SAPA Balanced Scorecard
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Transcript of SAPA Balanced Scorecard
TOWARD SPFO TOWARD SPFO Strategy and Performance Strategy and Performance
Focused OrganizationFocused Organization
through through Balanced ScorecardBalanced Scorecard
2
Yan Yohanes Abdullah• 2000 : MM Prasetya Mulia.
• 1987 : ITB – Teknik Industri
• 2007 – NowProject Team Leader of BSc Development – CNOOC SES Ltd.Strategy Management Office – CNOOC SES Ltd.Organizational Capability Development – CNOOC SES Ltd.
• 2004 – 2007 : Procurement Department – CNOOC SES Ltd.
• 2002 – 2004 : Logistics Department - – CNOOC SES Ltd.
• 2000 – 2002 : Support Operation Department – Repsol-YPF MALAYSIA Ltd.
• 1990 – 2000 : Internal Audit Department – MAXUS SES Ltd.
• 1987 – 1990 : Management Consulting Company – Indomas Mulia
ABOUT YOUR FACILITATOR
Ingatlah ketika Rabb-mu berfirman kepada para Malaikat:"Sesungguhnya Aku hendak menjadikan seorang khalifah di muka bumi". Mereka berkata: "Mengapa Engkau hendak menjadikan (khalifah) di bumi itu orang yang akan membuat kerusakan padanya dan menumpahkan darah, padahal kami senantiasa bertasbih dengan memuji Engkau dan mensucikan Engkau". Rabb berfirman: "Sesungguhnya Aku mengetahui apa yang tidak kamu ketahui". (QS. 2:30) keniscayaan ilmu pengetahuan & teknologi
Sesungguhnya Allah telah menolong kamu (hai orang-orang mu'minin) di medan peperangan yang banyak, dan (ingatlah) peperangan Hunain, yaitu ketika kamu menjadi congkak karena banyaknya jumlahmu, maka jumlah yang banyak itu tidak memberi manfaat kepadamu sedikitpun, dan bumi yang luas itu terasa sempit olehmu, kemudian kamu lari kebelakang dan bercerai-berai. (QS. 9:25) keniscayaan good governance dan profesionalitas
Mu’min yang kuat lebih baik dan lebih disukai oleh Allah dari pada mu’min yang lemah. Berkeinginan sangatlah kepada hal-hal yang memberi manfaat dan mintalah tolong kepada Allah dan janganlah engkau lemah (Hadits Riwayat Muslim) keniscayaan power & authority
Dan bagi tiap-tiap ummat ada kiblatnya (sendiri) yang ia menghadap kepadanya. Maka berlomba-lombalah kamu (dalam membuat) kebaikan. Di mana saja kamu berada pasti Allah akan mengumpulkan kamu sekalian (pada hari kiamat). Seungguhnya Allah Maha Kuasa atas segala sesuatu. (QS. 2:148) keniscayaan kompetisi hidup yang nyata
"...Sebaik-baik manusia adalah yang paling bermanfaat bagi sesama manusia..." [HR. Thabrani dalam Al-Ausath] keniscayaan value creation
''Barangsiapa yang hari ini lebih baik dari kemarin, adalah orang yang beruntung, bila hari ini sama dengan kemarin, berarti orang merugi, dan jika hari ini lebih jelek dari kemarin, adalah orang celaka” (Al Hadits). keniscayaan continuous improvement dan change
4
“A person who never made a mistake never tried anything new.”
“Seseorang yang tidak pernah melakukan kesalahan berarti belum pernah melakukan sesuatu yang baru.”
Albert Einstein
“Jika anda menunda segala sesuatu sampai anda yakin tentangnya, maka anda tidak akan mengerjakan apa-apa.”
