108/ijppm-06-2015-0094.
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Purpose The purpose of this paper is to create a key performance indicator (KPI) that can be used as the benchmark tool for teaching performance and practices of both excellent teachers (ETs) and non-ETs and to investigate the possible interrelationships between the five thinking domains (teachers’ teaching philosophy, teaching objective, pedagogical content knowledge, teachers’ expectations and management style). Design/methodology/approach This study uses a quantitative approach with a sample of 306 ETs from eight states including the Federal Territory. Exploratory factor analysis was used to validate the instrument and confirmatory factor analysis for model fit. Findings The findings showed that an excellent classroom management style was the most significant domain for KPI with the highest factor loading, followed by ETs’ teaching philosophy and objectives. It revealed that there was no significant relationship between ETs’ expectations and their classroom management style and that the relationships between the other domains were weak. Originality/value With this research creating a KPI model for excellent teaching practices, it is suggested that an in-depth review should be conducted concerning the standardization of the classroom management and the national teaching objectives in Malaysia. Perhaps representatives from the Ministry of Education and the school principals could go into the field to determine whether the excellent and non-ETs are fulfilling the national education objectives and meeting the expectations. This could lead to setting KPIs for achieving teaching objectives among the ETs.
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Kinanti, Winda Ayu, and Nunung Nurhasanah. "Usulan Perancangan Key Performance Indicator (KPI) dengan Konsep Green HRM menggunakan Perspektif Performance Prism dan Metode AHP pada Waris Cafe." JURNAL Al-AZHAR INDONESIA SERI SAINS DAN TEKNOLOGI 5, no. 2 (September 30, 2019): 70. http://dx.doi.org/10.36722/sst.v5i2.353.
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<p class="Default"><em>Abstrak</em> – <strong>Dalam keberlangsungan suatu kinerja perusahaan, pentingnya </strong><strong>memiliki satuan baku dalam pengukuran kinerja perusahaan. Jika perusahaan tidak memiliki pengukuran kinerja, hal tersebut ternyata berdampak buruk bagi perusahaan karena tidak adanya bahan evaluasi untuk memperbaiki kinerja perusahaan terutama di bagian sumber daya manusia. </strong><strong>Pada penelitian ini, dilakukan usulan perancangan KPI pada restoran Waris <em>Café </em>dengan menerapkan konsep <em>Gree</em>n HRM. Bertujuan untuk merancang kinerja perusahaan dan turut serta menjaga keseimbangan lingkungan dengan melibatkan seluruh <em>stakeholder</em> restoran. Berdasarkan hasil wawancara dan diskusi dengan pakar, didapatkan </strong><strong>75 KPI secara keseluruhan yang terdiri dari tiap 5 <em>stakeholder</em>, dimana dalam tiap <em>stakeholder</em> memiliki 5 perspektif <em>performance prism</em>, dan dalam tiap 1 perspektif memiliki masing-masing 3 KPI</strong><strong>. Dengan menggunakan metode <em>Analytical Hierarchy Process</em> yang dibantu dengan <em>software Super Decisions</em>, </strong><strong>didapatkan hasil bobot kepentingan <em>stakeholder</em> terpilih yaitu investor dengan bobot 30,38%. </strong><strong>Bobot KPI pada tiap hirarki yaitu, <em>stakeholder </em>investor sebesar 0,1056 terdapat pada KPI peningkatan persentase pendapatan, pemasok sebesar 0,0993 terdapat pada KPI mekanisme <em>quality control</em> yang dilakukan diperketat, pelanggan sebesar 0,1047 terdapat pada KPI penentuan kualitas makanan yang disajikan, karyawan sebesar 0,1349 terdapat pada KPI efektivitas pemberian <em>rewards</em> dan <em>compensation</em> 10% dari pendapatan, regulator sebesar 0,1154 terdapat pada KPI mematuhi aturan yang ditetapkan pemerintah dalam proses bisnis yang dijalankan. </strong><strong></strong></p><p><em>Abstract </em><strong>- </strong><strong>In the sustainability of a company's performance, the importance of having a standard unit in measuring company performance. If the company does not have performance measurements, it turns out to have a bad impact for the company because there is no evaluation material to improve company performance, especially in the human resources section. In this study, the proposed design of KPI in Waris Café restaurant by applying the Green HRM concept. Aiming to not only design company performance, but also to maintain environmental balance by involving all restaurant stakeholders. Based on the results of interviews and discussions with experts, obtained 75 KPIs as a whole consisting of every 5 stakeholders, where each stakeholder has 5 performance prism perspectives, and in each 1 perspective each has 3 KPIs. By using the Analytical Hierarchy Process method which is assisted by the Super Decisions software, the result of the weighting of the interests of the selected stakeholders is investors with a weight of 30.38%. KPI weights in each hierarchy namely, stakeholder investors amounted to 0.1056 contained in KPIs increased percentage of income, suppliers amounted to 0.0993 contained in KPI quality control mechanisms were carried out tightened, customers amounted to 0.1047 contained in KPI determining the quality of food served, employees amounted to 0.1349 contained in KPI effectiveness granting rewards and compensation of 10% of revenue, the regulator of 0.1154 found in KPI complies with the rules set by the government in the business processes carried out.</strong></p><p><strong><em>Keywords</em></strong><strong> - </strong><em>Performance indicator</em>, <em>Performance prism</em><em>, </em><em>Green human resources management, Analytical Hierarchy Process</em></p>
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Cakasana, Rianda, and Sunardi Sunardi. "PENGGUKURAN KINERJA RANTAI PASOK BERBASIS LEAN DAN GREEN DENGAN PERSPEKTIF BALANCE SCORECARD DI PT. XYZ." JUMINTEN 1, no. 1 (January 30, 2020): 87–95. http://dx.doi.org/10.33005/juminten.v1i1.17.
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PT. XYZ merupakan salah satu produsen rokok terkemuka di Indonesia. PT. XYZ memproduksi sejumlah merek rokok kretek yang dikenali luas, seperti sampoerna kretek (sebelumnya disebut Sampoerna A Hijau), A Mild, serta “Raja kretek” yang legendaris Dji Sam Soe. Belum ada tindakan yang mengevaluasi kinerja rantai pasok selama ini maka akan dilaksanakan pengukuran kinerja rantai pasok untuk mengetahui bagaimana kinerja rantai pasok di PT. XYZ .Guna menciptakan rantai pasok yang lebih efektif dan lebih efisien dari segi biaya dan dampak lingkungan. Perancangan model pengukuran kinerja rantai pasok berbasis Lean dan Green dengan menggunakan pendekatan perspektif Balance Scorecard. Penggunakan konsep Lean dan Green pada sistem rantai pasok dapat menjadi suatu keunggulan kompetitif bagi PT. XYZ guna menciptakan sebuah strategi rantai pasok yang lebih efektif dan efisien dari segi biaya dan dampak lingkungan. Berdasarkan hasil penelitian yang telah dilakukan di PT. XYZ Penelitian ini telah menghasilkan sekumpulan Key Performance Indicator (KPI) yang diperoleh dari integrasi konsep Lean and Green pada aktivitas kinerja rantai pasok dengan perspektif Balance Scorecard. Penentuan prioritas KPI secara keseluruhan dilakukan dengan mengurutkan KPI mulai dari yang memiliki bobot yang paling tinggi hingga KPI yang memiliki bobot paling terrendah. KPI yang memiliki prioritas tertinggi itu artinya KPI ini merupakan KPI yang memiliki pengaruh paling besar terhadap kinerja rantai pasok perusahaan. Pada penelitian ini, perspektif Customer merupakan prioritas yang paling membuktikan dari 3 KPI tertinggi bobotnya pada model penilaian kinerja rantai pasok yang dirancang. Yaitu, Key Performance Indicator (KPI) Market Share dengan bobot (0,161), Key Performance indicator (KPI) Tingakat Kepuasan Pelanggan dengan bobot (0,112), Dan yang terakhir Key Performance Indicator (KPI) Jumlah Pelanggan dengan bobot (0,081).
