CORPORATE PERFORMANCE MANAGEMENT SYSTEM DESIGN AT DAGO ENGINEERING

• Main Author: KOSASIH (NIM: 29107087); Pembimbing :Dr. Ir. Dermawan Wibisono, M.Eng, OKTORIUS
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/16780
• Institution: Institut Teknologi Bandung

Dago Engineering (DagoEng) is an engineering consultant. DagoEng main customers are companies exploiting oil and gas (O&G). Consultant business has great prospect, but the business is competitive. DagoEng should maintain its performance to remain in business. There are unsolveable issues thwart DagoEng advancement, these are: high employees' turn&#8208;over rate, DagoEng unable to determine areas of improvement, poor R&D performance, inconsistent service quality, no customers satisfaction insight, and unable to forecast future income. By using Current Reality Tree (CRT) to analyse issues, it was found that the root causes are: unsatisfactory current performance management system (PMS), company has no legality form, company has not implemented computerized accounting system. Final project focused on designing PMS. <br /> <br /> PMS is designed by analysing business environment conditions and by learning characteristics of a good PMS. These helps to discover DagoEng needs in PMS. The analysis of business environment conditions consist of: external analysis (PEST & 6F) and internal analysis <br /> <br /> <br /> (Structure, Culture, & Resource). Results then summarized in SWOT analysis. Three possible PMS framework, i.e.: BSC, Performance Prism, and IPMS, is evaluated against DagoEng identified needs. IPMS is most suited PMS framework for DagoEng. The next step of the design is choosing performance variables based on IPMS framework. <br /> <br /> IPMS has three perspectives, i.e.: organizational output, internal proces, and resources capability. Organizational output has financial and non financial aspects. Internal process has inovation, working process, and marketing aspects. Resource capability has human resource, technology & infrastructure, and organizational aspects. Performance variables for each aspects are then chosen, i.e.: financial aspect 4 variables, non financial aspect 4 variables, inovation aspect 3 variables, working process 7 variables, marketing aspect 3 variables, human resource aspect 3 variables, technology & infrastructure aspect 3 variables, organizational aspect 4 variables. Measurement indicator, formula, and required data are then selected for each chosen variables. Measurement results are presented in proposed display. Finding show that DagoEng currently doesn't have sufficient data and doesn’t have available reporting system thus performance benchmarking can't be performed yet. <br /> <br /> Implementation plan needs to be supported by: aligning old and new PMS, amending reporting system, allocating necessary resources in implementing PMS, socializing PMS <br /> <br /> program, and displaying PMS measurement result. PMS must follow Measure&#8208;Implement&#8208;Diagnose&#8208;Action cycle consequently to encourage DagoEng continuous improvement inbusiness.