Norman Vincent Peale
5
DEVELOPMENT OF BALANCED SCORECARD:Creating Organizational Synergy through Effective Alignment
• Understand the basic philosophy of Balanced Scorecard and its role in translating strategy into actions
• Understand how to use Balanced Scorecard as the tool to align strategic performance within the organization
• Understand the methodology to cascade down the Strategy Map and Key Perfomance Indicator into down line level
• Able to build the Strategy Map, Key Performance Indicator and Strategic Initiatives
• Understand the journey and commitment required to become a strategy and performance focused organization
Workshop ObjectivesWorkshop Objectives
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OUR CHALLENGES AND NEEDSOUR CHALLENGES AND NEEDS
Only 10% of organizationexecute their
strategy
Barriers to
Strateg
y Execu
tion
Vision Barrier
Only 5% of the workforce understand the strategy
People Barrier
Only 25% of managers have incentives linked to strategy
Resource Barrier
60% of organization don’t link budgets to strategy
Chart adapted and modified from material developed by Robert S. Kaplan and David P. Norton
Better Communication
of Strategy
Better Strategy Based
PerformanceManagement
Initiatives & BudgetingBased on Strategy
Management Barrier
85% of executive teams spend less than one hour per
month discussing strategy
Umbrella Systemsto Review and
Manage Strategy
OUR NEEDSOUR NEEDS
7
SPFO through BSC
BETTER TRANSLATING
VISION, MISSION, VALUES,
AND TRANSFORMATION
STRATEGY INTO ACTIONS
Better Strategy CommunicationStrategy Mapping approach along with
communication plan will be developed to communicate vision and mission to employees
Enhanced Perform. MgmtWide Strategy Map and Scorecard will be
cascaded to all Units. Unit Scorecards will be linked to performance management
Strategy Based BudgettingAll strategic initiatives at Unit Levels must be
linked to the strategic objectives of the unit and strategic objectives of Government Wide
Chart adapted and modified from material developed by Robert S. Kaplan and David P. Norton
GO
OD
GO
VE
RN
AN
CE
Umbrella Systems to ReviewDashboard Wide Strategy Map and all Unit
Scorecards will become the common systems for Management in periodic review of strategy and
strategic initiative implementation
8
StrategyStrategyPerformancePerformance
FocusedFocusedOrganizationOrganization
MOBILISE CHANGEMOBILISE CHANGE(Direction, Leadership and Accountability) (Direction, Leadership and Accountability)
TRANSLATION OFTRANSLATION OFSTRATEGY TOSTRATEGY TOOPERATIONSOPERATIONS
FIVE PRINCIPLES OF STRATEGY AND PERFORMANCE FOCUSED
ORGANIZATION (SPFO)
MOTIVATE MOTIVATE INDIVIDUALS TO INDIVIDUALS TO
ACHIEVE ACHIEVE STRATEGYSTRATEGY
MAKE STRATEGY MAKE STRATEGY A GOVERNANCEA GOVERNANCEPROCESSPROCESS
ALIGN UNITS TO ALIGN UNITS TO THE COMPANY THE COMPANY
STRATEGYSTRATEGY
Strong commitment from Top Mgt.Strong leadership across
organizations in driving change.
Communication and training of strategy to every level.
Linking strategy to goal and reward setting for individuals.
•Regular strategic performance review (monthly, quarterly, and annually)
•Organizational Learning – Corrective Action from Review Meetings.
•Presence of Strategy Management Office.
Division vertical alignment against company strategy.
Cross-divisional, business-support function, horizontal
alignment.
Defining vision, mission, strategies, targets and strategic initiatives.Integrating strategy to planning and budgeting.
Create theStrategy
Implement theStrategy
WHAT IS THE MOST DIFFICULT STEP?
Didunia 10% Didunia 10% yang berhasilyang berhasilDidunia 10% Didunia 10% yang berhasilyang berhasil
WHAT IF WE WERE TO VISUALIZE STRATEGY
BEFORE IMPLEMENTING IT?
Create theStrategy
Implement theStrategy
Visualise theStrategy
Visualization
DEFINITIONS OF BSCDEFINITIONS OF BSC
A management system that allows organization to translate its vision, mission and strategies into actions by focusing on a “dashboard” which shows balanced measures/indicators in defining the causal-effect of the company strategies, beyond mere financial measures.
