Implementation of KPKU (Kriteria Performa Kinerja Unggul) Method to Increase The Company Performance at PT. XYZ

Abstrak—Gas and steam power plant (PLTGU) is a power plant that can operate very quickly from start-up to generate electric power as quick as fifteen minutes compared with steam power plant which takes eight hours. PLTGU can use gas fuel, HSD (High Speed Diesel), MFO (Marine Fuel Oil) as the operating fuel and so that can be said generating reliable and flexible because it can operate in two modes of cycle, open cycle and combine cycle. Power Plant performance sometimes does not match with what we expected, we need a strategy in order to achieve optimal performance. The problem is the generation performance decrease from its optimal condition due to the plant aging, operation and governance pattern. Power Plant XYZ has not achieved the expected performance from 2015 to 2018 which still below 95% averages out of expected target 95% to 100%. In order to improve the performance this research is used KPKU (Kriteria Performa Kinerja Unggul) methods which adopted from the Malcolm Baldrige Criteria for Performance Excellent (MBCFPE). The purpose of this study is to boost the company's competitive advantage, improve performance on an ongoing basis, and to achieve the vision and mission and objectives of the company.


I. INTRODUCTION
OMMENCING of disruptive changes on 4.0 Industrial era has driven all the industry to make more competitive in any sector. Industry and services business are recognizing the importance of maintaining the life and growth, supported by the development of technology and good management control system. The main component of good management control system is the measurement of company performance to determine the performance of the company [1].
Baldrige Excellence Framework (BEF) and Kriteria Performa Kinerja Unggul (KPKU) is considered as a comprehensive strategic planning system which popular among managers and business owners [2]. BEF and KPKU is a management system that helps organizations define their goals and strategies based on the different characteristics within the organization [3].
Since introduced on 1987, Malcolm Baldrige Criteria for Performance Excellence (MBCFPE) has become interesting topics among the practitioner and academics. A wide variety of benefits, both financial and non-financial claimed as a result of the use of MBCFPE. BEF and KPKU could clarify and gain consensus about strategy, communicate the strategy throughout the organization, align departments and strategic objectives, linking strategic objectives with longterm targets and annual budgets, identify and align strategic initiatives, pursuing a strategy of periodic, systematic and obtain feedback to learn and improve strategies [4].
In KPKU there is KPI (Key Performance Indicator) as a performance measurement indicator for each perspective of the Balanced Scorecard [3] [4]. But if there is a bad KPI's result or not hit the target after a performance measurement program so that needed to address the problem [3].

II. LITERATURE REVIEW
In this chapter contains the theoretical basis that explains the various theories and concepts that are used as reference in this study. The theory discussed include theories about the concept of performance measurement, corporate performance measurement, KPKU concept, SWOT analysis and the concept of KPKU-BEF integration.

A. Performance Measurement
Definition of performance measurement is the quantification of the action, where the measurement is the process of quantification and action leads to performance. A further purpose of this performance is the efficiency and effectiveness of any action taken. More broadly performance measurement can be interpreted as a process of assessment of the progress achieved by the company in order to achieve the targets including an assessment of the efficiency of resources in providing products and services, the quality of the firm's output and effectiveness of the organization's activities in order to achieve organizational goals (5).
Performance measurement is very important for the organization as it provides much-needed guidance to management decision-making. Expand performance measurement functions opportunity to review the past and present and to obtain a future strategy for the organization's operations success and for the fulfilment of its strategic objective [5].

B. Corporate Performance Measurement
In the measurement of a company's performance, there are some terms commonly used, among others; performance measurement, performance measure and performance metrics. These terms are often used interchangeably however, to avoid confusion between the understanding of these terms, then it should be explained each difference. Performance measurement can be defined as the process efficiency and effectiveness of past actions quantification. Performance measures can be defined as a parameter that is used to quantify the efficiency and effectiveness of past actions. Performance metrics is the definition of the scope, content and the component parts of a broad-based measure of performance [6].

C. Kriteria Performa Kinerja Unggul (KPKU)
KPKU is an assessment system that purposed to guide, build, organize, and empowering the company's system and resources to achieve excellent performance assessment criteria adapted from Malcolm Baldrige Criteria for Performance Excellence (3). KPKU is consist of eleven important questionnaire categories that should be considered carefully to reach company's success related to process organizing and excellence result. KPKU Categories are described on Table 1. Vessel activity on the Intake area due to free public area 5 There is no peakers competitor in Central Java and DIY area yet 5 The concept of setting SFC targets in the calculation of subsidies is in place. 6 Increase of supply gas potency 6 Economic uncertainty due to global sentiment affects supply prices. 7 HSD utility restriction from government so the cost production more competitive 7 The quality of work and competence of partners are not yet fully optimal.
8 Improvement on third parties sourcing so the procurement could be more competitive 8 Stricter emission-quality standards regulations.

9
Digital and information technology development enhance the personal knowledge and performance 9 Change in proper criteria (LCA).
10 Retribution plan for seawater utilization.