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Putri, Nilda Tri, Insannul Kamil, and Demi Ramadian. "Perancangan Standar Penilaian Kinerja Pemeliharaan Lampu Jalan Berdasarkan Key Performance Indicators (KPI’s): Studi Kasus di Kota Padang." Jurnal Optimasi Sistem Industri 11, no. 2 (April 27, 2016): 225. http://dx.doi.org/10.25077/josi.v11.n2.p225-234.2012.
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Sistem transportasi yang baik dan memadai merupakan hal penting yang harus diperhatikan untuk memenuhi kebutuhan pelayanan terhadap keperluan masyarakat dalam menjalankan aktivitasnya setiap hari. Aktivitas transportasi tidak hanya berlangsung pada siang hari, namun juga dilakukan pada malam hari sehingga keberadaan lampu penerangan jalan sangat penting untuk menerangi jalan dan melancarkan kegiatan transportasi tersebut. Saat ini kondisi lampu jalan di Kota Padang banyak yang mengalami kerusakan. Penyebab utama kerusakan lampu jalan adalah tegangan, yaitu beban puncak yang terjadi mulai dari pukul 18.00-23.00 WIB. Berdasarkan hal tersebut, penelitian ini menggunakan Key Performance Indicator (KPI) untuk menghasilkan standar penilaian kinerja dalam melakukan penilaian terhadap pemeliharaan lampu jalan yang ada di kota Padang. Perancangan dimulai dengan mengidentifikasi KPI yang didapatkan dari studi literatur. KPI yang telah didapatkan divalidasi kepada stakeholder untuk mendapatkan KPI yang cocok untuk diterapkan di kota Padang. Setelah itu dilakukan pembobotan KPI melalui perbamdingan berpasangan dengan menggunakan metode AHP.Keywords: penilaian, kinerja, key performance indicators, kinerja pemeliharaan lampu jalan
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Amrina, Uly, and Alfa Firdaus. "THE SELECTION OF PRODUCTIVITY KEY PERFORMANCE INDICATORS FOR CAR MANUFACTURING COMPANIES USING INTEGRATED PERFORMANCE MEASUREMENT SYSTEM." SINERGI 22, no. 2 (June 27, 2018): 101. http://dx.doi.org/10.22441/sinergi.2018.2.005.
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The increase in car market 17% in 2020, and ASEAN Free Trade policy only 5% for imported products, cause tightened competition in the automotive market. Car manufacturing companies face problems in selecting their performance indicators related to competitive challenges. The purpose of this research is to develop productivity key performance indicators in car manufacturing that conform to stakeholder requirements as a strategy to win the market. The conditions are manifested in a mapping of manufacturing symbols using the Integrated Performance Measurement System (IPMS) method. That manufacturing productivity indicators will become the focus of the top management to be controlled. There are four stages to go through, starting with the identification of stakeholder requirement, which produces six criteria and 12 stakeholder requirements and mapped into 16 goals and 24 key performance indicator (KPI). The second stage is benchmarking, and preparation of KPI hierarchy and the third stage is the description of each KPI in the form of KPI specification table. The fourth stage is the weighting of the six main criteria that result in 3 priority criteria which must be reported monthly between the manufacturing division (painting), finance and administration. Those are employee safety, manufacturing process effectiveness (painting) and waste elimination activities. The priority is obtained based on questionnaires answered by ten stakeholders (experts) processed with Analytical Hierarchy Process (AHP) approach and has been tested consistency in the number 0.09. These three criteria are described in 15 KPIs: performance rate, availability rate, quality rate, trained operator ratio, training value ratio> 80, delay ratio, attendance ratio, downtime losses, setup and adjustment losses, idle time, defect losses, yield losses, manpower efficiency, environmental impact and work accident ratio.
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Lee, Ji Young, and Ji Young Kim. "Developing Key Performance Indicator of Dance Fitness Business based on Balanced Score Card." Korean Journal of Sport Management 24, no. 2 (April 30, 2019): 1–14. http://dx.doi.org/10.31308/kssm.24.2.1.
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Siom, Firstson. "Analisis Key Performance Indikator (Studi Kasus pada PT. Asgility)." Majalah Ilmiah Bahari Jogja 18, no. 2 (August 3, 2020): 91–100. http://dx.doi.org/10.33489/mibj.v18i2.247.
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Tujuan penelitian ini menganalisis pengaruh delivery order, custom clearance, dan delivery terhadap key performance indicators (KPI) menggunakan metode korelasional pada PT. Agility sebagai freight forwarding. Pengumpulan data dengan survey. Hasilnya penerbitan delivery order tidak berpengaruh terhadap delivery, custom clearance berpengaruh langsung terhadap delivery, penerbitan delivery order berpengaruh langsung terhadap pencapaian KPI, custom clearance berpengaruh langsung terhadap pencapaian KPI, dan terakhir delivery berpengaruh langsung terhadap pencapaian KPI.
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Arso, Sunu Sugi, Sfenrianto Sfenrianto, and Mochamad Wahyudi. "Employee Performance Measurement in Teleworking Using Balanced Scorecard." International Journal of Electrical and Computer Engineering (IJECE) 8, no. 6 (December 1, 2018): 5178. http://dx.doi.org/10.11591/ijece.v8i6.pp5178-5184.
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Key Performance Indicator (KPI) must be aligned with the development of the organization. PT. Mitra Intregrasi Informatika (MII) in its development decided to change the traditional way of work to modern telework. This encourages companies to adjust employee’s KPI from the traditional way of work turns in to telework. In order to perform KPI measurement of its employees based on teleworking, this research uses balanced scorecard method approach that is by taking into account financial, customer, and internal business process and learning and growth perspective. The results of this study are the design proposal KPI employees to accommodate telework at the company. Then KPI employee test results showed an increase in the average value of the employee KPI of 0.295 points (9.47%) of the old KPI. Thus, it is recommended to the company to implement the employee KPI.
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Dvulit, Z., A. Zaverbnyy, and R. Tylipska. "HUMAN RESOURCES MANAGEMENT BASED ON KEY PERFORMANCE INDICATORS (KPI)." Journal of Lviv Polytechnic National University. Series of Economics and Management Issues. 6, no. 3 (March 1, 2019): 90–98. http://dx.doi.org/10.23939/semi2019.03.090.
