Professional Documents
Culture Documents
Transforming Vision to
Action Plan
Oleh : Ir. Arya Wirabhhuana, M.Sc, CMPM
Vision and Mission
Vision :
Mission
From Vision to action plan
5 Major
Elements of
Strategy
Define Five Elements
Arena:
Medan persaingan yg ingin kita masuki
Karakteristik produk pendidikan kita, sistem layanan, karakteristik calon
mahasiswa, karakteristik lulusan, dll
Vehicle:
Bagaimana kita masuk dan bersaing di ARENA yg dipilih
Teknologi / sistem yg kita gunakan,
Kerja sama strategis dng perusahaan, dng PT lain, dll
Differentiator:
Apa pembeda kita ( baik produk pendidikan, jasa layanan, dll) yang dapat
membantu kita memenangkan persaingan
Staging:
Tahapan pencapaian (ukuran secara kualitatif) dalam kurun waktu
Economic Logic:
Value for money
Apa saja yg bisa kita dapatkan dari value yg kita berikan
Case Study: Jet Blue
Low fare commercial air carrier
Arenas Underserved but over-priced US cities
Strategy
Operation Effectiveness
Low fare commercial air carrier Airport Fee/Airplane Purchase Negotiation
Arenas
Underserved but over-priced US cities Market Research Analysis
Creative services
High level of service compared to Alliances to improve in-flight service
Differentiators low fare competitors (e.g., leather Adopt and Deploy enabling entertainment
seating, satellite TV) technology
Internet Technology
Marketing Intelligence
Utilization
Illustration. 1 Illustration. 2
Organization Capability Analysis
Matrix Performance
Better than
competitors
Equal to
IMPORTANCE PERFORMANCE
competitors
Worse than
competitors
=
Aligned
Equal to
competitors
Worse than
competitors Gaps
Importance
Needed Needed Needed
to play to compete to win
Performance ILLUSTRATION:
Better than Surpluses
competitors Internet
Technology Operation
JET BLUE
Effectiveness
CURRENT
Airport Fee
Negotiation Engaged
Equal to Workforce
competitors Aligned
High
Government Performance Route
Access Culture Analysis
Exclusive
airport deal
Airplane
Alliances to
Purchase
Worse than improve in-
Negotiation
competitors flight services
Gaps
Importance
Needed Needed Needed
to play to compete to win
Performance ILLUSTRATION:
Better than Surpluses
competitors
= = Operation
JET BLUE
Internet Effectiveness
Technology
Equal to
Airport Fee
Negotiation Engaged
Workforce
MOVEMENT
Aligned
competitors High
Performance
STRATEGY
Culture
Government Route
Access Analysis
=
Airplane
Worse than
= Purchase
Negotiation
Alliances to
improve in-
Exclusive flight services
competitors Gaps airport deal
Importance
Needed Needed Needed
to play to compete to win
Performance ILLUSTRATION:
Better than Surpluses
competitors
= = Operation
JET BLUE
Internet Effectiveness
Technology Airport Fee
Negotiation
Engaged
Workforce
High
Equal to
Performance
Culture Route
PROJECTED
competitors Aligned Analysis
Alliances to
improve in-
Government flight services
Access Airplane
= Purchase
Negotiation
Worse than
=
Exclusive
competitors Gaps airport deal
Importance
Needed Needed Needed
to play to compete to win
Tinjauan Singkat Balanced Scorecard
Latar belakang :
Ukuran sukses financial vs ukuran sukses operasional
Bagaimana translate Organization Strategy ke Operational
strategy dan implementasinya
Bagaimana mengukur dan mengendalikan keberhasilan
implementasi strategi
Balanced Scorecard :
Introduction in 1992 by Robert S. Kaplan & David Norton
Strategic Management Tools
Measures that Drive Performance
Balanced Scorecard juga dapat diadopsi untuk organisasi
non profit, termasuk organisasi pemerintah
Translating a Mission into Desired
Output Mission / Motto
Why we exist
Core Values
What we believe in
Vision
What we want to be
Strategy
Our Game Plan
Balanced Scorecard
Implementation and Focus
Strategic Initiatives
What we need to do
Personal Objectives
What I need to do
Strategic Outcomes
Satisfied Delighted Effective Motivated &
Shareholders Customers Processes Prepared Workforce
Models Balanced Scorecard
4 Perspectives dalam Balanced Scorecard
Financial.
