Transcript
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MEASUREPERFORMANCE
TI-35-03
Shinta Kurnia Illahi1102110082
Vita Ardiana Sari1102110091
Nadya - 1102110107
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Why Measure?
PENGUKURAN
EVALUASI
PERBAIKAN
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The problem is . . . .
APA YANG HARUS DIUKUR ??
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Sebelum tahun 1980orientasi
perusahaan adalah pada pengukuran
kinerja keuangan dan volum penjualan.
Di tahun 1980anorientasi bertambah
pada customer satisfaction
FLASHBACK
BENAR,
Tapi
TIDAK CUKUP
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Chapter ini menjelaskan bagaimana
mengidentifikasi dan menggunakan 3 tipe
ukuran kinerja
EFISIENSIEFEKTIVITAS
PROSESHASIL
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1. ProsesEfisiensi
Langkah-langkah mengukur penggunaansumber daya dalam proses agarpenggunaaannya dapat menjadi seminimummungkin. Meliputi : cost, variability, dan cycle
time.Ukuran proses merupakan parameter yang
secara langsung mengontrol integrasi 4M,1E.
Mengaplikasikan ukuran proses membantumemprediksi karakteristik output sebelumsampai ke konsumen.
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2. Outputefektivitas
Ukuran efektivitas proses : mengukurkemampuan proses untuk menghasilkan produk /servis menurut spesifikasinya. Meliputi : fitur, nilai,dan atribut produk yang diekspektasikan oleh
konsumen.
efektivitas proses dihitung dengan perbandingankemampuan proses untuk mengantarkan produk(output) sesuai kebutuhan konsumen.
efektivitas proses diukur dengan pemeriksaanproduk ketika diproduksi, disebut sebagai outputmeasure
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3. Outcome
Ukuran hasil adalah pengukuran
kemampuan output untuk memuaskan
keinginan konsumen dan merupakan
ukuran kinerja tertinggi.
Outcome berada di luar kendali langsung
dari pemasok dan bergantung pada
ekspektasi pelanggan.
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3. Outcome
Outcome dapat diukur dengan 2 cara :
1.efektivitas produk : seberapa baik
produk (output) diterima pelanggan
2.Kepuasan pelanggan : seberapa baik
produk memuaskan keinginan dan
harapan .
Outcome dapat diukur ketika produk
hanya setelah produk sampai ke
pelanggan.
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Perbaikan efektivitas proses akan
berkorelasi dengan efektivitas produk dan
kepuasan pelanggan selama
pengukurannya akurat dan spesifikasiproduk sesuai dengan keinginan
pelanggan.
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RecognizeRelationships
Along the ProcessChain
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PrologueMeasuring product/services effectivenessoffers two advantages:
This measure overcomes the random errorintroduced by satisfaction measures that by theirvery nature must be based on vague, idiosyncraticperceptions of customers
The validity of product/service effectivenessmeasures can be checked by examining theperformance of each process along the customer-
supplier chain
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Example 1MEASURING THE OUTCOME OFPETROLEUM REFINING
E l 1 M i th
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Example 1: Measuring theOutcome of Petroleum
RefiningThe customer-supplier chain follows two sequential process:
Refining crude oil into gasoline
Burning gasoline in an automobile engine to produce power
In making decision, customer concerned with:
How the productitself will perform in their car
The purchase price
The attributes of service at the point of purchase (convenience with regard totime and location, appearance of the facilities, and behavior of the attendants
Refiners can be measure performance outcomes byunderstanding engine performance
E l 1 M i th
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Example 1: Measuring theOutcome of Petroleum
Refining (Cont.)
Table 7.1
Measures for Engine Performance
E l 1 M i th
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Example 1: Measuring theOutcome of Petroleum
Refining (Cont.)
E l 1 M i th
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Example 1: Measuring theOutcome of Petroleum
Refining (Cont.)Table 7.1 offers one specific set of values for each typeof measurement.
This table relied on assessing satisfaction of theultimate consumer.
Product specifications for an output (gasoline) aretranslated into performance parameters for the variousoperations and incoming feed streams.
E l 1 M i th
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Example 1: Measuring theOutcome of Petroleum
Refining (Cont.)
E l 1 M i th
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Example 1: Measuring theOutcome of Petroleum
Refining (Cont.)
