The document discusses key performance indicators (KPIs), which help organizations define and measure progress toward goals. It provides guidelines for developing effective KPIs, including that they should be quantifiable and reflect organizational goals and objectives. It also gives examples of good and bad KPI definitions, and shows how KPIs can be structured at different levels of an organization and cascaded down from high-level goals.

1. By : DSA
January 2014

2. Key Performance Indicators, also known as KPI or
Key Success Indicators (KSI), help an organization
define and measure progress toward organizational
goals.
KPI are important to business because they help it
focus on common goals and ensure those goals stay
aligned within the organization. This focus will help a
business to stay on task and work on meaningful
projects that will assist in reaching objectives faster.

3. To determine KPI's for your business or project, first
determine the overall goals. This should originate
from the organization's mission statement. Decide
what to measure, and how to measure it. Be specific.
If you're measuring sales increase, will you be
measuring the number of units sold or amount of
dollars? Are you subtracting returns? Lay out a
specific formula so that everyone get's the same
number when calculating.

4. Bad:
Title of KPI: Increase Sales
Defined: Change in Sales volume from month to month
Measured: Total of Sales By Region for all region
Target: Increase each month
What's missing? Does this measure increases in sales volume by dollars
or units? If by dollars, does it measure list price or sales price? Are
returns considered and if so do the appear as an adjustment to the KPI
for the month of the sale or are they counted in the month the return
happens? How do we make sure each sales office's volume numbers are
counted in one region, i.e. that none are skipped or double counted?
How much, by percentage or dollars or units, do we want to increase
sales volumes each month? (Note: Some of these questions may be
answered by standard company procedures.)

5. Good:
Title of KPI: Employee Turnover
Defined: The total of the number of employees who resign for
whatever reason, plus the number of employees terminated for
performance reasons, and that total divided by the number of
employees at the beginning of the year. Employees lost due to
Reductions in Force (RIF) will not be included in this
calculation.
Measured: The HRIS contains records of each employee. The
separation section lists reason and date of separation for each
employee. Monthly, or when requested by the SVP, the HRIS
group will query the database and provide Department Heads
with Turnover Reports. HRIS will post graphs of each report on
the Intranet.
Target: Reduce Employee Turnover by 5% per year.

6. Key Performance Indicators Must:
Reflect the organization's goals
Be key to it's success
Be quantifiable.

7. KKPPII GGuuiiddeelliinneess
Guidelines in FFoorrmmuullaattiinngg tthhee KKPPII
Ukuran keberhasilan harus menunjukkan indikator kinerja
yang jelas, spesifik dan terukur (measurable)
Ukuran keberhasilan harus dinyatakan secara eksplisit dan
rinci sehingga menjadi jelas apa yang diukur
Biaya untuk mengidentifikasi dan memonitor Ukuran
Keberhasilan sebaiknya tidak melebihi nilai yang akan
diketahui dari pengukuran tersebut. Hindari pengukuran
yang berlebihan yang tidak banyak memberi nilai tambah.

8. BBaallaanncceedd SSccoorreeccaarrdd
KKeeyy
PPeerrffoorrmmaannccee
IInnddiiccaattoorrss
Identifying
Defining
Measuring
Monitoring
Reporting
CCoommppaannyy
ssttrraatteeggyy
Vision
Mission
Strategy
BBaallaanncceedd
SSccoorreeccaarrdd

9. KKeeyy PPeerrffoorrmmaannccee IInnddiiccaattoorrss ((KKPPII))
Vision
Mission
and Values
Strategy
Finance
Customer
Internal Business
Process
Learning
Key Performance
Indicators
Key Performance
Indicators
Key Performance
Indicators
SSttrraatteeggiicc OObbjjeeccttiivveess
KPI = Ukuran atau
Indikator yang akan
memberikan informasi
sejauh mana kita telah
berhasil mewujudkan
sasaran strategis yang
telah kita tetapkan

10. 10 langkah proses cascading

11. Tujuan Divisi
Relevansi Divisi
Pelanggan Divisi
Aktivitas Divisi
Analisa Visi dan Misi Divisi
Mengidentifikasi kontribusi dan pengaruh Divisi thd Peta Strategi Perush
Mengidentifikasi Pelanggan Divisi
Mengidentrifikasi tugas pokok (proses inti) Divisi
Identifikasi Harapan Pelanggan
Menurunkan SS Perush ke Divisi
Memperhatikan Isu-isu Lokal
Konsolidasi dan Tes Logika
Memilih KPI
Mentabulasi output, pelanggan, dan ekspektasi pelanggan
Me-review langkah 1 dan mengidentifikasi SS yg harus
diturunkan ke Divisi, lalu menentukan SS tambahan yg
diperlukan divisi
Lihat langkah 2,3,4 dan 5 dan kembangkan perspektif
Pelanggan dan Keuangan, Proses Bisnis dst
Menyusun Peta Strategi Divisi
Mengidentifikasi dan mendefisikan KPI utk setiap SS
Menentukan Target & Inisiatif Strategis
Menentukan target KPI & Inisiatif Strategis utk
Setiap SS