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Irsan, Muhamad, Silvia Ayunda Murad, and Riri Oktaviani. "Report Key Performance Indicators for Employee Salaries at PT Mayora Indah Tbk." Jurnal ULTIMA InfoSys 8, no. 1 (August 7, 2017): 15–21. http://dx.doi.org/10.31937/si.v8i1.551.
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The purpose of this research to solve problems in making decisions on key performance indicator system report. To obtain the data needed for this research, the author uses several methods such as observation, interviews, and literature and uses analytical methods Balanced Score Card (BSC), which researchers use to get the perspectives of the company as a balanced and uses analytical methods PIECES to identify problems. The process of managing the information presented in this system ranging from data entry process, store and update it at any time so that employees and departments "head" to get the relevant information, the latest more easily and in real time, the system is also equipped with a graphic KPI report. With a system of this KPI Report, the manager can see the development of the company annually, making it easier to manage employee appraisal data and make recap the results of employee assessments and facilitate in taking a decision based on the results of this assessment.
Keywords: employee assessment, Key Performance Indicator, Report
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Hollender, Martin, Moncef Chioua, Jan Schlake, Lennart Merkert, and Heiko Petersen. "KPI-based Process Operation." atp edition 58, no. 09 (September 1, 2016): 52. http://dx.doi.org/10.17560/atp.v58i09.579.
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A key performance indicator (KPI) is a metric used to evaluate factors that are crucial to the success of an organization. Usually these factors are represented by normalized numbers (e.g. 0-100%) and maximizing or minimizing them is equivalent to making progress toward operational or strategic goals of the organization. Different KPIs of variable levels of complexity exist, rating factors such as customer and employee satisfaction, compliance, security or economic success. This article focuses on KPIs closely related to process operations like production performance, energy consumption, availability and safety. These KPIs are mainly based on measurable process data.
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Schulz, Thomas, and Andrei Chelaru. "Model Driven Key Performance Indicators Concepts for Manufacturing Execution Systems." Applied Mechanics and Materials 245 (December 2012): 173–78. http://dx.doi.org/10.4028/www.scientific.net/amm.245.173.
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The intention of this paper is to give some methodical approach in Key Performance Indicators for Manufacturing. Within this it covers the defining of Key Performance Indicators (KPI) and Manufacturing Execution Systems (MES). The purpose is to analyze the influences of equipment, personnel and inventory to the production process and how to apply them in making decisions. This paper gives an overview about definition of Manufacturing Execution Systems (MES) and the area of standardization of object models. The KPI for the manufacturing operations management include the areas personnel, equipment, inventory and production process. It contains also a collection of key performance indicators (KPI) to be used in the area of production control and monitoring to assess and define the targets of production processes.
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Rokhim, Muh. "Studi Kasus Tentang Performance Management di Sebuah Perusahaan Manufaktur Ban : Key Performance Indicator (KPI) untuk Industrial Engineering dengan Metode Balanced Score Card." Jurnal Teknik Industri 18, no. 2 (September 14, 2017): 168. http://dx.doi.org/10.22219/jtiumm.vol18.no2.168-175.
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Balanced Score Card (BSC) is one of the management tools to manage the implementation of strategy, measure the performance beyond mere financials and to communicate the vision, strategy and performance to stakeholders. In this research, researcher will focus on cascading the Key Performance Indicator (KPI) with using the BSC methodology in the industrial Engineering Department at one of the tire manufacturing company located in Tangerang. This KPI will be a good tools to manage the performance of each engineers in the organization and to ensure align with the vision and strategy from the Top Management. Result of the KPI performance also will be an useful Performance Management tool for the Manager in order to give the yearly appraisal for each engineers in avoiding of the subjective way likes currently happened.
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Han, Jin-Wook, Seung Wook Oh, Chan Ho An, Hye Ri Park, and Seok Pyo Hong. "Developing Key Performance Indicator for Establishing a CRM Data System of Professional Baseball Team." Korean Journal of Sport Management 22, no. 5 (October 31, 2017): 15–30. http://dx.doi.org/10.31308/kssm.22.5.2.
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Pekih, Mufti Imam, Adelina Sembiring, and Sugeng Santoso. "Key Performance Indicators Analysis for Quay Container Crane Performance Assessment (Case Study at Jakarta International Container Terminal)." International Journal of Mechanical Engineering Technologies and Applications 2, no. 2 (July 2, 2021): 115. http://dx.doi.org/10.21776/mechta.2021.002.02.5.
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<p><span lang="PT-BR">PT Jakarta International Container Terminal (JICT) is the largest container port in Indonesia. Currently, JICT capacity is 2.5 million TEUs (Twenty-foot Equivalent Units) per year, it continues to strive to improve international services and is supported by adequate container loading and unloading equipment. The requirement to establish common standards in different types of container port equipment and identify performance indicators to assess the performance of container handling equipment has increased. Although the Quay Container Crane (QCC) operating system may be different at each container terminal, there are similarities in its main movements, namely: Main Hoist, Trolley, Gantry, and Boom. By knowing the clock metric for each movement, it is possible to determine the Key Performance Indicator (KPI) that has been adopted and assess the performance of the Quay Container Crane (QCC). The results of the study identified that the value of MMBF (Mean Move Between Failures) decreased due to the accumulation of long-lasting heavy load operations, while the number of maintenance activities for machine parts and working hours continued to increase. Key Performance Indicator (KPI) as a management tool can guide QCC inspections and the results can provide useful insights for improving the performance of equipment and container loading and unloading operations in the future.</span></p>
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Jang, Sung Ok, and Jong In Lim. "Developing key Performance Indicators for Financial IT Security." Journal of Society for e-Business Studies 18, no. 3 (August 31, 2013): 125–42. http://dx.doi.org/10.7838/jsebs.2013.18.3.125.
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Rufaid, Anik, and Mohamad Iqbal Vidianto. "SISTEM PENGUKURAN KINERJA MENGGUNAKAN METODE PERFORMANCE PRISM DI PT KARUNG EMAS MANYAR GRESIK." Rekayasa 11, no. 1 (April 2, 2018): 46. http://dx.doi.org/10.21107/rekayasa.v11i1.4124.
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PT. Karung Emas adalah perusahaan penunjang bagi industri atau perusahaan lain dikarenakan karung adalah komponen utama dalam proses pengemasan hasil akhir suatu produk.Pengukuran kinerja sangat penting bagi perusahaan, dengan mengukur kinerja, perusahaan dapat melakukan analisa apakah perusahaan berjalan pada arah yang benar atau tidak dalam mencapai tujuan perusahaan. Dengan mengunakan metode Performance Pirsm dalam pengukuran kinerja pada PT Karung Emas sistem pengukuran kinerja menjadi terintergrasi dan komprehensif dimana dalam penentuan Key Performance indicator pada PT Karung Emas ini mengidentifikasi 5 sisi Performance Prism yaitu stakeholder kebutuhan, stakehoder konribusi, strategi, proses dan kapabilitas.Hasil peneitian menunjukan terdapat 24 KPI untuk kinerja kebutuhan stakeholder, 24 KPI kontribusi stakeholder, 15 KPI kinerja strategi, 15 KPI kinerja proses, 15 KPI kinerja kapabilitas. Terdapat lima KPI yang harus dilakukan perbaikan untuk meningkatkan kinerja perusahaan yaitu KPI kebutahan stakeholder dari konsumen, KPI kontribusi stakeholder dari investor , KPI strategi dari masayarakat, KPI proses dari konsumen dan KPI kapibiitas dari konsumen.