The strategy for growth, profitability, and risk viewed from
the perspective of the shareholder.
Customer.
The strategy for creating value and differentiation from the
perspective of the customer.
Internal Business Process.
The strategic priorities for various business processess,
which create customer and shareholder satisfaction.
Learning and Growth.
The priorities to create a climate that support organizational
change, innovation and growth.
Peran Scorecard dalam Manajemen Organisasi
Scorecard
(Key Performance Indicator) INTEGRASI
Organization Capabilities
Strategy Maps
Scorecard
Action Plan
ILLUSTRATION:
Strategy Maps
RESULT
JET BLUE
CAPABILITY
RESOURCES
Financial Profitability
Better More
Customer customer favorable
satisfactio route
n
Alliances
to
Airport Fee
improve Route
Internal Process Operation Negotiation
in-flight Analysis
Effectiveness
services
People with
proven
Autonomous career in HIGH Robust
Learn & Growth Operation airlines Performanc Information
industry e Culture System
BUILDING BLOCK bentuk lain dari strategy map
FINANCIAL
Cost
Ratio Revenue (tution vs non tution)
Efficiency
Employer of Choice
Diversity Management
ENABLER
Knowledge Management
Technology Leveraging
Center for Higher
Education Management -
Scorecards Template
ILLUSTRATION:
JET BLUE
4 .
Internal
5 .
Process
6 .
7 .
Learn &
Growth
8 .
Scorecards Template
ILLUSTRATION:
JET BLUE
Goals Target Method of
Perspecti
No (strategic KPIs Measuremen Action Plan
ve 2010 2015 2020
bubbles) t
Retain more
customers
Profitabilit Revenue -
1 Financial EBIT 10 15 20 Build strong
y Cost
relationship with
suppliers
Better % of
# of frequent
customer frequent
2 Customer N/A 50% 75% flyers / # total
satisfactio flyer
customers
n customers
# of new
alliances that Establish an alliances
Alliances development dept.
supports
to
Internal # of new better in-flight Encourage all line
3 improve 1 2 3
Process alliances services, managers to build
in-flight
such as food, networking with
services
& relevant industry
entertainment
Learn &
4
Growth
Beberapa Alat Bantu
Peningkatan Mutu
Manajemen Proses
dalam rangka
Tradisional
Inspeksi tahap akhir untuk mencegah lolosnya
suatu produk cacat ke tangan pelanggan
Modern
Strategi pendeteksian (detection strategy)
Strategi pencegahan (prevention strategy)
Tiap-tiap titik proses yang bisa mempengaruhi
mutu produk.
Model Sistem Pengendalian Proses
INPUT OUTPUT
1. Mahasiswa 1. Kelulusan MK
2. Dosen 2. Kualifikasi D
3. Asisten PROSES 3. IPK Lulusan
4. Karyawan TRANSFORMASI 4. IPK Jurusan PELANGGAN
5. Fasilitas 5. Kelulusan TW
6. Peralatan
PERKULIAHAN 6. Dll.
7. Laboratorium
8. Modal
9. Dll
PENGENDALIAN
TEKNIK STATISTIK
PROSES
Matriks
Penggunaan
Alat Perencanaan Analisis Interpretasi
Sumbang saran X X
Diagram Afinitas X X
Diagram Matriks X
Diagram Bidang Kekuatan X
Diagram Sebab Akibat X
Penilaian Kriteria X X
Lembar Periksa X X
Diagram pohon X
Bagan Pareto X
Bagan Arus Berurutan X X
Bagan Arus Proses X X
Diagram Tebar X
Run Chart X X
Peta Kendali X X
Histogram X X
Sumbang Saran
Sukarela
Kemukakan semua gagasan sekaligus
Tuliskan semua gagasan saat dilontarkan
Bergiliran
Setiap orang mendapatkan kesempatan untuk
mengemukakan gagasan
Siapa pun bisa lewat pada tiap kesempatan
Lanjutkan hingga tidak ada gagasan lain
Semua gagasan dicatat saat dikemukakan
Analisis
Diagram Sebab Akibat
Digunakan untuk :
Mengkategorikan berbagai sebab potensial
dengan cara yang rapi
Menganalisis yang terjadi dalam suatu proses
Mengajarkan proses yang berjalan dan yang
baru
Analisis
Diagram Sebab Akibat
Langkah :
1 Siapkan Sesi Sebab Akibat
2 Identifikasi Akibat
3 Identifikasi berbagai kategori sebab utama
4 Temukan sebab potential dengan cara sumbang
saran
5 kaji ulang kategori sebab utama
6 Capai kesepakatan sebab-sebab yang paling mungkin
Diagram Sebab Akibat (fish bone)
Analisis Diagram Tebar
Digunakan untuk :
Menguji seberapa kuat hubungan antara dua
variabel
Memastikan hubungan sebab akibat langsung antara
jenis-jenis variabel
Menentukan jenis hubungan
Diperlukan uji statistik lebih lanjut jika ingin
menentukan derajat hubungan tsb.
