Bab 7 Revisi

8/12/2019 Bab 7 Revisi

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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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Refining (Cont.)

Table 7.1

Measures for Engine Performance

E l 1 M i th


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Refining (Cont.)

E l 1 M i th


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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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Refining (Cont.)

E l 1 M i th


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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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Refining (Cont.)

E ample 1 Meas ring the


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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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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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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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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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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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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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