ANALYTIC NETWORK PROCESS: ANP DALAM PENGUKURAN KINERJA PERUSAHAAN MANUFAKTUR. E05 ANP

As it is mentioned in the literature, performance measurement is a multi-perspective concept. For this reason, quantification of performance measurement can be modeled as a multi attribute decision problem.In this study, performance measurement is considered as an evaluation of the past activities with respect to the desired goals. With this definition, first a performance measurement system is proposed for a manufacturing system and an Analytical Network Process (ANP) technique is utilized in order to quantify the performance.

Keywords: performance measurement, analytical network process, manufacturing

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Posted in: -KARYA TULIS ILMIAH,.BIDANG STUDI MANAJEMEN,ANALYTIC NETWORK PROCESS,KINERJA PERUSAHAAN

ANALYTIC NETWORK PROCESS: MENGGUNAKAN AHP DAN ANP ATAS EVALUASI HUBUNGAN ANTARA REVERSE LOGISTICS DAN KINERJA PERUSAHAAN DALAM INDUSTRI OTOMOTIF. E04 ANP

Reverse Logistics (RL) activities are practiced by most Brazilian industries, including the automotive one. However, a relevant problem is to identify how different RL programs can affect corporate performance indicators. Analytic Hierarchy Process (AHP) is one of the analytical tools, which can be used to handle a multi-criteria decision-making problem and the Analytic Network Process (ANP) is a similar technique, but can capture the interdependencies between the criteria under consideration. Both approaches were adopted here to study the influence of RL practices in automotive corporate performance. Preliminary results indicated that both methods can be used, being AHP the most efficient, because it requires a smaller number of judgment, and ANP the most reliable, because it considers element dependencies, which is more compatible to the reality of the Brazilian automotive sector.

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Posted in: -KARYA TULIS ILMIAH,.BIDANG STUDI MANAJEMEN,ANALYTIC HIERARCHY PROCESS,ANALYTIC NETWORK PROCESS,INDUSTRI OTOMOTIF,KINERJA PERUSAHAAN

ANALYTIC NETWORK PROCESS: Mengevaluasi Kinerja Organisasi Berdasarkan Fuzzy ANP: Kasus Rumah Sakit Taiwan. E03 ANP

An approach of organizational performance measurement and its computing algorithm is proposed in this paper. This work presents an ANP-based approach to resolve the uncertainty and imprecision of service evaluations during prenegotiation stages, where the comparison judgments of a decision maker are represented as fuzzy triangular numbers. A novel fuzzy prioritization method, which derives crisp priorities from consistent and inconsistent fuzzy comparison matrices, is also proposed. The FANP-based decision-making method to construct an evaluation method can provide decision makers in related medical sectors or hospital administrators with a valuable reference for either evaluating the organizational performance of hospitals to identify the most appropriate hospitals for collaboration or investing in nearby stores of interest such as pharmacies or health food stores. Importantly, the proposed model can assist the medical sector to assess the organizational performance of hospitals, making it highly applicable for academia and commercial purposes.

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Posted in: -KARYA TULIS ILMIAH,.BIDANG STUDI MANAJEMEN,ANALYTIC NETWORK PROCESS,KINERJA PERUSAHAAN,MODEL FUZZY,RUMAH SAKIT

SOFT COMPETENCY: PERANCANGAN PROFIL KOMPETENSI LUNAK JABATAN DAN KARYAWAN DALAM PENINGKATAN KINERJA PERUSAHAAN . INA01 SC

Based on soft competency assessment using questioner, BEI and Expert Panel method we get the gap between the job requirements and eight (8) competencies of employees at PTBK work unit. Soft competency dictionary that used is Spencer Dictionary (1993). For resolve the gap, alternative solutions are needed to be planned by mapping gap soft competency employees through quadrant analysis (Big Dog, 2000)

Based on results, we find that operator of Mosher group D (Employee 6) having the highest ability and willingness that has value of will = 1% and ability = 4%. But we find quite difference in terms of Effectiveness and of Impact & Influence. Operator of Storage group C (Employees 7) having the lowest willingness that has value of will -12%. The best alternative is every employee making self development plan (either motivation or ability) by supervising from their supervisor/manager.

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Posted in: -KARYA TULIS ILMIAH,.BIDANG STUDI MANAJEMEN,GAP ANALYSIS,KINERJA PERUSAHAAN,SOFT COMPETENCY,SPENCER DICTIONARY