ANALISIS PENGUKURAN KINERJA DAN PERENCANAAN STRATEGI MENGGUNAKAN PENDEKATAN BALANCED SCORECARD DAN HOSHIN KANRI: STUDI KASUS DI PERUSAHAAN TEKSTIL
Article Sidebar
Main Article Content
Abstract
This research was conducted in manufacturing company that focuses on the textile sector, especially raw materials for making woven labels. In calculating the company's current performance, what is considered in outline is the financial aspect, so that other aspects have not been considered. Intense competition in the current market share will certainly make the company's condition decline. Therefore it is necessary to have performance measurement and strategic planning. This performance calculating uses the Balanced Scorecard method which obtains 12 Key Performance Indicators (KPI), then calculated using the Objective Matrix and the Traffic Light System. The results of the Balanced Scorecard are: Financial Perspective 0.428, Customer Perspective 0.332, Internal Business Process Perspective 0.119, Learning and Growth Perspective 0.121. The results of the assessment using the Objective Matrix and Traffic Light System showed that 5 indicators were good, 2 performance indicators were not optimal, and 5 performance indicators needed improvement. Then proceed to strategic planning using the Hoshin Kanri method with the X-Matrix.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
References
R.S. Kaplan and D.P. Norton, The Balanced Scorecard: Translating Strategy Into Action, Massachusetts: the President and Fellows of Harvard College, 1996.
A.P. Mangkunegara, Evaluasi Kinerja Sumber Daya Manusia, Bandung: PT Refika Aditama, 2014.
H.S. Tsauri, Manajemen Kinerja Performance Management, Jember: STAIN Jember Press, 2014.
A. Suhada and E. Hendrayanti, “Analisis Kinerja Perusahaan dengan Pendekatan BalancedScorecard,” Optimal Jurnal Ekonomi dan Kewirausahaan, Vol. 13, No. 1, pp. 57-72, 2019.
I.D. Prijambada, Key Performance Indicator UMKM, Yogyakarta: Direktorat Pengabdian kepada Masyarakat Universitas Gadjah mada, 2019.
Mulyadi, Balanced Scorecard; Alat Manajemen Kontemporer untuk Pelipatgandakan Kinerja Laporan Keuangan Perusahaan, Jakarta: Salemba Empat, 2001.
Y. &. H. Sarjono, Objective Matrix (OMAX), Binus University Business School Undergraduate Program Management, Jakarta, 2017.
H.O.K. Ahmed, “A Proposed Systematic Framework for Applying Hoshin Kanri Strategic Planning Methodology in Educational Institutions,” European Scientific Journal, Vol. 12, No.16, pp. 158-194, 2016.
M. Darmawan, L.L. Salomon and W. Kosasih, “Analisis Pengukuran Kinerja Perusahaan dengan Balanced Scorecard dan Perencanaan Strategi dengan Hoshin Kanri di PT. XYZ,” Jurnal Ilmiah Teknik Industri, Vol. 10, No. 2, pp. 86-97, 2022.
Ahmad, L.L. Salomon and D. Alexander, “Performance Analysis of Employees at PT. Sungaiberkat Serani Sukses Using Human Resource Scorecard Method,” 2nd TICATE, 2019.
D.M. Langelo, C.O. Doaly and H.J. Kristina, “Perencanaan Strategi Hoshin Kanri dan Balanced Scorecard pada Perusahaan Distributor,” Jurnal Ilmiah Teknik Industri, Vol. 10, No. 2, pp. 161-171, 2022.
P. Dennis, Lean Production Simplified: A Plain-Language Guide to the World's Most Powerful Production System, Boca Raton: Taylor & Francis Group, 2015.