Integrated Performance

Measurement System (IPMS)

Pengukuran Kinerja
Teknik Industri - Fakultas Teknik
Universitas Brawijaya
 IPMS
• Centre for Strategic Manufacturing, University of
Strathclyde, Inggris

• Starting point: stakeholder requirement

• Organisasi yang tidak memiliki / tidak

menjalankan organisasi berdasarkan strategi, visi,
dan misi.
• Organisasi yang tidak berfokus pada aspek
finansial (organisasi non profit)
 IPMS
Industry Best Practice

Reference Model for IPMS

Audit Method for IPMS

Design and Deployment

Tools for IPMS
 IPMS
• Reference Model:
– Dua sisi sistem pengkuran kinerja: integritas
(integrity), dan penyebaran (deployment)

– Struktur: 4 level

– Tiap level: 5 faktor kunci

IPMS BUSINESS STRUCTURE

The Business

Business Units

Business Processes

Activities
The Business

Business Units

Business Processes

Activities
 Business Units

Stakeholders

External Monitor
Business Unit Classification, RONA,
ROI, Performance Measures Classi-
Objectives fication

Measures
 The Business
Stakeholders

External Monitor
EFQM, Financial Models, RONA and ROI trees, etc.
Objectives

Measures

Stakeholders Business Units

External Monitor
Business Units Classification, RONA/ROI Tress,
Objectives Performance Measures Classifications

Measures

Stakeholders

External Monitor Business Processes

Objectives
Systems Classification,
Performance Measures Classification Measures

Stakeholders
Activities
External Monitor

Objectives
Systems Classification,
Measures
Performance Measures Classification
 IPMS
• Metode Audit
– Fase: pengumpulan data, integritas, dan penyebaran audit

– Data: identifikasi unit bisnis, kebutuhan pasar,

mengembangkan rencana atau tujuan bisnis perusahaan,
pengukuran kinerja terkait dengan strategi perusahaan,
pengukuran kinerja terkait dengan fungsi di perusahaan
(operasional, pemasaran, dll), tujuan personal / skema
insentif, level dalam perusahaan
– Integritas audit: untuk mengetahui apakah ada gap dari
data yang dikumpulkan pada setiap level kinerja
– Penyebaran audit: untuk unit bisnis yang memiliki strategi,
produk yang beragam, dan pasar yang berbeda
Performance Prism

Pengukuran Kinerja
Teknik Industri - Fakultas Teknik
Universitas Brawijaya
 PRISM
• Hasil kolaborasi Chris Adams (praktisi dari
Accenture / Andersen Consulting) dan Andy
Nelly (akademisi dari Centre for Business
Performance, Cranfield School of
Management, UK)

• Mewadahi konflik antara fokus pada strategi

dan fokus pada stakeholder
Framework Performance Prism
Framework Performance Prism (2)
 APPLYING THE PERFORMANCE PRISM TO
MEASURES DESIGN

Five distinct, but logically interlinked, perspectives on performance

have been identified together with five key questions for
measurement design:
• Stakeholder Satisfaction – who are the key stakeholders and what
do they want and need?
• Strategies – what strategies do we have to put in place to satisfy
the wants and needs of these key stakeholders?
• Processes – what critical processes do we require if we are to
execute these strategies?
• Capabilities – what capabilities do we need to operate and
enhance these processes?
• Stakeholder Contribution – what contributions do we require from
our stakeholders if we are to maintain and develop these
capabilities?
Stakeholder and Organization Wants and
Needs (1):
 Tugas Besar
• BSC: ?, ?
• OMAX: Rumah Potong Ayam, ?
• IPMS: TI-UB, ?
• PRISM: AISEC, ?
• AHP: Semen Gresik, Krakatau Steel
• Hybrid: ?, ?