PT.

PANARUB INDUSTRY
SASARAN STRATEGIS (STRATEGIC OBJECTIVE) & KPI 2012

Division : xxxxx Link dengan bagian lain

Misi : xxxxxx Perlu klarifikasi lebih lanjut RATE 8,300
Sasaran Strategis atau KPI baru
contoh:
Pernyataan misi IT
menyediakan layanan world-class technology kepada end users agar dapat High High
mensupport tersedianya informasi yang tepat waktu dan berkualitas dan Scorecard
Initiatives
meningkatkan efektivitas pembuatan keputusan Baseline Low Low
Impact Complexity of
(on Financial, Effort
Key Issue Customer and (Cost, Cross
Perspectives Sasaran Strategis KPI Definisi Formula UoM Target 2012 Pilot Co-Pilot Financial Impact
2010 Ytd Sep'11 Initiatives (Projects) Deliverables PIC Start ETC Investment ($) Competitive Functionality, Priority
($) advantage) Time & Effort)

Financial High Low I

how do we perform High High II
according to our Low High III
shareholder? High Low I
High Low I
Low Low II
0
0
0
0
Customer A. External 0
how do our customers (adidas) 0
see us? 0
0
0
0
B. Internal 0
0
0
0
0
0
0
Internal 0
0
how should we excel in ?
0
0
0
0
0
0
0
0
0
0
Learning & Growth 0
how will we sustain our 0
ability to change & 0
improve? 0
0
0
0
0
 PT. PANARUB INDUSTRY
SASARAN STRATEGIS (STRATEGIC OBJECTIVE) & KPI 2013
Update : ......dd/mm/year…..
Legend of information :
Division : xxxxx Link dengan bagian lain = Sasaran Strategis atau KPI baru é = Higher is better
Misi : xxxxxx Perlu klarifikasi lebih lanjut = Focus ê = Lower is better
= Goal
contoh:
Pernyataan misi IT = Vertical Alignment
menyediakan layanan world-class technology kepada end users agar = Buyer KPI
dapat mensupport tersedianya informasi yang tepat waktu dan
berkualitas dan meningkatkan efektivitas pembuatan keputusan = Exclusive KPI = Horizontal Alignment Average
Last

Scorecard

Periode
Main / Bobot Score if Achive Freq.
Perspectives No. Sasaran Strategis No. KPI Variance Rating Polarisasi Definisi Formula UoM Accumulat
Internal Percentage Target Update
ion

Financial

how do we perform
according to our
shareholder?

Customer
A. External
how do our customers (adidas)
see us?

B. Internal

Internal
how should we excel in ?

Learning & Growth

how will we sustain our

ability to change &
improve?
 Drafted by Approved by Legend of Cascading :
˜ = Full Cascading [diambil penuh oleh PIC]

š = Partial Cascading [Tanggung jawab bersama]

p = Support Cascading [Support Cascading]

……name.…. ……name.…. ˜ = Fully cascaded, tetapi data diambil dari dept, dengan bagian yang diberi tanda ungu adalah yg merupakan penanggung jawab
data & PILOT dari KPI
…..position….. …..position…..

CASCADING
Baseline

PROD
Stretch Budget (excl.
Target Target 2013 Pilot Co-Pilot CORP. ENG RUB QIP DEV MKT LOG HR CI AMA IT ACC FIN
2011 Ytd Sep'12 Ytd Dec'12 Target 2013 2013 Ruber
2012 Plant)
 RATE - 1 $ : Rp 9,400

DL

OH
High High
QLT
Low Low

Initiatives
Strategis Initiative

Impact Complexity of
(on Financial, Effort
Financial Impact Category Customer and (Cost, Cross
Key Issue No. Initiatives (Projects) Deliverables Project Leader Start ETC Investment ($)
($) Impact Competitive Functionality, Priority
advantage) Time & Effort)

