Rancangan Pengukuran Kinerja Unit Bisnis Dewatering Plant dengan Pendekatan Balanced Scorecard

Abstract

Performance improvement is needed by every company to be able to continue to increase production and profits.PT Freeport Indonesia (PTFI)is expanding its underground mine inorderto increase production. The DewateringPlant business unit as part ofproduction line ofPTFIwhich carries out the drying process and shipment of concentrateshasan obligation tomatchwiththe level of concentrate production which is getting higher. To achieve theproductiontargetrequires synergy and cooperation from every party in the Dewatering Plant, including the contractors in the Dewatering Plant, whichthe numberare now bigger than the employees ofPTFI. The Balanced Scorecard (BSC) is a comprehensive performance measurement that uses four points of view to create a more balanced performance design. Each perspective is interconnected and consists of strategic objectives that need to be achieved by all parties. Key Performance Indicators (KPIs) are prepared based on each strategic goal that needs to be achieved by employees, teams,business units and companies. Performance measurement using the Balanced Scorecard approach can assist the Dewatering Plant business unit inachievingthe desired productiontarget. This study aims to design performance measurement using the BSC approach in the Dewatering Plant business unit.First, the performance measurement is designed by analyzing the strategic targets derived from the vision, mission, and production targets to beachieved. KPIs, target KPIs, and initiative strategies are determined through in-depth discussions and interviews with the Dewatering Plant business management unit. In-depth discussions and interviews were also conducted with respondents who were determined by purposive sampling tosetthe priority weighting of perspectives, strategic objectives, and KPIs. The weighting is done using the AHP method and data processing is done using SuperDecision 2.10 software. The result of this research is a Balanced Scorecard design which has 15 target strategies on the overall BSC perspective and consists of 40 KPIs. The learning and growth perspective is the perspective that has the highest priority, thenfollowed by the financial perspective, customer perspective, andinternal business process perspective. The strategy map made shows the causal relationship between the perspectives and the strategic objectives of each perspectivewhich is useful in communicating the joint efforts of all stakeholders in achieving the goals. The resulting strategic objectives and KPIs can be proposed in the contract made with the contractorcompanies