Articles
<![CDATA[Perancangan Model Pengembangan Kinerja Daya Saing Klaster Industri Minyak Dan Gas Bumi Di Jawa Timur ]]>
<![CDATA[Hanoum, Syarifa]]>;
<![CDATA[Suwignjo, Patdono]]>;
<![CDATA[Wirjodirdjo, Budisantoso]]>;
<![CDATA[Juwita P, Devinata]]>
<![CDATA[ Jurnal Teknik Industri Vol 12, No 1 (2011): Februari ]]>
Publisher : <![CDATA[Department Industrial Engineering, University of Muhammadiyah Malang ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
Full PDF (741.567 KB)
|
DOI: 10.22219/JTIUMM.Vol12.No1.1-9
<![CDATA[Oil and gas industry is a sector that has a vital strategic role on national development. East Java is one of the province in Java that has an enourmous potential on oil and gas and has not been optimally explored. Industrial cluster is an industrial development concept that comphrehensively organize the relationship and behaviour of stakeholder in industry so that they can co-operate to increase the competitiveness of the industry. The increasing of industrial competitiveness is supported by completeness and contribution of each industry in oil and gas industial cluster in each java by identifying the behaviour of stakeholder and system in this sector which is described in stakeholder model and value chain model. In this research, lubricant industrial cluster is used as an embryo for developing oil and gas industrial cluster. The complexity of the system in terms of system behaviour will be presented in a dynamic system model, which will make it possible to identify the influence between each variables.The Porter’s Diamond model is adapted to model the behaviour of the competitiveness. The result of this research showed that in increasing the industrial cluster competitiveness some variables are significantly influencing then the others.]]>
<![CDATA[Performance Measurement using the Integrated Performance Measurement System Approach ]]>
<![CDATA[Aziza, Nurul]]>;
<![CDATA[Suwignyo, Patdono]]>;
<![CDATA[Makki, Ahmad]]>
<![CDATA[ Jurnal Teknik Industri Vol 20, No 1 (2019): February ]]>
Publisher : <![CDATA[Department Industrial Engineering, University of Muhammadiyah Malang ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
Full PDF (395.326 KB)
|
DOI: 10.22219/JTIUMM.Vol20.No1.73-84
<![CDATA[As a non-profit organization in education, Senior High School has the responsibility to achieve educational goals. The school is required to have accountability to the public. Performance measurement is needed to determine organizational performance. Performance measurement can also find out the company success in vision and mission. This study aims to measure performance in schools use integrated performance measurement system (IPMS). This method becomes the starting point for setting goals and identifying Key Performance Indicators (KPI). The results of IPMS produced eight objectives and  33 KPIs. Objectives performance includes human resources, curriculum, finance, administration, teaching and learning activities, evaluation processes, work programs, and graduation. The results showed 8 KPIs were red, 4 KPIs were yellow, and 11 KPIs were green. This performance measurement model can also be used in other organizations. This performance measurement model is useful for assessing organizational performance.]]>
<![CDATA[Pengembangan Model lingkungan Bisnis untuk Industri kapal nasional ]]>
<![CDATA[Ma'ruf, Buana]]>;
<![CDATA[Suwignjo, Patdono]]>;
<![CDATA[Widjaja, Sjarief]]>
<![CDATA[ Jurnal Manajemen Teknologi Vol 4, No 1 2005 ]]>
Publisher : <![CDATA[SBM ITB ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
<![CDATA[Pada model-model manajemen strategic yang ada, analisis lingkungan bisnis di dalam formulasi strategi pada umumnya dilakukan melalui intuitive subjective judgment oleh analis. Untuk industry galangan kapal yang memiliki beberapa karateristik khusus dan lingkungan bisnis yang kompleks, diperlukan analisis lingkungan yang lebih komprehensif sebagai input di dalam formasi strateginya. Paper ini menyajikan model-model bisnis untuk industry kapal nasional, yang dikembangkan berdasarkan hasil kuesioner stakeholders industry kapal. Data yang terkumpul (n=112) kemudian 'dianalisis faktor'. Model tersebut diberi nama ' faktor strategies dalam persaingan industry kapal'. Di tingkat bisnis, model tersebut dikembangkan menjadi model lingkungan bisnis bangunan baru dan model lingkungan bisnis reparasi kapal. Sebagaimana ditunjukkan pada model-model tersebut, sumberdaya tak berwujud memiliki peranan yang sangat penting di dalam menciptakan daya saing berkelanjutan pada industry ini. Kedua bidang usaha tersebut memiliki beberapa faktor strategis yang berbeda, baik faktor internal maupun faktor eksternalnya. Model-model tersebut dan bobot-bobot faktornya bersifat industry-based, sehingga dapat digunakan oleh perusahaan-perusahaan galangan kapal nasional di dalam memformulasikan strategi bisnisnya. Hasil studi kasus pada salah satu galangan kapal nasional diberikan untuk menunjukkan aplikasi model-model tersebut, dengan menggunakan Internal Factor Evaluation (IFE) Matrix, External Factor Evalution (EFE) Matrix, dan sebuah matriks portfolio (internal and External Matrix). Katakunci: manajemen strategic, model lingkungan, industry kapal, analisis faktor]]>
<![CDATA[Perilaku Disfungsional dalam Pengukuran Kinerja Perusahaan ]]>
<![CDATA[Suwignjo, Patdono]]>
<![CDATA[ Jurnal Teknik Industri Vol 10, No 2 (2009): Agustus ]]>