High Low I
High High II
Low High IV
High Low I
High Low I
Low Low III
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
 PT. PANARUB DWIKARYA CIKUPA
SASARAN STRATEGIS (STRATEGIC OBJECTIVE) & KPI 2017
Update : 1 Desember 2016
SAVE
DENG
AN
FILE
Bobot Polarisas NAME Target
Perspectives No. Sasaran Strategis (SS) KPI
IPC i
UoM
2017
Jan Feb Maret Q1 Q2 Q3 Q4 Ytd 2017 January Action Plan
:
NO.
URUT.
NAM
FIN 10% F1 Reduce OH Cost of QA OH Cost QA 10% ê
A IDR TBA 1,951.44 1,951.44 1,951.44
FACT
ORY - UA Defect : Underpacked carton, delamination outsole to
CUST 40% Comply with all buyer standard 20% é NAM % 98.00% 61.50% 61.50% 61.50% midsole
A - Mizuno defect : Morelia AS (Insole Bumpy)
DEPT
- - Qty RA Audit = 4 PO, Qty Pass RA Audit = 2 PO
Pass Rate Audit 10% é Sum % 96.00% 50.00% 50.00% 50.00% - Qty FA Audit = 0 PO, Qty Pass FA Audit = 0 PO
mary - Defect : Underpacked carton, delamination outsole to midsole
sasara
n
Grade OEM (Original Equipment
10% é strate
% 100.00% 73.00% 73.00% 73.00%
- % Defective ratio of Final inspection by MHL diatas target
Manufacturing) gis - Fatal defect in production : 1 case (Morelia AS : Bumpy Insole)
2017
conto
C1 Excellent SCP Quality h:
Cost of Quality Claims 10% ê 01.% 0.025% 1.33% 1.33% 1.33% Empower (Reject Printing peel off)
PRB
PROD
Cost of Quality Claims Mizuno ê - % 2.38% 2.38% 2.38% Empower (Reject Printing peel off)
Sum
mary
sasara
Cost of Quality Claims UA ê n % 0% 0.00% 0.00%
strate
gis
2017
Cost of Quality Claims Specs ê % 0% 0.00% 0.00%

Total proposal inspect : 103 proposal

On Time Final Random Inspection 10% é % 100.00% 63.11% 63.11% 63.11% Late : 38 proposal Improve System Inspection Management
OT : 65 proposal
Total proposal inspect : 74 proposal
Late : 37 proposal
On Time Final Random Inspection Mizuno é % 50.00% 50.00% 50.00% OT : 37 proposal
Reason : Prioritas inspect shipment & Inspect outstanding
proposal inspect bulan desember sebanyak 27 proposal
C2 On Time Inspection
Total proposal inspect : 29 proposal
OT : 28 proposal
On Time Final Random Inspection UA é % 96.55% 96.55% 96.55%
Late : 1 proposal
Reason :

On Time Final Random Inspection Specs é % n/a n/a n/a

Final Inspection Rejection Rate (b/o pre

IBP 40% I1 Excellent Product Quality 12% ê % 0.50% 0.00% 0.00% 0.00%
production)

Return Bottom (Mizuno) = Tebal tidak std

% In Accuracy Quality Released to CTB 15% ê % 1.00% 1.25% 1.25% 1.25% Return Accesoris (UA) = Lebar shoe lace tidak standart
Return Subcont (Masterina) = Lecet, meleber & peel off

Return Bottom (Rubber) = 880 pairs, di model Monarcida 2 FS

% In AQR Mizuno ê % 1.07% 1.07% 1.07%
AS (tebal tidak std). Aktual return = 70 pairs

I2 Effective Process Control Return accesoris = 1200 pairs, di model UA Hammer Phantom
% In AQR UA ê % 1.47% 1.47% 1.47% (lebar shoe lace tidak standart, std = 6 mm, act = 5 mm). Aktual
return = 430 pairs
- Weekly evaluasi performance subcont
Return subcont = 4050 pairs, di model swervo thunder bolt - Supplier akan menambah QC Roving ( 1 QC Roving
% In AQR Specs ê % 2.33% 2.33% 2.33% (defect lecet), Barricada Patriot, Valor FG & Acc Fury in (defect check maksimal 3 meja printing dan akan training job disk
meleber), Horus Fg (defect peel off). Aktual return = 8 pairs QC Roving)
- Improve T3 Capability

PT LBI : C-Grade diatas target Weekly evaluasi performance subcont dan Project T3
Subcont Quality Performance 13% é % 85.00% 72.87% 72.87% 72.87%
PT Masterina : C-Grade dan Devective Return diatas target Capability

