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Balanced ScorecardBalanced Scorecard
& Its Application& Its Applicationat PT. Hexindoat PT. Hexindo AdiperkasaAdiperkasa TbkTbk
PT Hexindo Adiperkasa Tbk
2012 Strategic Management Office
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B & A
2012 M O
Topik Bahasan :
M O
K BC
P BC H
I BC H : P, P, F
A BC
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B & A
2012 M O
O
CHIEF OF
ADMINISTRATION
OFFICER
CORPORATE
PLANNING DIV
CORPORATE
SECRETARYLEGAL
INTERNAL
AUDIT
SMO & ICAdhie Ardiansyah
Dept Head
IT
CORP. PLANNING
Listiana
Deputy Dept Head
Ardita
Staff
Agustomi S.
IC Staff
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B & A
2012 M O
& F( BC)
M P P (BC) BC .
M BC BC D, D,C & P.
M BC D, D, C & P.
M & .
M L BC , / & ().
M L BC .
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B & A
2012 M O
B
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B & A
2012 M O
P :
PerubahanPerubahanPerubahanPerubahan ParadigmaParadigmaParadigmaParadigma
EraEraEraEra IndustriIndustriIndustriIndustri EraEraEraEra InformasiInformasiInformasiInformasi
D ,
D ,
D ,
D ,
M ::::
.
/ .
K :
K P
H
K
P P
P
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B & A
2012 M O
A K :
B O
:
M.
J (JI) P.
C .
E E.
B P .
I
:
K .
D .
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B & A
2012 M O
BSC adalah sebuahkerangka kerjayang membantu
organisasi dalammemvisualisasikandan
menterjemahkan strategykedalamtujuan tujuanoperasionalyang mengarahkanperilakudan
kinerja.
Copyright 2006, Stroudwater Associates, Inc. All Rights Reserved
BALANCED SCORECARD
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B & A
2012 M O
Communication ToolCommunication ToolCommunication ToolCommunication Tool
Strategic ManagementStrategic ManagementStrategic ManagementStrategic Management
SystemSystemSystemSystem
Measurement SystemMeasurement SystemMeasurement SystemMeasurement System
M M
,
,
.
M
; ; ;
; .
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B & A
2012 M O
B
F P
C P
I B P
L & G P
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B & A
2012 M O
B :
I () ( )
I M L, & M M
I I & E
I P ( L&G, BP ) ( C, F )
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B & A
2012 M O
BSC Mengukur Indikator Keuangan dan
Non Keuangan
Future ApproachPast Experienced Approach
New MethodOld Method
Balanced ScorecardPerspektif Keuangan
Financial Ratio :
ROI
EBITDA
ROCE
4 Perspective :1. Finance
2. Customer
3. Internal Business Process
4. Learning & Growth
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B & A
2012 M O
Masa Lampau
Perspektif Keuangan (F)Untuk sukses secara finansial, apa yang
harus kita perlihatkan kepada para
pemegang saham?
Hari ini Hari ini
Perspektif Konsumen (C)Untuk mencapai visi kita, apa yangharus kita perlihatkan kepada para
konsumen?
Perspektif Proses Bisnis (BP)Untuk memuaskan pemegang saham dan
customer, proses internal seperti apayang harus kita unggulkan ?
Masa Mendatang
Perspektif Pembelajaran & Pertumbuhan (L&G)Untuk mencapai visi kita, dukungan seperti apa yang
bisa diberikan untuk mempertahankan kemampuan
untuk berubah & semakin baik?
Sumber : Diadaptasi dari Robert Kaplan & David Norton Using Balanced Scorecard as Strategic Management System
BC M I M L M D
VisiVisi &&StrategyStrategy
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B & A
2012 M O
PeoplePeoplePeoplePeople
If we manage employee
properly, and motivate them
effectively,
Business ProcessBusiness ProcessBusiness ProcessBusiness Process
We can do the right things
at the right time,
CustomerCustomerCustomerCustomer
And we can maximize a
customer satisfaction.
FinanceFinanceFinanceFinance
As a result we can increasesales and profit
H 4 BC :
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B & A
2012 M O
C H & A :
C E
F
K
P B
P & P
P
/ L
P L
Makanan
Berkualitas
P
C
Keahlian & Tingkah Laku
Karyawan
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B & A
2012 M O
L & G
C
F
B
,
& ?
,
?
,
O ?
I ,
?