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Maulana, Achmad Rizki, and Euphrasia Susy Suhendra. "Analisis dampak hukuman disiplin terhadap pencapaian key performance indicator (kpi) karyawan lembaga jaminan sosial." JURNAL NUSANTARA APLIKASI MANAJEMEN BISNIS 5, no. 1 (April 28, 2020): 44–55. http://dx.doi.org/10.29407/nusamba.v5i1.13837.
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Penelitian ini bertujuan untuk membahas jenis pelanggaran yang dilakukan oleh karyawan dan sanksi yang diberikan oleh lembaga jaminan sosial serta melakukan analisis capaian kinerja sebelum dan sesudah diberikan sanksi. Metode yang digunakan dalam penelitian ini adalah analisis statistik deskriptif dan uji beda. Hasil penelitian menunjukkan bahwa jenis pelanggaran yang dilakukan oleh karyawan di Lembaga Jaminan Sosial ini meliputi pelanggaran ringan, sedang dan berat dengan beberapa case yaitu terkait kepemimpinan kelalaian, kelalaian prosedur, tindakan asusila, indisipliner, Fraud, Pelanggaran rekrutmen dengan sanksi mulai penurunan grade , pembebasan jabatan, penundaan kenaikan golongan selama tiga tahun. Adapun hasil dari adanya sanksi menunjukan bahwa ada perubahan positif pemberian sanksi terhadap pencapaian key performance indikator.
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Suryawan, Angellia Debora, Marlene Martani, and Mahenda Metta Surya. "Pengembangan Sistem Penunjang Operasional dan Pengelolaan Sumber Daya Manusia untuk Laboratorium Komputer." Jurnal ULTIMA InfoSys 6, no. 1 (June 1, 2015): 12–19. http://dx.doi.org/10.31937/si.v6i1.274.
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Human resources are an important asset in the entire company operations activity. A human resources management support system should be provided to improve performance in accordance with the company target. The purpose of this study is to design a model of operational and human resource management support systems that can integrate employee performance data, simplify management of employee data, and generate reports in the form of Key Performance Indicator (KPI) and Binusian Level. Methodology used in this study is using literature study, design, and test a model to make operational and human resource management information system.
Index Terms - human resources, operational support system, Key Performance Indicator (KPI)
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Setiawan, Lucky, and Yuliani Fauziah. "Rancangan sistem pengukuran kinerja untuk penentuan key performance indicator dengan metode Balance scorecard." Operations Excellence: Journal of Applied Industrial Engineering 12, no. 2 (July 28, 2020): 248. http://dx.doi.org/10.22441/oe.2020.v12.i2.011.
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This research adopts the Vision and Mission of a textile company headquartered in Tangerang. This company produces producing polo shirts, golf shirts, track suits, sweat shirts, and pants using materials such as single jersey, pique, lace in cotton, polyester, and others. The company's vision and mission can represent other textile companies that have the same processes and products. The characteristics of textile companies that have processes with human skill factors become critical points that are difficult to replace with robot technology. This has an impact on the needs of a large number of human resources in the industry. The increase in labor costs which always increases every year has a very significant impact on production costs. Thus, expansion is one of the critical factors to be used as a top management strategy in determining the current KPI items. The Balanced Scorecard is a performance evaluation method that can meet these expectations. The design of company performance measurement in this study begins with the translation of the company's vision and mission, secondly, making a proposed corporate strategy using the PQCDSME approach (profit, quality, Cost, Delivery, Service, Moral, Environment). Third, calcify the company's strategy into the perspective of the balanced scorecard. Fourth, the decision making process to determine KPI items using the brainstorming method. Fifth, determining the critical success factor and key performance indicator. Other factors are also compared between the achievement of the previous year as an illustration of determining a target. So the target given will be in accordance with the SMART rules (speciefic, measurable, achievable, realistic and timely). The results are obtained with 4 criteria (financial, consumer, internal business processes, learning and growth). This performance measurement produced 19 key performance indicators, consisting of 6 financial perspective indicators, 1 customer perspective indicator, 7 internal business process perspective indicators, and 5 growth and learning perspective indicators.
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Zhang, Ke Wei. "Design for Enterprise Asset Management Evaluation System of Power Generation Enterprises Based on KPI." Advanced Materials Research 694-697 (May 2013): 3401–5. http://dx.doi.org/10.4028/www.scientific.net/amr.694-697.3401.
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Design for enterprise asset management (EAM) evaluation system of power generation enterprises based on key performance indicator (KPI) is proposed according to application of enterprise asset management system in power generation enterprises. KPIs preparations for implementation, goals and design principles are discussed. KPI-based EAM indicators of power generation enterprises are divided into operation management indicators, maintenance management indicators and materials management indicators in three parts. Finally benchmarking management analysis, comparative analysis of time trends and horizontal comparative analysis are used to analyze and evaluate the indicators.
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Sapriyanti, S.Kom, M.Kom, Sapriyanti. "Implementasi Key Performance Indicator Pada Staff Ground Handling (Petugas Pasasi) Di Bandar Udara." Aviasi : Jurnal Ilmiah Kedirgantaraan 16, no. 2 (September 27, 2020): 32–40. http://dx.doi.org/10.52186/aviasi.v16i2.30.
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Penelitian ini bertujuan untuk mengetahui efektivitas Key Performance Indicator (KPI) dalam mendukung strategi peningkatan kualitas SDM Staff Ground Handling (Petugas Pasasi) di Bandar Udara. Pengembangan sumber daya manusia dewasa ini terus semakin ditingkatkan. Setiap perusahaan memiliki badan atau bidang khusus yang menangani permasalahan sumber daya manusia termasuk perusahaan lokal yang tengah berkembang agar tidak tertinggal. Dalam perkembangannya perusahaan yang bergerak di bidang keuangan mikro mempunyai tujuan menjadi sahabat bagi masyarakat dengan keterbatasan ekonomi yang menjunjung organisasi dalam memberikan kualitas pelayanan yang handal, secara bersama menciptakan kesempatan tumbuh dan berkembang serta ikut meningkatkan kualitas sumber daya manusia Staff Ground Handling (Petugas Pasasi) di Bandar Udara. Manajemen sumber daya manusia melibatkan investasi yang cukup besar dan pada umumnya berjangka panjang serta melalui proses yang bersifat integral, yaitu seleksi, pendidikan dan pelatihan, evaluasi dan penggajian, serta pengembangan. Peningkatan kualitas pegawai maupun karyawan sangat penting karena tidak hanya akan mempengaruhi tingkat produktivitas kerja secara keseluruhan, tetapi juga diharapkan akan meningkatkan kualitas kinerja dalam perusahaan. Peningkatan kualitas menjadi suatu tujuan untuk meningkatkan kemampuan teknis, teoritis, konseptual dan moral para karyawan. Sebuah perusahaan harus memiliki indikator kinerja sebagai panduan keputusan untuk pencapaian tujuan dan target perusahaan, salah satunya dengan menggunakan Key Performance Indicator (KPI). Pasasi bagian dari ground handling yang menangani penumpang dimulai dari proses check in hingga penumpang naik ke pesawat (Aircraft) dan menangani proses penumpang transit. Check in Counter adalah tempat melapor nya penumpang yang ingin menggunakan jasa penerbangan Kata Kunci: Key Performance Indicator; Staff Ground Handling; Bandar Udara
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Budiana Penindra, I. Made Dwi, and I. Made Gatot Karohika. "Pendekatan Malcolm Baldrige Criteria For Performance Excellent (Education Criteria) dalam Perancangan Sistem Pengukuran Kinerja Fakultas Teknik Univeritas Udayana menuju Sertifikasi AUN-QA." Jurnal Energi Dan Manufaktur 13, no. 2 (November 19, 2020): 77. http://dx.doi.org/10.24843/jem.2020.v13.i02.p06.