Publisher : <![CDATA[Department Industrial Engineering, University of Muhammadiyah Malang ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
Full PDF (237.614 KB)
|
DOI: 10.22219/JTIUMM.Vol10.No2.128-135
<![CDATA[Performance measurement system is a critical component of a management system. Unfortunately, the success rate of performance measurement system implementation is relatively low. Even from the implementation categorized as success, only few of them are effective. Dysfunctional behavior is one of the factors that makes the implementaion of a performance measurement system is ineffective. This paper tries to elaborate the dysfunctional behavior of employees in performance measurement system implementation. Three examples of dysfunctional behavior cases are presented. Finally, the paper tries to propose some methods for reducing dysfunctional behavior. The three cases show that the alignment of incentive system to performance (performance related pay scheme) and the fear of unable to meet performance target have driven employees to behave dysfunctionally. The cases also show that gaming and biasing  are two forms of dysfunctional behaviour practiced by employees. To reduce dysfunctional behavior the paper proposes three methods, namely: reducing the proportion of incentives tied up to performance, implementing the appropriate KPIs, and utilizing counter measures..]]>
<![CDATA[Perilaku Disfungsional dalam Pengukuran Kinerja Perusahaan ]]>
<![CDATA[Suwignjo, Patdono]]>
<![CDATA[ Jurnal Teknik Industri Vol 10, No 2 (2009): Agustus ]]>
Publisher : <![CDATA[Department Industrial Engineering, University of Muhammadiyah Malang ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.22219/JTIUMM.Vol10.No2.%p
<![CDATA[Performance measurement system is a critical component of a management system. Unfortunately, the success rate of performance measurement system implementation is relatively low. Even from the implementation categorized as success, only few of them are effective. Dysfunctional behavior is one of the factors that makes the implementaion of a performance measurement system is ineffective. This paper tries to elaborate the dysfunctional behavior of employees in performance measurement system implementation. Three examples of dysfunctional behavior cases are presented. Finally, the paper tries to propose some methods for reducingdysfunctional behavior. The three cases show that the alignment of incentive system to performance (performance related pay scheme) and the fear of unable to meet performance target have driven employees to behave dysfunctionally. The cases also show that gaming and biasing are two forms of dysfunctional behaviour practiced by employees. To reduce dysfunctional behavior the paper proposes three methods, namely: reducing the proportion of incentives tied up to performance, implementing the appropriate KPIs, and utilizing counter measures..]]>
<![CDATA[PERANCANGAN PENGUKURAN PERFORMANCE OF BUSINESS PROCESS DI PT AJINOMOTO INDONESIA MOJOKERTO FACTORY DENGAN MENGGUNAKAN METODE "THE PERFORMANCE PRISM" ]]>
<![CDATA[Mahmud Tontowi]]>;
<![CDATA[Patdono Suwignjo]]>
<![CDATA[ Jurnal Teknobisnis Vol 1, No 2 (2005): Jurnal TEKNOBISNIS ]]>
Publisher : <![CDATA[Lembaga Penelitian dan Pengabdian kepada Masyarakat- Institut Teknologi Sepuluh Nopember ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
Full PDF (1213.065 KB)
|
DOI: 10.12962/j24609463.v1i2.2802
<![CDATA[The performance measurement of an organization recently becomes a trend for some reasons. First, the company or the organization can estimate the efficient use of its resources. Secondly the company can plan future target performance more realistically in relation to the existing coundition. Thirdly, the company can apply proper strategies to improve the performance on the basic of actual achievement and expected performance. Until recently PT Ajinomoto Indonesia Mojokerto has not conduct holistic performance measurement. The measurement is conducted partially in each department. The method of performance measurement applied in this research is "The Performance Prism " focusing on stakeholders satisfaction which is a method developed in response to the previous methods such as Balance scorecard. This method deals with 5 aspects: stakeholders satisfaction, stakeholders Contributions, Strategies, Processes, and Capabilities. This reflects the facets of three — dimentional prism. The performance measurement of PT Ajinomoto Indonesia Mojokerto Factory using the Performance Prism obtains 28 Key Performance Indicator (KPI) for stakeholders Customer, Investor, Supplier, Employee and Community. Analitycal Hierarching Process (AHP) is applied to KPI. Having scared using OM4X the research results 14 KPI categorized as good in green 4 KPI is fair in yellow, and 10KPI is bed in red. The aggregate value is 5,6 showing fairly good infair condition yellow. ]]>
<![CDATA[PENGGUNAAN METODE STATISTIK DALAM PERUMUSAN STRATEGI PEMASARAN PRODUK BERDASARKAN PREFERENSI DAN PERSEPSI KONSUMEN ]]>
<![CDATA[Julius Kurata]]>;
<![CDATA[Patdono Suwignjo]]>
<![CDATA[ Jurnal Teknobisnis Vol 1, No 1 (2005): Jurnal TEKNOBISNIS ]]>
Publisher : <![CDATA[Lembaga Penelitian dan Pengabdian kepada Masyarakat- Institut Teknologi Sepuluh Nopember ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
Full PDF (1776.599 KB)
|
DOI: 10.12962/j24609463.v1i1.2413