STRATEGY
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B & A
2012 M O
AEG & BALANCED COECAD
M
M :
B :
M & F
DC
E
P
M
I
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B & A
2012 M O
MEMAHAMIPERSPEKTIF - PERSPEKTIF DALAM BSC
Customer
Learning & Growth
Internal Processes
Financial
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B & A
2012 M O
D ,
/ .
: L .
2 : G & C E.
1.EEKIF KEANGAN
L
C E G
I A
I
C
E
C
E
O
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B & A
2012 M O
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B & A
2012 M O
KEEBAAAN DALAM EEKIF KEANGAN:
1.H &
: ,
2.I ,
& .
3.M
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2012 M O
2. EEKIF KONMEN
KAN AMA DALAM EEKIF KONMEN
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B & A
2012 M O
3. EEKIF INENAL BINI
4 EMA AMA DALAM PEPEKIF INENAL BINI, :
OPEAION MANAGEMEN POCE COME MANAGEMEN POCE
INNOAION POCE EGLAO & OCIAL POCE
EGLAO & OCIAL
OCE
OEAION MGM
OCE
INNOAION
OCE
COME MGM
OCE
P
&
&
P
E
P
C &
P
I &
P
D
A
G
& D P
D
L
H, &
E
E
AAAN AEGI DALAM EEKIF KONMEN
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B & A
2012 M O
4. PERSPEKTIF PEMBELAJARAN & PERTUMBUHAN
HMAN CAIAL OGANIAIONAL CAIAL INFOMAION CAIAL
K
A
C
L
O
D
D
N
OLID FONDAION FO
IMOING COMAN EFOMANCE
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2012 M O
CONTOH PETA STRATEGI
Objectives
Fast groundturnaround
Objectives:What the
strategy istrying to
achieve
Targets
30 Minutes
90%
Targets:The level of
performance orrate of
improvement
needed
Cycle TimeOptimization
Initiatives:Key action
programsrequired to
achievetargets
InitiativesMeasures
On Ground Time
On-TimeDeparture
Measures:How success or
failure(performance)
against
objectives ismonitored
Strategic ThemeOperating Efficiency
Profits andRONAFinancial
Learning
Ground crewalignment
Lowestprices
Fewer planes
Customer
Internal
Fast ground
turnaround
Strategy Map
On-timeService
Attract & RetainMore
Customers
GrowRevenues
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B & A
2012 M O
KE EFOMANCE
INDICAO
KE EFOMANCE INDICAO
IDENIFING
DAFING
MEAING
MONIOING
EPOING
IION, MIION
& AEG
BALANCED
COECAD
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B & A
2012 M O
, M
A
F
L & G
B
C
O
K P I
K P I
K P I
KPI = M
.
G KPI :
C, , M
I &
C &
KE EFOMANCE INDICAO
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2012 M O
KPI
O
INGKAAN KE EFOMANCE INDICAO
KPI EL
AEGIC
OBJECIE
MEAE
EL
MEAE
ACII
KPI POCE
KPI
M
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2012 M O
C I
N C
INGKAAN KE EFOMANCE INDICAO CONOH
O
M
M
A
#
/
Improve Customer
Satisfaction on Service
Develop Competent
Employee
2 K
K
# /
% K
P D P
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B & A
2012 M O
B
P. H A
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B & A
2012 M O
&
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B & A
2012 M O
MENGAA HA BH BC ?
M K O
P P.
M K O
M O P .