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The Faculty of Engineering, Udayana University is one of the faculties in Udayana University. The Faculty of Engineering has 5 departments that have a lot of interest. Currently, the Faculty of Engineering is preparing to support Udayana University in obtaining the Asean University Network - Quality Assurance (AUN-QA) certification which is targeted for a visitation in 2021. One of the supporters in obtaining this certification is that the Faculty of Engineering must have a performance measurement system. In this research using an integrated performance measurement system that designed through the Malcolm Baldrige Criteria For Performance Excellent (Education Criteria) approach which is integrated with several methods, namely IPMS in determining the Key Performance Indicator (KPI) which becomes a determining indicator of later performance. assisted by using the Analytical Hierarchy Process (AHP) method in giving the weight of each KPI. After the KPI has a weight, then a comprehensive scoring is carried out using the Objectives Matrix (OMAX) method so that an index number per period is generated which is the reference for the level of performance of the department, as well as a Traffic Light System (TLS) to find out which KPIs require improvement based on color. With the creation of an integrated performance measurement system, it is hoped that the Faculty of Engineering can make continuous improvements. The results showed that the Performance Indicator from the Faculty of Engineering in this period was 427.19 with 24 KPIs being measured. The Performance Indicator shows that the overall performance of the Faculty of Engineering is above average (300). Only 2 categories are in the red zone of 21%, namely Student Criteria (KPI 1 and KPI 4) and Management Criteria (KPI 18, KPI 19, and KPI 20). In the following year, the Faculty of Engineering must focus on the five KPIs so that later they can improve performance.
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Abd Rahman, Shukran, Luqman Zakariyah, and Anis Syahirah Binti Saiful Bahrin. "The Relationship between Maqasid Al-Shari’ah and Key Intangible Performance for Teaching and Learning: A Content Analysis in Light of Malaysia Education Blueprint 2015-2025 (Higher Education) (Hubungkait antara Maqasid Al-Shari’ah dan Prestasi Kerja Tidak Ketara dalam Bidang Pengajaran dan Pembelajaran: Analisa Pelan Pendidikan Malaysia 2015-2025 (Pengajian Tinggi))." Journal of Islam in Asia (E-ISSN 2289-8077) 18, no. 1 (June 30, 2021): 137–62. http://dx.doi.org/10.31436/jia.v18i1.1043.
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Performance measurement is vital to evaluate job performances and the quality of the work of employees. It is utilized by almost all job sectors including higher learning institutions. Most performance measurements adopt Key Performance Indicators (KPI) to measure performances. This, however, is viewed to be inadequate as it tends to ignore lecturers’ intangible performances. It is argued that there are many significant job and contextual performances which are not being included in their performance appraisals. This article discusses the concept of Key Intangible Performance in teaching and learning tasks by focusing on the relationship between Maqasid al-Shari’ah and KIP for teaching and learning. Specifically, it discusses the concept of Maqasid al-Shari’ah, highlights the KIP for teaching and learning in HEI, and discusses the relationship between Maqasid al-Shari’ah and KIP for teaching and learning using MEB (HE). Keywords: Maqasid al-Shari’ah, Key Intangible Performance, Malaysia Education Blueprint, Higher Education Institution, Teaching and Learning. Abstrak Pengukur prestasi sangat penting untuk menilai pelaksanaan dan kualiti kerja pekerja, ia telah digunakan oleh hampir semua sektor pekerjaan termasuklah institusi pengajian tinggi. Sebilangan besar pengukur prestasi yang digunakan secara meluas untuk menilai tahap prestasi seseorang pekerja ialah Petunjuk Prestasi Utama (KPI). Namun, penggunaan KPI tidak memadai kerana ia lebih cenderung untuk mengabaikan kerja atau aktiviti tidak ketara di kalangan pensyarah. Dikatakan terdapat banyak prestasi kerja dan prestasi kontekstual yang tidak termasuk dalam penilaian prestasi menggunakan KPI ini. Artikel ini membincangkan konsep Petunjuk Prestasi Tidak Ketara (KIP) dengan memberi fokus terhadap hubungannya dengan Maqasid al-Shari’ah dalam pengajaran dan pembelajaran. Secara khususnya, ia membincangkan konsep Maqasid al-Shari’ah, menerangkan KIP dalam pengajaran dan pembelajaran di IPT, serta membincangkan hubungan antara Maqasid al-Shari’ah dan KIP dalam pengajaran dan pembelajaran menggunakan kerangka PPM (PT). Kata Kunci: Maqasid al-Shari’ah, Prestasi Tidak Ketara, Pelan Pendidikan Malaysia, Institusi Pengajian Tinggi, Pengajaran dan Pembelajaran.
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Rosyidah, Masayu, and Deni Saputra. "Penentuan Key Performance Indicators (KPI) Dengan Metode Performance Prism (Studi Kasus Program Studi Teknik Industri Universitas Muhammadiyah Palembang)." Integrasi : Jurnal Ilmiah Teknik Industri 4, no. 1 (December 10, 2019): 17. http://dx.doi.org/10.32502/js.v4i1.2094.
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Dalam dunia industri bahkan hampir seluruh perusahaan atau organisasi saat ini menggunakan Key Performance Indicators (KPI) sebagai salah satu cara untuk mengukur kinerja perusahaan. Program Studi Teknik Industri berusaha melakukan perbaikan untuk meningkatkan mutu pendidikan, disamping itu juga perlu dilakukan pengukuran kinerja sebagai usaha untuk melakukan perbaikan kinerja disetiap aspek kinerja program studi. Penelitian ini terkait penilaian kinerja Program Studi Teknik Industri Universitas Muhammadiyah Palembang dengan metode Performance Prism yang merupakan metode tepat yang dapat mewakili kebutuhannya. Tujuan dalam penelitian ini adalah menentukan KPI (Key Performance Indicators) sebagai bagian dari pengukuran kinerja. Stakeholder satisfaction yang diperoleh dari penyebaran kuesioner dan stakeholder contribution yang diperoleh dengan wawancara digunakan untuk mengidentifikasi objective Program Studi yang kemudian digunakan untuk mengidentifikasi strategi, proses, dan kapabilitas. Key Performance Indicators (KPI) Program Studi Teknik Industri yang telah terbentuk dari proses dan kapabilitas yang telah diidentifikasi adalah sebanyak 26 KPI.