It is a tool/ framework to communicate strategy in operational terms to the stakeholders: management, employees, shareholders, customers, and communities.
11
2 2
3 3
4 4
55
6 6
7 7
88
9 9
Financial Perspective““To Succeed financially, how should we appear to our shareholders?”
Stakeholder Perspective“To achieve our vision, how should we appear to our stakeholder?”
Internal Business Process Perspective“To satisfy our stakeholders, what business processes must we excel at?”
Learning & Growth Perspective“To achieve our vision, how will we sustain our ability to change and improve?”
VISION & STRATEGY
Source: Adapted from Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System”
Yesterday
Today Today
Future
BALANCED SCORECARD: FOUR PERSPECTIVES
CAUSE & EFFECT RELATIONSHIP: FAST FOOD RESTAURANT
Profitability
CustomerLoyalty
QualityFood
FastService
EmployeeSkills &Attitude
Financial
Customer
Internal Business Process
Learning & Growth
•Human Capital•Organization Capital•Information Capital
UNDERSTAND THE TERMS
A desired future outcome of an organization
The reason of organization’s existence, what we do today to achieve vision
Standard of belief and behaviors that guide people’s actions
:
:
:VALUES
MISSION
VISION
Danah Zohar & Ian Marshal dalam buku Spiritual Capital: 8 Isu kunci yang membuat budaya organisasi fokus; Komunikasi, Relasi, Kekuasaan, Flexibilitas, Keadilan, Kepercayaan, Kebenaran, Pemberdayaan.
17
UNDERSTAND THE TERMS (Con’d)It is a deliberate process of choosing a set of activities differently from competitors, in order to deliver a unique mix of value
:STRATEGY
STRATEGY MAP
An interrelationship among strategy objectives in cause-effect format that reflects the “journey” of an organization’s strategy
:
STRATEGICOBJECTIVES
A concise statement describing the major activities that an organization must do well in order to execute its strategy. A cause-effect mapping of SO is termed as strategy map.
:
INITIATIVES/ACTION PLAN
Specific projects that need to be implemented in order to support the achievement of strategic objectives. A project normally has a beginning and ending points.
:
OUTPUT v.s OUTCOME
Keluaran (output) adalah barang atau jasa yang dihasilkan oleh kegiatan yang dilaksanakan untuk mendukung pencapaian sasaran dan tujuan program dan kebijakan, contoh: produksi petani.
Hasil (outcome) adalah segala sesuatu yang mencerminkan berfungsinya keluaran dari kegiatan-kegiatan dalam satu program, contoh tingkat pendapatan dan kesejahteraan petani.
Guidelines in Selecting a KPIKPI must be well-defined and doesn’t lead to ambiguity or
multi interpretations.
KPI must be as SMART-C as possible: Specific, Measurable, Agreeable, Realistic, Timebound, and Continous Improved.
KPI must have data that can be acquired on regular basis.
KPI must measure areas that are within our influence (in some cases, when level of influence is very low yet attention is needed, the indicator is called: monitoring KPIs which would have 0% weighting).
Limit the total number of KPIs at a reasonable level. Typically, at Departmental Level, we need around 10 to 15 KPIs.
The cost to identify or to monitor a KPI should not exceed the value gained from the measurement of the KPI.
THE PROCESS FOR KPI SELECTION ACKNOWLEDGES THAT KPIS CAN BE DEVELOPED AT THREE LEVELS
What is theStrategic
Objective?
MeasureResults?
Measurethe Results
Measure the Next Best Indicator
Y
Yes (exact)
No (proxy)
MeasureActivity?
N
Measure the Activities/Inputs thatProduce the ResultsQuantity Quality Revenue
Cost Time
Y
MeasureInitiatives?
Measure the Progress of
Initiatives
N
Y
Will theAgreed
MeasuresEncourage
theRight
Behaviours?
Furthest Fit
Closest Fit
What is theStrategic
Objective?
MeasureResults?
Measurethe Results
Measure the Next Best Indicator
Y
Yes (exact)
No (proxy)
MeasureActivity?