M
B & A
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B & A
2012 M O
L : P B
K & N
P / P K
D P
IE K
2005
B & A
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B & A
2012 M O
BC I H
20082006 2010 - 201220092007
PHASE 1 PHASE 2
PreparationBSC fully implementation, as a foundation of
Performance Evaluation System
Becoming a Strategy & Performancefocused Organization
Trial period
System Automation Strategic Management
Office established
More objectives in reward system implementation Better Employee Performance Evaluation System Performance Awareness created
Linking the Corporate Performance Div./Dept. Performance
Individual Performance Link the BSC to Planning & Budgeting
Link the BSC to Corporate Strategy Management System
B & A
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B & A
2012 M O
BODs InterviewBODs Interview
Corporate StrategyFormulation
Corporate StrategyFormulation
Final Corporate
BSC
Final CorporateBSC
BODs InterviewSummary Report
BODs InterviewSummary Report
Business/FunctionalUnit BSC
Development
Business/Functional
Unit BSCDevelopment
Business/FunctionalUnit BSC
Finetuning
Business/FunctionalUnit BSC
Finetuning
Business/FunctionalUnit BSC
Agreement
Business/FunctionalUnit BSCAgreement
Final BBusiness/Functional
Unit BSC
Final BBusiness/Functional
Unit BSC
BSCSocialization
BSCSocialization
BSC
Quarterly Review
BSCQuarterly Review
Business/FunctionalUnit BSC Quarterly
Report
Business/FunctionalUnit BSC Quarterly
Report
RekapitulasiHasil BSCTahunan
RekapitulasiHasil BSCTahunan
Pengumuman
Hasil BSCTahunan
PengumumanHasil BSCTahunan
Rekapitulasi BSC
Tahunan
Rekapitulasi BSCTahunan
ALUR PROSES PENGELOLAAN BSC
Evaluasi TahunanPenurunan ke Level
Business/Functional UnitPengembanganLevel Corporate
Implementasi &Evaluasi Kwartal
B & A
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2012 M O
Langkah langkah penurunan
a.ANALISA
SCORECARDKORPORAT
a.REVIEW MISIDIVISI/DEPT
b.ANALISAHARAPAN
CUSTOMER
b.PENGEMBANGAN
PETA STRATEGI
a.PENGEMBANGAN
SASARANSTRATEGIS
DIVISI/DEPT
b.PENGEMBANGAN
KPI & TARGET
a.PENGEMBANGAN
INISIATIFSTRATEGIS
b.PENGEMBANGAN
STRATEGIC
INITIATIVECHARTER
STEP 1
Analisa Peta Strategi
Korporat
STEP 2
Analisa InternalDivisi/Dept
STEP 3
PengembanganPeta Strategi
Divisi/Dept.
STEP 4
PengembanganKPI & Target
STEP 5
PengembanganInisiatif Strategis
B & A
PT He indo Adiperkasa Tbk
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B & A
2012 M O
B O E
E E &
C
Foster Working Environment that Encourages & Recognizes Contribution
I H C F
M, B
B O
I
M F G
C
LEANING
&GOH
LEANING
&GOH
BINEOCE
BINEOCE
COME
COM
E
FINANCE
FINANCE
PT.Hexindo Adiperkasa TbkFY12 CORPORATE STRATEGY MAP
FY2012
F.1 M
F.4 O
C E
F.3. I
F.2. E
C P
C1. CP HE M
C2. C & L
B1. I E
B P
G
B2. I
F
B3. I P
A &
B6. I C
B4. E
B5. I E
I B
O
B10. O
A
L1. O P P
L2. E P
M I
L3. E I
I M
The Most Close & Reliable Partner
B7. C
C MB8. O
I C
B9. I
C M
L4. E C H
& C C
B & A
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&
2012 M O
CF100% F1.3 OIC I C
F
F
F
F
F
F
F
OCE
100%
100%
100%
ID10,000.
100%
100%
100%
F12AGE
CF2.3 % G P G
CF2.2 G P
CF1.4 D/E D E
CF1.5 P
CF1.2 OE E
F2.1 N P
F1.1 FI
KI
C
C
LINK O
F2. E
CP
F1. M
AEGICOBJECIE
FY12 CORPORATE KEY PERFORMANCE INDICATOR
B & A
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2012 M O
NF100% F4.3 % I OE
F11 (B . A)
F
F
F
F
F
OCE
100%
100% B
100% B
100%
100%
F12AGE
NF4.2 % O E
P CF3.1 F3. I
NF4.1 % O E
P CF3.2 % G
F4. O C
E
P CF4.4 % A
LINK OKIAEGIC OBJECIE
FY12 CORPORATE KEY PERFORMANCE INDICATOR
B & A
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2012 M O
MF100% C1.3 % C N O O G B
(B . A)
MF100% C2.2 % I E
L
MF100% C1.2 % N E
A
MF100% C2.1 % E
100%
F12
AGE
F
OCE
MC1.1 M
E
D
L
C1.