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Budiana Penindra, I. Made Dwi, and Dewa Made Priyantha Wedagama. "Perancangan Sistem Pengukuran Kinerja Terintegrasi Pada Program Studi Teknik Mesin Universitas Udayana." Jurnal Energi Dan Manufaktur 11, no. 1 (April 27, 2018): 15. http://dx.doi.org/10.24843/jem.2018.v11.i01.p04.
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Jurusan Teknik Mesin merupakan salah satu jurusan yang terakreditasi A. Jurusan Teknik Mesin Universitas Udayana pada tahun 2016 telah berhasil mempertahankan akreditasi A yang diperoleh sejak tahun 2011. Salah satu penunjang keberhasilan tersebut adalah karena telah dimilikinya sistem pengukuran kinerja yang dihasilkan penulis pada tahun 2015 dimana sistem tersebut telah mampu memantau kinerja jurusan secara berkesinambungan. Walaupun sistem pengukuran kinerja tersebut telah digunakan, tetapi pada implementasinya masih banyak kekurangan yang dimiliki oleh sistem tersebut terutama karena sistem tersebut masih berbentuk manual. Kekurangan lain juga dapat dilihat dari hasil penelitian penulis tahun 2016 yang menunjukkan bahwa dari Importance Performance Analysis (IPA) rata-rata persepsi dari mahasiswa sebesar 2,91 masih dibawah rata-rata ekspektasi mereka yaitu 3,14. Pada penelitian ini dilakukan perancangan kembali sistem pengukuran kinerja yang terintegrasi berdasarkan hasil-hasil penelitian di tahun 2015 dan 2016 dengan metode Performance Prism dimana metode tersebut diintegrasikan dengan beberapa metode yaitu Integrated Performance Measurement Systems (IPMS) di dalam penentuan Key Performande Indicator (KPI) yang menjadi indikator penentu kinerja yang kemudian dibantu menggunakan metode Analytical Hierarcy Process (AHP) di dalam pemberian bobot masing-masing KPI. Setelah KPI memiliki bobot kemudian dilakukan scoring secara menyeluruh dengan Metode Objectives Matrix (OMAX) sehingga dihasilkan angka indeks per periode yang menjadi acuan tingkat kinerja jurusan, serta Traffic Light System (TLS) untuk mengetahui KPI mana yang memerlukan perbaikan berdasarkan warna. Dari hasil penelitian didapatkan hasil Performance Indicator dari periode 1 sebesar 322,8 dan mengalami peningkatan 7,6% dibanding Performance Indicator rata-rata 300. Performance Indicator dari periode 2 sebesar 352,50 dan mengalami peningkatan 9,2% dibanding periode 1. Performance Indicator dari periode 3 sebesar 354,66 dan mengalami sedikit peningkatan 0,61% dibanding periode 2. Performance Indicator dari periode 4 sebesar 354,52 dan mengalami sedikit penurunan 0,04% dibanding periode 3. Performance Indicator dari periode 5 sebesar 573,35 dan mengalami peningkatan 61,73% dibanding periode 4. Performance Indicator dari periode 6 sebesar 606,68 dan mengalami peningkatan 5,81% dibanding periode 5 dan merupakan periode dengan Performance Indicator tertinggi dalam sistem pengukuran ini.
Department of Mechanical Engineering Udayana University in 2016 has managed to maintain the A accreditation obtained since 2011. One of the supporting success is because it has owned performance measurement system generated by the author in 2015 where the system has been able to monitor the performance of majors on an ongoing basis. Although the performance measurement system has been used, but in its implementation there are still many shortcomings possessed by the system mainly because the system is still in the form of manual. Another disadvantage can also be seen from the results of research authors of 2016 which shows that from the Importance Performance Analysis (IPA) average perception of students of 2.91 is still below the average of their expectations of 3.14. In this research, re-design of integrated performance measurement system based on the results of research in 2015 and 2016 with Performance Prism method where the method is integrated with several methods of Integrated Performance Measurement Systems (IPMS) in the determination of Key Performande Indicator (KPI) a performance indicator that is then assisted using the Analytical Hierarcy Process (AHP) method in the weighting of each KPI. After KPI has weight then scoring thoroughly with Objectives Matrix (OMAX) method so that the result of index number per period become reference of department performance level, and Traffic Light System (TLS) to know which KPI need improvement based on color. From the research results obtained Performance Indicator from period 1 of 322.8 and increased 7.6% compared to Performance Indicator average 300. Performance Indicator from period 2 amounted to 352.50 and increased 9.2% compared to period 1. Performance Indicator from period 3 was 354.66 and slightly increased by 0.61% compared to period 2. Performance Indicator from period 4 was 354.52 and decreased slightly 0.04% compared to period 3. Performance Indicator from period 5 was 573.35 and an increase of 61.73% compared to period 4. Performance Indicator from period 6 of 606.68 and increased 5.81% compared to period 5 and is the period with the highest Performance Indicator in this measurement system.
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Sari, Ratih Ardia, Rahmi Yuniarti, and Farida Risqi Nur Safitri. "Evaluasi Kinerja Perusahaan Berdasarkan Perspektif Organisasi, Proses, dan Staf Berbasis AHP dan OMAX." Jurnal Teknik Industri 19, no. 1 (February 27, 2018): 49. http://dx.doi.org/10.22219/jtiumm.vol19.no1.49-57.
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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.
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Sari, Ratih Ardia, Rahmi Yuniarti, and Farida Risqi Nur Safitri. "Evaluasi Kinerja Perusahaan Berdasarkan Perspektif Organisasi, Proses, dan Staf Berbasis AHP dan OMAX." Jurnal Teknik Industri 19, no. 1 (February 27, 2018): 49. http://dx.doi.org/10.22219/jtiumm.vol19.no1.52-60.
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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.
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Fadly, Muhtad, Dina Ros Muryana, and Adhie Thyo Priandika. "SISTEM MONITORING PENJUALAN BAHAN BANGUNAN MENGGUNAKAN PENDEKATAN KEY PERFOMANCE INDICATOR." Journal of Social Sciences and Technology for Community Service (JSSTCS) 1, no. 1 (April 28, 2020): 15. http://dx.doi.org/10.33365/jta.v1i1.669.
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PT Indojava Kreasindo is one of the distributors of Kramik sanitari granite, which has a role in distributing these goods throughout the city of Lampung and its surroundings. The management of ceramic and granite sales data has been summarized in the sales recap sheet for each sales each month in writing so it takes a long time to find out the achievements of each sales each month. Therefore, the authors propose the application of sales monitoring to make it easier to find out the achievements of each sales per month. To solve this problem, we need the most effective solution, which is the Development of Monitoring Application for Building Materials Sales Using the Key Performance Indicator (KPI) Approach. In the development of this application using the waterfal method. For the data flow method using the Usacase Diagram, Activity Diagram. The concept used is monitoring using the KPI approach to facilitate the general manager in monitoring the sales of each sales. With the construction of a web-based information system and sales monitoring application aims to make it easier for the general manager to monitor the sales of each sales so that it does not require a long time and is presented in the form of a dashboard.
