MERENCANAKAN DAN MENGEMBANGKAN STRATEGI MENGGUNAKAN METODE BALANCED SCORECARD PADA PLTU XYZ
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...
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| Main Authors: | , |
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| 格式: | Theses and Dissertations NonPeerReviewed |
| 出版: |
[Yogyakarta] : Universitas Gadjah Mada
2011
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| 主題: | |
| 在線閱讀: | 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 |
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| 機構: | Universitas Gadjah Mada |
| 總結: | 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. |
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