Table 7.2 shows a set of measurements for the
refining process
This measurementsusing an objective measureoutcome(engine knock-test results) instead of asubjective measuresuch as the level of satisfactionamong service-station owner and attendants
E l 1 M i th
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Example 1: Measuring theOutcome of Petroleum
Refining (Cont.)
E ample 1 Meas ring the
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Example 1: Measuring theOutcome of Petroleum
Refining (Cont.)This example shown:
Defining the desired outcome (smooth, quiet trouble-free
operation of the customer car engines)
This requirement was satisfied by operations in the refinery andrelied on process measures.
The translation of the desired outcome through the engine andrefinery process reveals the role and relationship among the key
measures
This translation was possible because the process
were described, modeled, and understood
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Example 2MEASURING THE OUTCOME OF TRAINING
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Example 2: Measuring the
Outcome of TrainingOutput from this work include the design. The effectivenessof these outputs is characterized by attributes such asaccuracy, completeness, clarity, and ease of use.
The inputs into delivery process included outputs from thedesign process. Outputs from training delivery are outcomesof training development
As outcome of the training process, service representativesare able to answer twenty-four additional customer inquireseach week.
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Outcome of Training
(Cont.)
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Outcome of Training
(Cont.)
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Outcome of Training
(Cont.)Table 7.4 shows how the type of measurement is defined by its frame of reference.
This same measure is an activity in the customer contact process of the salesrepresentatives.
This moving frame of reference show how measurements are translated as productservice flow along the customer-supplier chain.
The objective outcome measures that are defines along the customer-supplierchain can be used as valuable supplements to course evaluation forms thatcommonly given to participants at the conclusion of corporate training programs
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Example 3MEASURING THE OUTCOME OF R&D
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Example 3: Measuring the
Outcome of R&DMeasurements within the process are used routinely by scientistand engineers to perform their tasks.
Process measures are represented by data in their day-to-dayactivities and experiments
Outputs from the research process include technical reports,patents, publications, and presentations.
Customers are interested in the content of the output from R&D,their operations are hardly affected by counting these outputs.
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Example 3: Measuring the
Outcome of R&D (Cont.)British Petroleum (BP) bucked the trend and measuredR&D performance at the outcome level.
BPs Director of Research used these data in the
preparation of an annual balance sheet for the board ofdirectors.
The value of R&D was calculated by dividing the financialbenefit attributed to research for a given year by theresearch budget.
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Example 3: Measuring the
Outcome of R&D (Cont.)BPs measure of outcome
was quantify how much oftheir annual profits were
attributable to research.
Researches developed alisting of their projects thatwere being implemented in
each business center.
Managers used therespective listings to
prepare their responses
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Example 3: Measuring the
Outcome of R&D (Cont.)This approach offered two distinct benefits:
The system was designed to be quick and simple
The system directly asked customers for their perception pf the valueof specific research projects to their own operations.
The impact of errors in estimating the value of R&D wasminimized through this approach, since the ultimateobjective is to satisfy the customer, and it was customersperceptions which were being measured
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Example 3: Measuring the
Outcome of R&D (Cont.)
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a Scoreboard to improve
performanceThe scoreboard should display the measures that are of criticalimportance to your customers and hence to your own succes.
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four dimentions of MeasuringDimention Focus Example measures
Actual
product or
service
End user or
customer
Effectiveness of processes to deliver specific feature
and attributes defined by customers
Customer satisfaction
Financial
return
Shareholder Cost, Prices, Sales volume, Productivity, Cost of quality,
Cycle time, Capital utilization, Return on investment,
Profits, Throughput, Waste, Efficiency
Jobs Employees Specific needs and values defined by employees
Employess satisfaction
Attrition
Social
impact
Community Regulatory compliance
Pollution control, waste disposal, and recycling Grants and contributions
Blood drives and United Way campaigns
Presentations and publications
Taxes and fines
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Selecting Key MeasureComparing Measurement GuidelinesEssential variables of measurement
systems
Tools for implementing measurement
systems
Simplicity of presentation
Visibility
Involvement of all concerned Undistorted collection of primary
information throughout the operations
area
Straightforward measurement of
whats important
Achievement of an overall feeling of
urgency and perpetual improvement
Programs have strong support from
top management
Programs are developed through theinclusion of employees who will be
measured
Programs include measures that
employees and managers need to do
their jobs
Managers demonstrate the impact of
measures through linkage to the
compensation and reward system
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One final caution on
measurement
Selecting the correct parameters to measure, it also is important toestablish a system fo collecting the correct data.
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