Analisis Diagram Tebar
Langkah :
1 Mengumpulkan data
2 Menggambarkan sumbu horizontal dan
vertikal
3 Memetakan data pada diagram
4 Menginterpretasikan Diagram Tebar
Analisis Diagram Tebar
16
14
12
10
y
8
6
4
2
0
0 5 10 15 20
x
Center for Higher
Education Management -
Analisis Run Chart
Digunakan untuk :
1 mengumpulkan dan menginterpretasikan data
2 Membuat gambar tentang situasi yang dianalisis
3 Menemukan pola pengetahuan/pengertian yang
bernilai
4 Membandingkan data antar beberapa periode untuk
melihat perubahan
Analisis Run Chart
Langkah :
1 Tentukan apa yang akan diukur
2 Gambarkan grafiknya
3 Petakan data
Analisis Run Chart
50
45
40
35
30
mati
25
20
15
10
5
0
1 2 3 4 5 6 7 8 9
Hari-hari bulan Maret
Analisis Peta Kendali
Digunakan untuk :
1 menginterpretasi data proses dengan
membuat batasan variasi yang diperbolehkan
2 Secara objektif menentukan apakah proses
berada dalam kendali atau tidak
Analisis Peta Kendali
Langkah :
1 Tentukan apa yang akan diukur
2 Kumpulkan data
3 Petakan data
4 Hitung batas kendali
Analisis Peta Kontrol
2,45
IPK Mahasiswa
2,4
2,35
2,3
1
3
5
7
9
11
13
15
17
19
Kelompok mahasiswa
Analisis Peta Kontrol
50 titik di luar batas kendali
Tanggal mengisi titik-titik di
UCLp=46,10
45
40
luar batas kendali
35
30 P=27,2
25
20
15
10
LCLp=8,35
5
0
1 2 3 4 5 6 7 8 9
Persen kesalahan
Interpretasi Diagram Pareto
Digunakan untuk :
1 menentukan frekwensi/ tingkat kepentingan
relatif berbagai persoalan
2 Fokus pada pokok persoalan vital dengan
mengurutkan berdasarkan kepentingan
Interpretasi Diagram Pareto
Langkah :
1 Identifikasi kategori masalah /sebab yang akan
dibandingkan
2 Memilih suatu satuan pengukuran standar dan
periode waktu untuk dipelajari
3 Mengumpulkan dan meringkas data
4 Menggambar sumbu harizontal dan vertikal
5 Memetakan batang-batang Bagan Pareto
Interpretasi : Pareto
100%
30 80
20 (44%) 60
20
40
12 (27%)
10
7 (16%)
5 (11%) 20
1 (2%)
0
Fasilitas peraturan ujian dosen materi
Kategori Keluhan
2.6. Model Kualitas Jasa ( Gap Model )
KONSUMEN
Jasa Yang
Diharapkan
Gap 1
Gap 5
Jasa Yang
Dirasakan
Gap 3
Penjabaran
Spesifikasi
Gap 2
Persepsi
Manajemen
Gambar 2.2 Gambar Model Kualitas Jasa ( dikutip dari Fandi Tjiptono, 2001, H82 )
Harapan Vs Pengalaman
P
e Hal - hal yang berlebihan Pertahankan Prestasi
n
g
a
l
a
m
Prioritas Rendah Prioritas Utama
a
n
Harapan