N
Measure the Activities/Inputs thatProduce the ResultsQuantity Quality Revenue
Cost Time
Y
MeasureInitiatives?
Measure the Progress of
Initiatives
N
Y
Will theAgreed
MeasuresEncourage
theRight
Behaviours?
Furthest Fit
Closest Fit
Example
Example
What is theStrategic Obj?
MeasureResults?
Y
Exact
Proxy
MeasureProcess?
N
Y
MeasureInitiatives
N
Y
Furthest Fit
Closest Fit
Improve Customer Satisfaction
Improve Customer Satisfaction
Customer Satisfaction IndexCustomer Satisfaction Index
No. of ComplainsNo. of Complains
Number of customer eventsNumber of customer events
Number of Satisfaction Review MeetingNumber of Satisfaction Review Meeting
Customer Satisfaction Monitoring Systems
Implementation
Project KPIs(Milestones)
What is theStrategic Obj?
MeasureResults?
Y
Exact
Proxy
MeasureProcess?
N
Y
MeasureInitiatives
N
Y
Furthest Fit
Closest Fit
Improve Customer Satisfaction
Improve Customer Satisfaction
Customer Satisfaction IndexCustomer Satisfaction Index
No. of ComplainsNo. of Complains
Number of customer eventsNumber of customer events
Number of Satisfaction Review MeetingNumber of Satisfaction Review Meeting
Customer Satisfaction Monitoring Systems
Implementation
Project KPIs(Milestones)
How to calculate Score
ACHIEVEMENT SCORE Category Colour
Achievement > 115% Score = 4 Excellent BLUE
100% < Achievement < 115% 3 < Score < 4 Good GREEN
85% < Achievement < 100% 2 < Score < 3 Fair YELLOW
70% < Achievement < 85% 1 < Score < 2 Poor RED
Achievement < 70% Score = 1 Poor RED
Scoring System of Achievement
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
0% 70% 85% 100% 115%
Achievement (%)
Sc
ore
(s
ca
le 1
-4)
BSC Cycle Process
To be done
24
Technology AdoptionTechnology Adoption
Human Capital
Internal Business Process
Financial
L1.Enhance
competencyof employee
S1. Reserve Growth
F1.Improved cost
structure
Learning & Growth
ExploitationExploration
P1.Re-focus on G&G and reservoir engineering
for discovery
S4.Become a good corporate citizen
P2.Develop new fields
and improved recovery project
Supply Chain ManagementSupply Chain Management
P6.Innovative and
cost-effective procurementarrangements
P7. Optimize Inventory
Management
P3.Develop exploitation
drilling and process facilitieson budget, schedule, spec
P5.Effective adoption of
innovative technology forexploration and exploitation
activities
Information CapitalOrganization Capital
L2.Best utilizationof local talents
L5.Balanced mix of international and
national employees
L6.Promote reward and recognition
L3. Utilize IT to foster
excellent business processes
P4.Ensure smooth androbust production
Stakeholders
S2.Optimized Production
L4.Enliven
CNOOC corporate value
P8.Improve logistic
Management
F2.Effective Program Budget Spending
S3.Excellent QHSE Implementation
CNOOC SES LTD. BSC Company LevelCNOOC SES LTD. BSC Company Level
Technology AdoptionTechnology Adoption
Human Capital
Internal Business Process
Financial
L1.Enhance
competencyof employee
S1. Reserve Growth
F1.Improved cost
structure
Learning & Growth
ExploitationExploration
P1.Re-focus on G&G and reservoir engineering
for discovery
S4.Become a good corporate citizen
P2.Develop new fields
and improved recovery project
Supply Chain ManagementSupply Chain Management
P6.Innovative and
cost-effective procurementarrangements
P7. Optimize Inventory
Management
P3.Develop exploitation
