MERENCANAKAN DAN MENGEMBANGKAN STRATEGI MENGGUNAKAN METODE BALANCED SCORECARD PADA PLTU XYZ

• Main Authors: , Prestiani Delliyanti, S. T, , John Suprihanto, Drs, MIM, Ph D.
• Format: Theses and Dissertations NonPeerReviewed
• Published: [Yogyakarta] : Universitas Gadjah Mada 2011
• Subjects: ETD
• Online Access: https://repository.ugm.ac.id/89841/; http://etd.ugm.ac.id/index.php?mod=penelitian_detail&sub=PenelitianDetail&act=view&typ=html&buku_id=51120
• Institution: Universitas Gadjah Mada

In the electricity industry, availability is the main indicator in assessing the performance of a generating unit. Achievement of target depends on the availability of a power generating unit reliability and extent of effectiveness of maintenance that has been done to minimize plant down time due to scheduled maintenance activities and unscheduled maintenance activities. Availability concept is expressed in Equivalent Availability Factor (EAF) and also expressed as the Equivalent Forced Outage Rate (EFOR). In the years 2008 and 2009 Power Plant XYZ EAF impaired or decreased the readiness of plant and capital appreciation or capital appreciation unpreparedness EFOR plant. This is realized by the management that they need the Power Plant XYZ strategies that contains definitions of company's strategic direction and translate them into action plans, which will make all activities in the power plant to be focused and aligned. To develop such a strategy the company uses a balanced scorecard framework that serves to plan and develop strategies and then communicate these strategies. This research is a qualitative data collection is done by using the method of focus group discussions with top management at the plant XYZ. Data were analyzed descriptively with reference to the concept of balanced scorecard. Activities in this study resulted in consensus regarding the mission of XYZ plant management and corporate vision, business drivers, SWOT analysis, strategy maps and strategy initiatives, and KPIs from every perspective in the balanced scorecard. The result of the preparation of balanced scorecard in the power plant showed that XYZ company has four perspectives as well in the benchmarks for performance measurement and corporate strategy, namely the financial perspective, customer perspective, internal business processes, and learning and growth perspective. Financial Perspective have a strategic objectives to increase company revenues and improving the ability of companies in terms of number generating unit being managed. Perspective customers have a strategic objective to increase availability and improve the efficiency of thermal generation (fuel utilization efficiency). Internal business process perspective has a strategic objective to increase or improve the operation and maintenance contract with the asset operators, improve governance and social responsibility of plant communities, increase plant risk management and improve the management of procurement of coal. Learning and growth perspective has a strategic objective to increase the readiness of human resources, improve the readiness of the organization and improve information technology.