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| Performance Assessment of PT. X Automotive Companies Using Performance Prism and Analytical Hierarchy Process (AHP) |
Sentot Patria. W. S, Ahmadi, Okol S Suharyo, Arica Dwi Susanto
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Abstract:
The change of security and economic conditions along with globalization that occurs in Indonesia led to tight competition in the automotive industry business. Thus, it is required for them to carry out several management improvement programs and cost savings without reducing service quality in order to compete and survive. Researchers sought solutions using Performance Prism and Weighting by Analytical Hierarchy Process (AHP) Method. Based on the results of weighting using the AHP method, there were 3 KPIs that had a large influence on employee performance, namely KPI 8 of personnel violations percentage with a weight of 0.160, KPI 10 of the amount of customer complaints with a weight of 0.142 and KPI 14 of the number of violations found with a weight of 0.123. Of the 14 KPIs identified, 8 KPIs was identified as well performance (green traffic light), 5 KPIs with moderate performance (yellow) and the remaining 1 KPI was identified as poor performance (red). The highest performance score was obtained by KPI 5 which is the number of personnel who receive training with the percentage of 160%. Meanwhile, the KPI with the lowest score which is also one of the red KPIs was KPI 13 of Personnel ratio compared to personnel list with a performance score of 33.33% (in red). Overall, employees performance was in good condition. This was indicated by the value of the Employee's total performance score of 85.23% (on a scale of 0% to 100%
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