The diiference between IPMS and Performance PRISM

1. Integrated Performance
Measurement System (IPMS)
Pengukuran Kinerja
Teknik Industri - Fakultas Teknik
Universitas Brawijaya

2. 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)

3. IPMS
Industry Best Practice
Reference Model for IPMS
Audit Method for IPMS
Design and Deployment
Tools for IPMS

4. IPMS
• Reference Model:
– Dua sisi sistem pengkuran kinerja: integritas
(integrity), dan penyebaran (deployment)
– Struktur: 4 level
– Tiap level: 5 faktor kunci

5. The Business
Business Units
Business Processes
Activities
IPMS BUSINESS STRUCTURE

6. The Business
Business Units
Business Processes
Activities

7. Stakeholders
Objectives
Measures
Business Units
Business Unit Classification, RONA,
ROI, Performance Measures Classi-
fication
External Monitor

8. Stakeholders
External Monitor
Objectives
Measures
The Business
EFQM, Financial Models, RONA and ROI trees, etc.
Stakeholders
External Monitor
Objectives
Measures
Stakeholders
External Monitor
Objectives
Measures
Stakeholders
External Monitor
Objectives
Measures
Business Units
Business Units Classification, RONA/ROI Tress,
Performance Measures Classifications
Systems Classification,
Performance Measures Classification
Systems Classification,
Performance Measures Classification
Business Processes
Activities

9. 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

10. Performance Prism
Pengukuran Kinerja
Teknik Industri - Fakultas Teknik
Universitas Brawijaya

11. 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

12. Framework Performance Prism

13. Framework Performance Prism (2)

14. 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?

15. Stakeholder and Organization Wants and
Needs (1):

16. Tugas Besar
• BSC: ?, ?
• OMAX: Rumah Potong Ayam, ?
• IPMS: TI-UB, ?
• PRISM: AISEC, ?
• AHP: Semen Gresik, Krakatau Steel
• Hybrid: ?, ?