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Andikaeva, K. A., and N. V. Alekseeva. "Motivation personal on the basis of Key Performance Indication (KPI)." Scientific Bulletin, no. 2 (2014): 10–16. http://dx.doi.org/10.17117/nv.2014.02.010.
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Dhillon, Sharanjit Kaur, Roliana Ibrahim, and Ali Selamat. "Strategy Identification For Sustainable Key Performance Indicators Delivery Process For Scholarly Publication and Citation." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 3, no. 3 (May 2, 2013): 103–13. http://dx.doi.org/10.24297/ijmit.v3i3.1728.
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Key Performance Indicator (KPI) is one of the performance measurement tools that assist someone in monitoring their performance against the target set by the management. Despite many implementations in delivering the KPIs, they are still unable to perform. It would involve investigating the current strategies undertaken by the management on how they deliver KPIs to academic staff in the Research Alliance of K-Economy (RAKE). This paper aims to investigate the problems of non-achieving KPI targets among academic staffs of RAKE. It also aims to highlight four areas of the strategy implementation that can be developed to deliver improved publication and citation outcomes for the targets set. The literature is reviewed and the targeted respondents extensive experience in the issues related to scholarly publication and citation is drawn on. The four areas of strategic implementation are discussed as a guide. The paper finds that the imposed strategies can be applied to achieve the targets set by management if initiatives are taken by all levels of academic staffs as well as the involvement by the top management of the institution. The paper has immediate practical benefits for academic staffs of RAKE that it provides a four steps guide for improving the publication and citation culture among the RAKE staffs by utilizing knowledge management. This will result in greater outcome for the management of the University in maintaining the status as a Research University (RU) in Malaysia. It can be concluded that the strategies imposed can be applied at the beginners level. Existing work has produced a sustainable KPI delivery process framework using Viable System Model (VSM) where it shows that there is a need to have integration among the university databases. However, this framework does not highlight details on how knowledge management contributes to the strategic initiatives of successful KPI delivery process.
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Barrett, Jeffrey S., Dimple Patel, Bhuvana Jayaraman, Mahesh Narayan, and Athena Zuppa. "Key Performance Indicators for the Assessment of Pediatric Pharmacotherapeutic Guidance." Journal of Pediatric Pharmacology and Therapeutics 13, no. 3 (January 1, 2008): 141–55. http://dx.doi.org/10.5863/1551-6776-13.3.141.
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Given the paucity of actual guidance provided for managing pediatric drug therapy, prescribing caregivers must be able to draw on the limited published information in pediatrics and/or guidance provided in adults with some account for expected pediatric response. Guidance for managing drug therapy in children is clearly desirable. Our objectives were to construct key performance indicators (KPIs) for pediatric pharmacotherapy guidance to identify drugs where pharmacotherapy guidance would be most beneficial. A pilot survey to assess variation in caregiver appreciation for pediatric dosing guidance has also been constructed to provide a complementary subjective assessment. Three KPI categories, drug utilization (based on hospital admission and billing data collected from 2001 through 2006), medical need, and guidance outcome value along with a KPI composite score have been proposed. Low scores are favored with respect to prioritization for pharmacotherapy guidance. The pilot survey consisted of 15 questions to assess 1) physician knowledge regarding dosing guidance, 2) attitudes toward dose modification and patient individualization, 3) the accessibility, ease of use and appropriateness of existing data stores, and 4) frequency of dosing modification, consultation of dosing compendiums and estimate of success rate in dosing guidance. Pilot results suggest that dosing guidance is generally viewed as important and that the existing resources are insufficient to guide recommendations for all drugs. While the majority of respondents check more than one resource less than 25% of the time, at least 25% of the respondents check more than one resource 25–50% of the time. The majority viewed the relevance of dosing guidance very important to the management of drug therapy. The questionnaire is being extended to the primary care centers, the Kids First Network and specialty care centers. Results will guide the development of decision support systems (DSS) that provide patient-specific pharmacotherapy guidance as part of our pediatric knowledgebase initiative. For the top 25 most utilized agents at our institution over the last 6 years, KPI score ranged from 35 (dexamethasone) to 77 (cefazolin and ampicillin) with an average score of 55. Prototype DSS for tacrolimus and methotrexate are strongly supported by the KPI scoring which ranks their selection in the top 5% of drugs on formulary. KPI metrics provide an objective means of ranking agents for which pediatric pharmacotherapeutic guidance is clearly needed.
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Shaulska, Larysa, Oleksandra Laktionova, Tetyana Nagornyak, and Hanna Sereda. "Performance management at Ukrainian university: A case of the KPIs use." Problems and Perspectives in Management 19, no. 1 (February 1, 2021): 78–89. http://dx.doi.org/10.21511/ppm.19(1).2021.07.
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Implementing performance management systems, including the KPI (Key Performance Indicators) system, at the university level faces many difficulties. The study aims to determine the problems of formation and implementation of the system of KPIs at the HEIs (higher education institutions) level based on the case study. Methodologically the study is based on the analysis of the case of the KPI system implementation at Vasyl’ Stus Donetsk National University (Ukraine) using a 3-year project survey of managers and employees of structural units about self-analysis of deviations and perception of each performance indicator. The essential subjective factor – irrational participants’ behavior – is demonstrated, reflected in their resistance, fear, and lack of acceptance of innovations in assessment processes, which needs to delineate tools for effective KPI system implementation (reduction of its negative influence and growth of the personnel loyalty). The main organizational obstacles that reduce such a measurement system’s efficiency are incomprehensibility, difficulty of evaluation, non-influence or independency of indicators from the efforts of respondents, poor communication, and motivation to achieve them. The analysis results allowed providing the recommendations that could contribute to the formation of reflexive and active management culture in the strategic management system and a culture of productive dialogue through vertically and horizontally management interaction.
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Wiik, Marianne Kjendseth, Selamawit Mamo Fufa, Inger Andresen, Helge Brattebø, and Arild Gustavsen. "A Norwegian zero emission neighbourhood (ZEN) definition and a ZEN key performance indicator (KPI) tool." IOP Conference Series: Earth and Environmental Science 352 (October 31, 2019): 012030. http://dx.doi.org/10.1088/1755-1315/352/1/012030.
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Kaganski, S., and S. Toompalu. "Development of key performance selection index model." Journal of Achievements in Materials and Manufacturing Engineering 1, no. 82 (May 1, 2017): 33–40. http://dx.doi.org/10.5604/01.3001.0010.2077.