Subcont Quality Performance MMP é % 98.67% 98.67% 98.67%

Tingkat C-Grade diatas target. Top defect C-Grade : Bekas lap Weekly evaluasi performance subcont dan Project T3
Subcont Quality Performance LBI é % 64.80% 64.80% 64.80%
Improve Subcont Supplier (916 pairs), terbakar (856 pairs) & meleber (453.5 pairs) Capability
I3
Quality Peformance

Subcont Quality Performance SUJA é % 96.93% 96.93% 96.93%

- Weekly evaluasi performance subcont

Tingkat C-Grade diatas target. Top defect : meleber (2438.5
- Supplier akan menambah QC Roving ( 1 QC Roving
Subcont Quality Performance Masterina é % 31.07% 31.07% 31.07% pairs), kotor material (697 pairs) dan reject press (510.5 pairs)
check maksimal 3 meja printing dan akan training job disk
Tingkat defective return diatas target : lecet, meleber & peel off
QC Roving)

Total assessment multi skill = 44 orang

Sudah multi skill = 8 orang
L1 Increase Competency % Competent QA 3% é % 80.00% 17.78% 17.78% 17.78% On Progress Training
Belum multi skill = 36 orang

Panarub Lean System (PLS) Audit Score 3% é Index 85.00% n/a n/a n/a
L&G 10%
1. Melakukan perubahan matrix pada Lab test Brand UA
L2 Enhance Lean Culture # of Kaizen Idea Submit 3% é % 12 1 1 1 Tujuan : Mengurangi biaya pemakaian listrik & pemakaian
komponen sepatu
 1. Melakukan perubahan matrix pada Lab test Brand UA
# of Kaizen Project Completion 1% é Index 4 1 1 1 Tujuan : Mengurangi biaya pemakaian listrik & pemakaian
komponen sepatu
100% 100%
 PT. Panarub Dwikarya Cikupa STRATEGY INITIATIVES PROGRESS MONITORING
Division : QA
Update : xxxxx

digunakan utk MENTRACKING PROGRESS PROJECT => PLANNING ACTUAL Project Score
UPDATE PER BULAN
Financial Impact Process Owner End
No. Project ID Strategic Initiatives (Project) SS / KPI Target Project (Target) Champion (Div./Dept.) Project Leader Start End (1st) (Last) Start Progress Januari Progress Februari End Jan Feb Mar Q1 Apr May Jun Q2 Jul Aug Sep Q3 Oct Nov Dec Q4 Remarks
suggest : QPR?

a. Improve Grading level Supplier (7 priority supplier) Self Assessment dari Supplier dan
Sudah Audit 3 Supplier (HSK, SFT,
1 IPC/QIP/SSC/2017/01 Strengthen Quality System at T2 (Flow Process, Method Inspection and Problem Solving) I2.2 % In Accuracy Quality Feeding to CTB b. Reduce Top issue material claim - Nicko Vizano Sintya Sintya Jan'17 May'17 Dec'16 waiting action plan untuk findings Self 60% 60%
SUJA) dari 7 supplier
c. Reduce NSP karena issue material sebesar 60% Assessment

- Training skill
2 IPC/QIP/PDE/2017/02 Set up Multi skill QIP Incoming I1.1 Final Inspection Rejection Rate Improve capability QC Incoming sebesar 80% Andri Darmaji Rachma Wiwik Jan'17 May'17 Jan'17 Mapping matrix multi skill 60% 60%
- Update Matrix skill Bulan Januari

- Finalisasi dari implementasi form

- Implementasi form analisa root analisa root cause
a. Standarisasi problem solving
cause oleh masing-masing Subcont - preparation untuk membuat Best
3 IPC/QIP/SSC/2017/03 Improve T3 Capability I3.1 Subcont Quality Perforamance b. Reduce DRH sebesar 50% 352,731,415 Andri Darmaji Anggoro Anggit Jan'17 May'17 Jan'17 60% 60%
- Finalisasi peserta training dan Practice terkait problem solving yang
c. Improve capability QC subcont sebesar 80%
schedule training sudah dilakukan supplier subcont
- Hold Training subcont

a. Achieve 100% ontime inspection 1 days after - Evaluasi data current system Implementasi System Management
4 IPC/QIP/SSC/2017/04 Improve System Inspection Management C2.1 On Time Final Random Inspection Cucu Ratih Andri Darmaji Subhana Feb'17 Apr'17 Feb'17 60% 60%
inspection proposal is submitted from MKT inspection Inspection yang sudah di improve
352,731,415