12. Tingkatan Key Performance Indicators
Increase Sales Revenue
Measure
Results
• Sales Revenue
Measure
Activity
• Jumlah Kunjungan ke Klien Prospektif
• Jumlah pameran produk yang dilakukan

13. Corporate BBaallaanncceedd SSccoorreeccaarrdd MMaapp --
AAnn EExxaammppllee
Enhance Long-term
Shareholder Value
Manage Cost Efficiency
Increase Revenue Growth
Increase
Customer Acquisition
Nurture Customer
Satisfaction
Achieve
Operational
Excellence
Develop Employee
Satisfaction
Drive Demand via
Customer Relation
Management
Manage Dramatic
Growth through
Innovation
Financial
Customer
Business Process
Learning & Growth
Expand
Market Share
Enhance Employee
Productivity
Improve Employee
Appraisal System

14. TTaabbeell BBSSCC ddaann KKPPII
Perspektif Sasaran Strategis KPI Target
Financial
(bobot 25)
Enhance Long Term
Shareholder Value
Profitability (Rp) 5,000
Profitability Growth (%) 10
Increase Revenue
Growth
Revenue (Rp) 50,000
Revenue Growth (%) 12
Manage Cost Efficiency Overhead Cost Ratio (%) 8
Customer
(bobot 25)
Nurture Customer
Satisfaction Customer Satisfaction Index 8
Expand Market Share Market Share per Product (%) 40
Increase Customer
Percentage of Loyal
Acquisition
Customers (%) 50

15. Perspektif Sasaran Strategis KPI Target
Business
Process
(bobot : 25)
Achieve Operational
Excellence Number of Product Defects
100 per 1
million
Drive Demand via
Customer Relationship
- Time To Response
Customers' Request max 24 hours
- Number of Customer
Gatherings 6 per year
Manage Growth via
Innovation
- Number of New Products
Launch 2 in this year
- Number of New Initiatives
Implemented for Continous
Improvement 10
Learning
(bobot : 25)
Develop Employee
Satisfaction - Employee Satisfaction Index 8
Enhance Employee
- Sales Revenue Per
Productivity
Employee (Rp)
500 per
employee
Menyempurnakan
Sistem Evaluasi
Kinerja
- Persentase Penyelesaian
Sistem Manajemen Kinerja
Baru
100 % ready in
November 2012

16. Perspektif Sasaran Strategis KPI Target Achievement Score
Financial
(25)
Enhance Long Term
Shareholder Value
- Profitability 5,000 5,100 102 103 25.80
- Profitability Growth 10 11 110
Increase Revenue
Growth
- Revenue 50,000 52,000 104
- Revenue Growth 12 12 100
Manage Cost
Efficiency - Overhead Cost Ratio 8 8 100
Customer
(25)
Nurture Customer
Satisfaction - Customer Satisfaction Index 8 7.80 98 93 23.33
Expand Market Share - Market Share per Product 40 37 93
Increase Customer
- Percentage of Loyal
Acquisition
Customers 50 45 90
Business
Process
(25)
Achieve Operational
Excellence - Number of Product Defects 100 per 1 million 100 per 1 million 100 99 24.80
Drive Demand via
Customer Relationship
- Time To Response
Customers' Request max 24 hours average 25 hours 96
- Number of Customer
Gatherings 6 per year 6 100
Manage Growth via
Innovation
- Number of New Products
Launch 2 in this year 2 100
- Number of New Initiatives
Implemented for Continous
Improvement 10 10 100
Learning
(25)
Mengembangkan
Employee Satisfaction - Employee Satisfaction Index 8 7.60 95 95 23.75
Mengembangkan
Produktivitas
- Sales Revenue Per
Karyawan
Employee 500 per employee 450 90
Menyempurnakan
Sistem Evaluasi
Kinerja
- Persentase Penyelesaian
Sistem Manajemen Kinerja
Baru
100 % ready in
November 2012
100 % ready on
time 100 9 7.68