<![CDATA[Three components of marketing strategies are segmentation, targeting, and positioning. Increasingly tight market competition compels a more accurate formulation of the three components of marketing strategy. The knowledge of consumer’s preferences and consumer’s perception about a product’s main competitors will help the formulation of marketing strategy. The use of more quantitative statistic methods i.e. cluster analysis and crosstab analysis are expected to give more exact results in order to give more accurate steps of marketing strategy formulation.]]>
<![CDATA[Perilaku Disfungsional dalam Pengukuran Kinerja Perusahaan ]]>
<![CDATA[Patdono Suwignjo]]>
<![CDATA[ Jurnal Teknik Industri Vol. 10 No. 2 (2009): Agustus ]]>
Publisher : <![CDATA[Department Industrial Engineering, University of Muhammadiyah Malang ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
Full PDF (237.614 KB)
|
DOI: 10.22219/JTIUMM.Vol10.No2.128-135
<![CDATA[Performance measurement system is a critical component of a management system. Unfortunately, the success rate of performance measurement system implementation is relatively low. Even from the implementation categorized as success, only few of them are effective. Dysfunctional behavior is one of the factors that makes the implementaion of a performance measurement system is ineffective. This paper tries to elaborate the dysfunctional behavior of employees in performance measurement system implementation. Three examples of dysfunctional behavior cases are presented. Finally, the paper tries to propose some methods for reducing dysfunctional behavior. The three cases show that the alignment of incentive system to performance (performance related pay scheme) and the fear of unable to meet performance target have driven employees to behave dysfunctionally. The cases also show that gaming and biasing are two forms of dysfunctional behaviour practiced by employees. To reduce dysfunctional behavior the paper proposes three methods, namely: reducing the proportion of incentives tied up to performance, implementing the appropriate KPIs, and utilizing counter measures..]]>
<![CDATA[Perilaku Disfungsional dalam Pengukuran Kinerja Perusahaan ]]>
<![CDATA[Patdono Suwignjo]]>
<![CDATA[ Jurnal Teknik Industri Vol. 10 No. 2 (2009): Agustus ]]>
Publisher : <![CDATA[Department Industrial Engineering, University of Muhammadiyah Malang ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.22219/JTIUMM.Vol10.No2.%p
<![CDATA[Performance measurement system is a critical component of a management system. Unfortunately, the success rate of performance measurement system implementation is relatively low. Even from the implementation categorized as success, only few of them are effective. Dysfunctional behavior is one of the factors that makes the implementaion of a performance measurement system is ineffective. This paper tries to elaborate the dysfunctional behavior of employees in performance measurement system implementation. Three examples of dysfunctional behavior cases are presented. Finally, the paper tries to propose some methods for reducingdysfunctional behavior. The three cases show that the alignment of incentive system to performance (performance related pay scheme) and the fear of unable to meet performance target have driven employees to behave dysfunctionally. The cases also show that gaming and biasing are two forms of dysfunctional behaviour practiced by employees. To reduce dysfunctional behavior the paper proposes three methods, namely: reducing the proportion of incentives tied up to performance, implementing the appropriate KPIs, and utilizing counter measures..]]>
<![CDATA[Perancangan Model Pengembangan Kinerja Daya Saing Klaster Industri Minyak Dan Gas Bumi Di Jawa Timur ]]>
<![CDATA[Syarifa Hanoum]]>;
<![CDATA[Patdono Suwignjo]]>;
<![CDATA[Budisantoso Wirjodirdjo]]>;
<![CDATA[Devinata Juwita P]]>
<![CDATA[ Jurnal Teknik Industri Vol. 12 No. 1 (2011): Februari ]]>
Publisher : <![CDATA[Department Industrial Engineering, University of Muhammadiyah Malang ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.22219/JTIUMM.Vol12.No1.1-9
<![CDATA[Oil and gas industry is a sector that has a vital strategic role on national development. East Java is one of the province in Java that has an enourmous potential on oil and gas and has not been optimally explored. Industrial cluster is an industrial development concept that comphrehensively organize the relationship and behaviour of stakeholder in industry so that they can co-operate to increase the competitiveness of the industry. The increasing of industrial competitiveness is supported by completeness and contribution of each industry in oil and gas industial cluster in each java by identifying the behaviour of stakeholder and system in this sector which is described in stakeholder model and value chain model. In this research, lubricant industrial cluster is used as an embryo for developing oil and gas industrial cluster. The complexity of the system in terms of system behaviour will be presented in a dynamic system model, which will make it possible to identify the influence between each variables.The Porter’s Diamond model is adapted to model the behaviour of the competitiveness. The result of this research showed that in increasing the industrial cluster competitiveness some variables are significantly influencing then the others.]]>
