PERANCANGAN DAN PENERAPAN KPI PADA PT TIRTA UTAMA MENGGUNAKAN METODE BALANCED SCORECARD, ANALYTIC HIERARCHY PROCESS, DAN TRAFFIC LIGHT SYSTEM

Abstract

Abstrak

Penelitian ini dilakukan di PT Tirta Utama Jawa Tengah sebagai upaya merancang sistem pengukuran kinerja yang komprehensif untuk mengatasi ketiadaan Key Performance Indicators (KPI) yang terstruktur dan terukur. Ketiadaan sistem pengukuran kinerja sebelumnya menyebabkan proses evaluasi bersifat subjektif dan kurang mendukung pengambilan keputusan strategis. Oleh karena itu, penelitian ini menggunakan pendekatan Balanced Scorecard (BSC) untuk menerjemahkan strategi perusahaan ke dalam empat perspektif kinerja, serta metode Analytic Hierarchy Process (AHP) untuk menentukan bobot prioritas tiap indikator secara objektif. Data diperoleh melalui wawancara, kuesioner, laporan internal, dan studi literatur, kemudian dianalisis menggunakan Scoring System dan Traffic Light System (TLS) untuk menilai serta memvisualisasikan tingkat capaian kinerja. Hasil penelitian menunjukkan bahwa perspektif Customer memiliki bobot tertinggi (0,427), diikuti oleh Internal Business Process (0,308), Financial (0,148), dan Learning and Growth (0,116), dengan rasio konsistensi <0,1. KPI prioritas pada tiap perspektif meliputi kepuasan pelanggan (0,586), standar kualitas air (0,471), net profit margin (0,424), dan pengembangan kompetensi pegawai (0,678). Simulasi capaian menghasilkan skor total 1,006 yang menunjukkan kinerja perusahaan secara umum telah memenuhi target strategis, meskipun beberapa indikator pada perspektif Internal Business Process dan Learning and Growth masih memerlukan peningkatan. Integrasi metode BSC, AHP, Scoring System, dan TLS terbukti efektif dalam menciptakan sistem pengukuran kinerja yang objektif, transparan, dan aplikatif bagi keberlanjutan strategi perusahaan.

Kata Kunci: Key Performance Indicators, Balanced Scorecard, Analytic Hierarchy Process, Scoring System, Traffic Light System

Abstract

[Tittle: Design and Implementation of Key Performance Indicators at PT Tirta Utama Using the Balanced Scorecard, Analytic Hierarchy Process, and Traffic Light System] This study was conducted at PT Tirta Utama Central Java to design a comprehensive performance measurement system addressing the absence of structured and measurable Key Performance Indicators (KPIs). The lack of a formal performance measurement framework has resulted in subjective evaluations and limited support for strategic decision-making. Therefore, this research adopts the Balanced Scorecard (BSC) approach to translate corporate strategy into four performance perspectives and applies the Analytic Hierarchy Process (AHP) to objectively determine the priority weights of each indicator. Data were collected through interviews, questionnaires, internal reports, and literature reviews, and then analyzed using the Scoring System and Traffic Light System (TLS) to assess and visualize performance achievements. The results show that the Customer perspective holds the highest weight (0,427), followed by Internal Business Process (0,308), Financial (0,148), and Learning and Growth (0,116), with a consistency ratio below 0,1. The key prioritized KPIs for each perspective are customer satisfaction (0,586), water quality standards (0,471), net profit margin (0,424), and employee competency development (0,678). The simulation produced a total score of 1,006, indicating that the company’s overall performance has met strategic targets, although several indicators under the Internal Business Process and Learning and Growth perspectives require improvement. The integration of BSC, AHP, Scoring System, and TLS has proven effective in creating an 1 objective, transparent, and practical performance measurement framework that supports the company’s long-term strategic sustainability.

Keywords: Key Performance Indicators, Balanced Scorecard, Analytic Hierarchy Process, Scoring System, Traffic Light System