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Purpose: The main idea of this paper is to introduce the refined model for selection of the Key performance indicators (KPI). The KPI selection model can be considered as a tool for analysis of the enterprise, which should be able to simplify the choice of the right metrics for the company, where study has been conducted. The Enterprise analysis model (EAM) will provide the information regarding weak spots on the production and provide further steps to the management. Those actions will save time and reduce resources that are necessary to implement metrics in company. Design/methodology/approach: Main activities performed include: optimization of EAM; Fuzzy AHP and SMARTER criteria’s for ranking the KPIs; reliability analysis and weights appointment to questions and KPIs. In addition, the expert group has participated in the analysis of this work and has made a high impact on the results. Findings: The main result of this work is the final version of the KPI selection model. Research limitations/implications: The future research should be focused on optimization of the model and in adding additional module for automatic data collection. The Production Monitoring System (PMS) that should help to collect data about the status of the machine park, taking into account the downtime, overall equipment efficiency (OEE) and etc. Practical implications: The proposed model can be used in SME (small and medium enterprises) in order to improve the productivity. The concept was tested in particular company. Originality/value: The KPI selection model combine different methodologies into one general approach. Due to this fact, the process of finding right metrics can be reduced significantly. The proposed approach allows saving resources for the research of metrics.
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Trukhmanov, V. B., E. A. Pervushkina, A. A. Statuev, V. N. Belov, and A. M. Volodin. "System of key performance indicators as a method for executive decision-making." E3S Web of Conferences 296 (2021): 02003. http://dx.doi.org/10.1051/e3sconf/202129602003.
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Key performance indicators, KPI are a proven cutting-edge tool for process productivity and staff performance monitoring. Therefore, today it is possible to find the use of this tool in the most varied spheres and industries. However, the system implementation is a long and painstaking process, which requires financial, labor and time expenditures. But in case of its successful implementation, KPI technology will provide the balance of advantage for the company management and contribute to its growth. The article presents the selection mechanism of KPI system development and implementation methods. Using key performance indicators, the organization is able to manage the process and modify it, as well as define objectives for employees and motivate them to achieve their objectives. KPIs are based on measuring quantitative benefits. Control shall be based on comprehensive and reliable information about the company’s process productivity. This is the only way to take quick management decisions, make adjustments to the operation of processes that will contribute to the achievement of strategic objectives as a whole.
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Izquierdo-Yusta, Alicia, Ana Isabel Jiménez-Zarco, Inés González-González, and Carmen M. Gómez-Cantó. "KPI FOR STUDENTS SATISFACTION MEASUREMENT AS AN INDICATOR OF UNIVERSITY MANAGEMENT." Journal of Management and Business Education 3, no. 2 (March 11, 2020): 108–28. http://dx.doi.org/10.35564/jmbe.2020.0008.
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Currently universities need to be competitive. The current environment forces universities to design strategies where the student becomes the center of their activity. Elements such as student satisfaction become key performance indicators of the strategy, so that universities are required to establish metrics that make it possible to measure the level of performance achieved based on the objectives they had previously set. In order to verify it, through a series of dimensions that measure the satisfaction of the teaching-learning process, a scale has been proposed to measure satisfaction. To confirm the consistency of the proposed scale, the reliability and validity indicators of the same were verified. The selected sample corresponds to university students studying undergraduate and master’s degrees in the online mode. Results obtained show the importance of correctly setting the objectives and contents of the different subjects that make up the curricula of each grade, as well as the outstanding role that the teacher has in said process.
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Toussaint, Nigel D., Lawrence P. McMahon, Gregory Dowling, Stephen G. Holt, Gillian Smith, Maria Safe, Richard Knight, et al. "Introduction of Renal Key Performance Indicators Associated with Increased Uptake of Peritoneal Dialysis in a Publicly Funded Health Service." Peritoneal Dialysis International: Journal of the International Society for Peritoneal Dialysis 37, no. 2 (March 2017): 198–204. http://dx.doi.org/10.3747/pdi.2016.00149.
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BackgroundIncreased demand for treatment of end-stage kidney disease has largely been accommodated by a costly increase in satellite hemodialysis (SHD) in most jurisdictions. In the Australian State of Victoria, a marked regional variation in the uptake of home-based dialysis suggests that use of home therapies could be increased as an alternative to SHD. An earlier strategy based solely on increased remuneration had failed to increase uptake of home therapies. Therefore, the public dialysis funder adopted the incidence and prevalence of home-based dialysis therapies as a key performance indicator (KPI) for its health services to encourage greater uptake of home therapies.MethodsA KPI data collection and bench-marking program was established in 2012 by the Victorian Department of Health and Human Services, with data provided monthly by all renal units in Victoria using a purpose-designed website portal. A KPI Working Group was responsible for analyzing data each quarter and ensuring indicators remained accurate and relevant and each KPI had clear definitions and targets. We present a prospective, observational study of all dialysis patients in Victoria over a 4-year period following the introduction of the renal KPI program, with descriptive analyses to evaluate the proportion of patients using home therapies as well as home dialysis modality survival.ResultsFollowing the introduction of the KPI program, the net growth of dialysis patient numbers in Victoria remained stable over 4 years, at 75 – 80 per year (approximately 4%). However, unlike the previous decade, about 40% of this growth was through an increase in home dialysis, which was almost exclusively peritoneal dialysis (PD). The increase was identified particularly in the young (20 – 49) and the elderly (> 80). Disappointingly, however, 67% of these incident patients ceased PD within 2 years of commencement, 46% of whom transferred to SHD.ConclusionsIntroduction of a KPI program was associated with an increased uptake of PD but not home HD. This change in clinical practice restricted growth of SHD and reduced pressure on satellite services. The effect was offset by a modest PD technique survival. Many patients in whom PD was unsuccessful were subsequently transferred to SHD rather than home HD.
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Romanenko, A. V. "A set of key performance indicators (KPI) in public food service." International Accounting 22, no. 4 (April 15, 2019): 409–29. http://dx.doi.org/10.24891/ia.22.4.409.
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Yonsel, Fatma, and Gulcin Vural. "KPI (KEY PERFORMANCE INDICATORS) APPLICATION ON BALLAST WATER TREATMENT SYSTEM SELECTION." Brodogradnja 68, no. 3 (March 15, 2017): 67–84. http://dx.doi.org/10.21278/brod68305.
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Buttkereit, Lisa. "Key Performance Indicators (KPI): Transparenz, Steuerung und Qualitätsbewertung von logistischen Versorgungsprojekten." Klinik Einkauf 02, no. 05 (October 2020): 32–33. http://dx.doi.org/10.1055/s-0040-1718667.
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Der Kennzahlenbericht und deren Auswertungen sind Hilfsmittel, um die Komplexität des Arbeitsalltags einer Einkaufsabteilung zu reduzieren. Wie genau das funktioniert, zeigt dieser Beitrag am Beispiel des BG Klinikums Duisburg.
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Shklyaeva, Nadezhda. "Development of the Key Performance Indicators for the Assessment of Personnel Management Service Specialists." Management of the Personnel and Intellectual Resources in Russia 8, no. 5 (December 23, 2019): 29–33. http://dx.doi.org/10.12737/article_5dcbc429b9aeb1.16650471.
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Personnel management services at enterprises are usually attributed to cost centers; specialists are assessed not by the results of the unit, but by the total results of the organization. Therefore, practitioners consider it inappropriate to develop KPI for HR services. The author is sure that diff erentiation of the results of the activities of all specialists is necessary. This article describes the practical results of the development of KPI for professionals working in HR services. The mechanism of differentiation of indicators by posts is presented. The system was developed and tested in one of Surgut’s oil and gas companies. The algorithm presented in the article will help those interested in carrying out similar work in the process of developing their own version of KPI.