drilling and process facilitieson budget, schedule, spec
P5.Effective adoption of
innovative technology forexploration and exploitation
activities
Information CapitalOrganization Capital
L2.Best utilizationof local talents
L5.Balanced mix of international and
national employees
L6.Promote reward and recognition
L3. Utilize IT to foster
excellent business processes
P4.Ensure smooth androbust production
Stakeholders
S2.Optimized Production
L4.Enliven
CNOOC corporate value
P8.Improve logistic
Management
F2.Effective Program Budget Spending
S3.Excellent QHSE Implementation
CNOOC SES LTD. BSC Company Level - KPICNOOC SES LTD. BSC Company Level - KPI
• % of discovery wells
No. of wells developed
• Project execution score
% of unplanned production loss
No. of workable innovation• % of timely crew transport• % of timely and complete material delivery
• % of fast moving items covered by consignment contract• % of goods rejection• % of Bridging Contracts• % Timely AFE Approval• % Timely Procurement Plan Approval• % Timely Procurement Award Approval
• Value of dead stock• Inventory value• Stock-out for critical items
• Technical competency gap • Soft competency gap • % of vacant jobs filled on time as planned
• Successful rate of jobs promoted from within
Telecommunication System Availability
Employee Climate Index
• C&B rating among PSC's
• Fulfillment of RPTK
• Total lifting cost (USD)• Total SG&A (USD) • Unit DD&A (USD/BOE)
Program budget spending
Annual throughput• Reserve replacement (%)
• No. of joint events• % of community programs completed• % of community programs covered by
media• Amount of non-cost recovery audit
finding
• No. of fatality• RIR• No .of single damage > USD 140,000• No .of reportable oil spills• Oil in water • % of unsafe condition reports followed up• Ratio of unsafe STOP card to total STOP card
Internal Process
Serikat Pekerja FORKKAMStrategy Map dan Key Performance Indicator
L1.Peningkatan
kompetensi dan Kinerja pengurus
P4. Meningkatkan kerjasama
sinergis dengan perusahaan
Learning & Growth
F1.Optimalisasi
anggaran organisasi
L3. Pengembangan inisiatif
Cont. Improvement
Stakeholders•Pekerja•Perusahaan•BPMIGAS
Ver. April 2009Financial
S1. Pekerja
Berdaya dan Sejahtera lahir batin
L2. Peningkatan komunikasi
Pengurus-Anggota
P2. Meningkatkan efektivitas
perlindungan hak-hakPekerja
P1. Mendorong
Pemberdayaan dan pengembangan
pekerja
P3. Mengawasi posisi Compensation &Benefit Pekerja
• Indeks kepuasan pekerja • % deviasi anggaran• Timely and accurate laporan keuangan
• Tingkat underdeveloped employee• Tingkat partisipasi training
• Tingkat kesuksesan perlindungan kasus pekerja• Tingkat fairness PMS dan Distribusi Merit
• Tingkat kesuksesan proposal• C&B Rating
• Jumlah event kerjasama/ sharing• Jumlah pertemuan bi-partit
• Competency gap pengurus • # Training/ workshop pengurus• # Pertemuan paripurna Pengurus
• Jumlah inisiatif Continuous Improvement yang diimplementasikan
• # pertemuan pengurus wilayah dengan anggota• Jumlah anggota
Proses Internal (Internal Process)
Balanced Scorecard SMP Negeri 12 BekasiStrategy Map and Key Performance Indicator
L1.Meningkatkan
Kompetensi untuk pengelolaan sekolah
Pembelajaran & Pertumbuhan (Learning & Growth)
F1.Optimalisasi
RAPBS
L3. Memanfaatkan Teknologi
Informasi utk sistem mengjardan administrasi
Keuangan (Financial)L2.