L HE
M
C2. C
& L
LINK OKIAEGIC OBJECIE
FY12 CORPORATE KEY PERFORMANCE INDICATOR
B & A
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2012 M O
100%
95%
B4.1 % G E
I (GI & MF)
B4. E
M
PP
P
I
PP
P
0%
0%
100%
B3.2 P
% D D
% B O C
% O C JO
PPP
PPP
100%100%
B3.1 P A
% O % P A
B3. I A &
P &
MF100% B1.1 % JD
B1. I E B
P G
B2. I F MI95%B2.1 %F A
LINK OOCEF12
AGEKIAEGIC OBJECIE
FY12 CORPORATE KEY PERFORMANCE INDICATOR
B & A
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2012 M O
FF95105%
P
B7.1 % C PB7. C C
M
FF100% B7.2 C C
CMO0B6.2 # D J C)
(1 OCD & P )
B6. I C
INAD, CP
PP
MD
MM
OCE
CP
PP
MD
LINK O
100%
60%
B5.1 % A AM O
A
FMC
A
B5. I E
I B O
100%B6.1 % C BP P &C
P : 100%
: 100%
B5.2 H
F12AGE
KIAEGIC OBJECIE
FY12 CORPORATE KEY PERFORMANCE INDICATOR
B & A
O O O O
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2012 M O
PPPP100% BB8.2 I O
I IP & I
CF100% BB9.2 F A O
B9. O F A
FC100% BB10.1 % O A
B10. I C
M
FC100% BB10.2 % A
PPPP100% BB8.1 I AB8. O I L
CI100% B9.1 F A /
D
MF100% B9.3 I D
()
LINK OOCEF12AGE
KIAEGIC OBJECIE
FY12 CORPORATE KEY PERFORMANCE INDICATOR
B & A
FY12 CORPORATE KEY PERFORMANCE INDICATOR
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2012 M O
HH100% L4.1 % % C H D
( J
D )
L4. E C
H & C
C
II95%L3.2 % I I I
B
L3. E I I
M II70%L3.1 % L I I
HH100% L1.2 E P
L2. E
M
I
HH100% L1.1 P L1. O P P
MOMO100% L2.2 I
M
CC100% L2.1 # B I
LINK OOCEF12AGE
KIAEGIC OBJECIE
FY12 CORPORATE KEY PERFORMANCE INDICATOR
B & A
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2012 M O
K BC
HANA EKEDA PELAPOAN DAN PENGKAN AJA
NDOME
KPI GAME
IDAK BEHBNGAN DENGAN IEM EMNEAI
KOMIMEN KEPEMIMPINAN ANG LEMAH
ANDA ANDA DAI KI GAMING
HANA PENGKAN ANG MDAH ANG HANA DILAPOKAN
AGE DIBA EENDAH MNGKIN
( ) KPI .
B & A
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2012 M O
KETERKAITAN
BSC & PENILAIAN KERJA KARYAWAN
B & A
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2012 M O
NILAI AKHI EONAL EALAION E
KAAAN
1. BC
2. AEA ANGGNG JAAB
EKEJAANDIILIN
1. ALA INCEMEN
2. OMOI JABAAN / OII
3. BON AHNAN
B & A
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2012 M O
GM 80% 20% 20%*
MGR 80% 20% 20%*
SPV 70% 30% 20%**STAFF 60% 40% 20%**
* GM/ MANAGER = WL, PE Target Submission, PE Scoring Submission
** SUPERVISOR - STAFF = WL, Late, Absence, PE Target Submission, PE Scoring Submission
POSITION A. BSC
B. JOB
ASSIGNMENT C. DICIPLINE
MAI ENILAIAN KAAAN
B & A
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2012 M O
PengenalanQPR
B & A
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2012 M O
A P ?
KPI.
E
.
I K
.
I
.
B & A
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2012 M O
E D
B & A
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2012 M O
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B & A
N
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2012 M O
N
B & A
N
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2012 M O
N
B & A
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2012 M O
M C & A :
1 K
2 A , A
3 K H
4 K I / A
5 L
6 / A
7 L A , A
OK .
B & A
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2012 M O
Mengakses Comment & Action Plan
M C & A :
1 A
C / A
2 K / A A / M
B & A
L M /
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2012 M O
L M /
Step 1
Step 2
K
KI
Step 3
O
Step 4
M
Step 5
L
Correct ??
1 H KIKI
/ /
2 M KI MO
3 M MO
4 L /
MO ( )
No
Yes
REVIEWMEETING
Recheck
B & A
Performance Review System
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2012 M O
WorkSchedule
Action
Plan
Strategic
Initiative
Score
card
Scorecard
Score
card
Scorecard
Goal/Target
Goal/Target
Goal/Target
DIRECTOR
DIVISIONHEAD
DEPARTMENTHEAD
SECTION HEAD/STAFF
StrategicInitiatives
Plan
ScheduleGoal/Target Implement
MonthlyReviewMeeting
MonthlyReviewMeeting
Bi-monthlyReviewMeeting
GOAL/TARGET PLANNING IMPLEMENTATION REVIEW/FOLLOW UP
Performance Review System
B & A
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2012 M O
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