Mengembangkan efektivitas dan efisiensi
Organisasi
• % Pengeluaran rutin• Budget deviation• Tingkat transparansi RAPBS
• # training, workshop, seminar• Tingkat kompetensi kep
sekolah
• Indeks iklim kerja• Tingkat kesejahteraan guru & TU• # guru & TU tidak naik pangkat >=4 th
• # inisiatif berbasis IT• % guru menggunakan LCD di kelas
Stakeholders S1. Lulusan siswa
yang berprestasi dan berkarakter
• Tingkat kelulusan siswa• Tingkat penerimaan di SMA unggulan • Tingkat disiplin siswa • # siswa bermasalah
• # guru bersertifikat pendidikan• Tingkat disiplin guru• Tingkat implementasi kurikulum• # Prestasi guru
• # prestasi non-akademis tingkat nasional
• # kegiatan non-akademis• # kegiatan kerohanian
• # kelas SSN• # kelas RSBI• Tingkat kelengkapan Laboratorium• Tingkat pemeliharaan
• Rata-rata nilai UAN• Rata-rata nIlai UAS• Rata-rata KKM• # prestasi akademis tingkat nasional
• Tertib Administrasi• Tingkat keamanan sekolah• Tingkat kebersihan sekolah• # temuan audit• Kualitas pelayanan TU
• # pertemuan dg orang tua siswa• # keterlibatan dalam event sekolah• # kontrak kerjasama dg dunia usaha
Revisi 3
S2.Prestasi
akademis siswa
S3.Prestasi
non-akademis siswa
P2. Mengoptimalkan
‘business process’administrasi sekolah
P3.Mengoptimalkanpembangunan &
pemeliharaanInfrastruktur
P1.Mengoptimalkan
Efektivitas belajar dan mengajar
P4.Meningkatkan
Partisipasi orang tua siswa dan masyarakat
35
Human Capital Information CapitalOrganization Capital
No of KPI = 36
Proses Internal (Internal Process)Proses Internal (Internal Process)
Pemerintah Daerah Kota PayakumbuhPeta Strategis dan Indikator Kinerja Utama
L1.Meningkatkan
KompetensiAparatur
Pembelajaran & Pertumbuhan (Learning & Growth)Pembelajaran & Pertumbuhan (Learning & Growth)
F1.Optimalisasi
APBD
L3. Memanfaatkan Teknologi
Informasi utk sistem layanandan administrasi
Ver. Feb 2009
Keuangan (Financial)Keuangan (Financial)L2.
Mengembangkan efektivitas dan efisiensi
Organisasi Pemda
• PAD• % Pengeluaran rutin• Score eksekusi anggaran program
• Gap competency• Produktivitas aparatur
• Penetapan/ penyempurnaan perda SKPD sesuai PP
• Indeks iklim kerja aparatur pemda
• Jumlah inisiatif berbasis IT
StakeholdersStakeholders
S2. Capaian
Pendidikan masyarakat
S4. Capaian
ekonomi masyarakat
S3. Capaian
Kesehatan masyarakat
S1. Capaian
keamanan masyarakat• PDRB• Pertumbuhan ekonomi• Tingkat pengangguran• Jumlah orang miskin• Tingkat daya beli masyarakat
• Usia harapan hidup• Tingkat kematian bayi• Tingkat kematian ibu
melahirkan
• Tingkat pendidikan• Jumlah anak putus sekolah• Tingkat buta huruf
P1.Meningkatkan
program kesadaran dan
kepastian hukum
P6.Meningkatkan
program pengembanganpotensi daerah
P3.Meningkatkan
program pendidikan &
budaya
P7.Meningkatkan
program Investasi
P5.Meningkatkanpembangunan & pemeliharaan
Infrastruktur
P2.Meningkatkan
kualitas pelayanan
publik
• Nilai total investasi
• Tingkat pelanggaran perda
• # Produk hukum yg di sosialisasikan
• # Produk hukum yang ditetapkan
• Jumlah wisatawan• Jumlah komoditi
baru ekspor
• Tingkat pelayanan umum
• Tingkat pelayanan sosial
• Nilai (Rp) Pembangunan
• Nilai (Rp) pemeliharaan
• Jumlah sekolah SSN• % guru bersertifikasi• % lulusan SLTA ke
PT/ kejuruan
• Tingkat kriminal
P4.Meningkatkan
program kesehatan masyarakat
• Fasilitas RS
VISI, MISI, DAN TUJUANVisiVisi
“Kesejahteraan dan Kedaulatan Petani
menuju Indonesia Lumbung Pangan Dunia 2020”
MisiMisi Mengembangkan klaster-klaster Industri
Pertanian Terpadu (IPT) di seluruh wilayah Indonesia.
Mewujudkan Pertanian Organik Ramah Lingkungan Berkelanjutan Berbasis Kemandirian Petani dan Kearifan Lokal.
Memberikan dukungan teknis bagi pengembangan IPT di setiap kabupaten melalui Jasa Konsultasi Agribisnis, pelatihan, Sistem Informasi Pertanian, Sistem pengelolaan LKM, Sistem Pembinaan kelompok Tani, Sistem Pembiayaan, Pabrik Pengolahan Padi Modern (P3M) dan Pemasaran.
TujuanTujuan
Mendorong terwujudnya otonomi daerah dengan membangun kekuatan potensi dan sumberdaya lokal.
Meningkatkan kesejahteraan petani melalui peningkatan produksi, produktifitas, dan kualitas melalui sistem budidaya SRI (System of Rice Intensification) Organik dan modernisasi alat dan mesin pertanian.
Menguasai dan mengelola fisik stok pangan sebagai cadangan pangan daerah di setiap wilayah.
Meningkatkan PAD (Pendapatan Asli Daerah) serta turut menggerakkan ekonomi wilayah.
Membantu mengatasi masalah pengangguran dan kemiskinan di daerah dengan membuka kesempatan kerja di sektor agribisnis.
KONSEP BIMAS KONSEP BIMAS INDUSTRI PERTANIAN TERPADUINDUSTRI PERTANIAN TERPADU
Kajian dan Pelatihan
Human Capital
Internal Business Process
Financial
L1.Meningkatkan
kontribusi karyawan
Learning & Growth
Pengolahan padi
P1.Meningkatkan efektivitas
kajian, pembinaan, pelatihan,dan pengembangan
masyarakat
Koperasi BMTKoperasi BMTP4.
Good Governance Koperasi BMT
CustomerSAPA Balanced ScorecardSAPA Balanced Scorecard
Logistik dan distribusi
Information Capital Organization CapitalL2.
MeningkatkanPemanfaatan
teknologi informasi
L3.Meningkatkan
Kapabilitas organisasi
1. Jumlah petani binaan2. Jumlah cluster3. Jumlah inovasi yang diterapkan4. Tingkat partisipasi masyarakat5. Kapasitas produksi
P2.Meningkatkan
efektivitas dan efisiensi proses pengolahan
P3.Meningkatkan efektivitas
dan efisiensi kegiatan logistik dan pemasaran
1. Tingkat kualitas pemisahan2. Tingkat kualaitas pengeringan3. Tingkat kualitas pengupasan4. Tingkat kualitas penggilingan5. Process cycle time6. Production Cost per unit7. Downtime mesin atau proses
1. Tingkat pengemasan2. Nilai deadstock beras3. Time delivery4. Inventory Turnover5. Stock-out inventory6. % pemenuhan komitmen7. Tingkat profitabilitas farm-outlet8. Sales turnover
1. Ketersediaan Saprotan2. Financial Turnover3. Nilai Kredit macet4. Delay pembayaran5. Delay penerimaan6. Temuan audit7. Jumlah ZIS8. Jumlah MOU9. Bantuan permodalan
1. Employee climate2. Tingkat eksekusi proyek3. Team work
1. Tingkat kompetensi karyawan2. Produktivitas karyawan3. Tingkat kesejahteraan karyawan
1. Tingkat efektivitas SAPA Mobile2. Integrated Business Application
S1. Meningkatkan
kesejahteraan dan kedaulatan petani indonesia
F1.Mengoptimalkan
kesehatan keuangan Organisasi
1. Net Income2. Revenue3. ROA (Return on Assets)
1. Tingkat kemandirian petani2. Tingkat pendapatan petani3. Jumlah produksi per tahun4. Tingkat keterlibatan tengkulak dan rentenir