11
Public demand for the PLTU location has increased. This demand is related to issues and community empowerment.
KPKU has been integrated with Baldrige Excellence Framework. Those integration items are as follows (3): a. Synthesis -Comprehensive perspective of organization and developed by business attribute which included core competencies, strategic objectives, action plan and working system. b. Alignment -Interconnection between KPKUs categories to ensure the plan, process, size and action consistence. c. Integration -Built upon alignment so performance management system components fully interconnected operate and accomplish the target.

D. SWOT Analysis
SWOT analysis is a certain strategic planning method used to evaluate the strength, weakness, opportunities and threat in a project or business. SWOT analysis guides to identify positive and negative in the organization or company (SW) and outside it in an external environment (OT). From the analysis of the entire internal and external factors can produce four kinds of organizational strategy with their respective characteristics [7].
SWOT Matrix consist of four strategies type of improvement, as follows: a. SO Strategy -optimize the existing internal strength to utilize existing external strength b. WO Strategy -fix the internal weakness with maximize the opportunity from external influence c. ST Strategy -utilize the existing strength to minimize external threat effect d. WT Strategy -defensive tactical for minimize internal weakness effect and avoid external threat KPKU describes that the initial step actualization of Malcolm Baldrige concept is to clarify the vision and strategy that utilized by the company. As the organizational key-strategic that should be measured, Malcolm Baldrige concept provides the implementation of effective system but not to choose right strategy. With implement the SWOT analysis procedure so the produced strategies could be used as improvement of Malcolm Baldrige concept baseline [3].

III. METHODOLOGY
General methodology implemented in this research is case study and problem solving in the specific phase of comprehensive business process of an industrial and service company and the research methodology in this study can be seen in Figure 1. Data collecting method that used are as follows: a. Documentation study -data generating method that conducted by related-problem document research b. Direct observation -observe company operational activity directly to get the big picture related to situation and condition related to research items. Internal business process mapping also provided in this research to describe information flow between company division c. Interview -Interview several division heads of the company related to internal business process information analysis. Figure 1 show the methods from this research. Detail step from this methodology can show bellow: 2 Utilization of SIT generating units is not optimal. 3 There is an internal rotation to prepare cadres with a composition of 60% millennial employees.
3 Planning has not been sharp. 4 The unit can operate on dual fuel (BBM and Gas), has a free governor and black start facility.
4 Business process integration has not been optimal due to changes in STO policies. 5 The PLTGU unit has the ability of followers and peers with CNG facilities.
5 The Karimunjawa sub-unit has a high BPP.
6 IT-supported business processes. 6 The availability of gas turbine main part has not been guaranteed. 7 Personnel have a good IP AKSI culture.

IV. RESULT
Research respondents were The Balmon users in SWOT analysis is a part of planning process. The main concern is in every planning process, an enterprise needs an assessment related current and future condition which affect target achieving process of the institution. The right strategic implementation for the company started with define the opportunities and threats that existed in the circumstance and then understanding the strengths and weaknesses from inside of the company. So the company could compete and complete the target effectively and efficiently. The result of the SWOT analysis is described on Table 3. The weight from each strategic issue show in Table 4. The weight calculates using AHP method.
The combination of KPKU and SWOT method implementation produces the specific improvement. That Increase competence, certification and program expertise (S1, S3, O2, O9).

1
We are optimizing the use of energy efficiency and PS reduction program operating strategies (W1, O1, O7).

2
There is a certification/competency body from external.

4
Increasingly developing technology increases the opportunities for improvement for reliability, efficiency, WPC and Outage.

5
There are no competing peakers in the DIY Central Java region.
6 Potential for increased gas supply.
6 Improve the reliability and efficiency of generating equipment (W1, O1, O4, O8, O9) 7 Restrictions on the use of HSD by the Government have resulted in more competitive prices for production costs.
8 Increase in sourcing partners so that procurement prices can be more competitive.

9
The development of digital and information technology increases the adequacy of information to increase personal insight and to improve performance. 2 Optimization of the Operational Strategy of the Energy Efficiency program and PS reduction (W1, T2, T5, T8).

3
Gas supply decrease due to Kepodang gas field reduction 3 Improvement reliability and efficiency of generating equipment (S2, T2).

5
The concept of setting SFC targets in the calculation of subsidies is in place.

6
Economic uncertainty due to global sentiment affects supply prices.

7
The quality of work and competence of partners are not yet fully optimal.

11
Public demand for the PLTU location has increased. This demand is related to issues and community empowerment. improvement generally affects multi-division approach on PT XYZ, or called SWOT alternative strategy are described on Table 5 The Table 6 is describing the strategy and the Table 7 describing the treats. Based on the SWOT analysis matrix result above and the business process approach, there are eight main strategy PT XYZ defined on the Power Generation Plan 2019 -2020. The resume list of Power Generation Plan 2019 -2020 are as follows: 1. Improve the competencies, certification, and program expertise 2. Improvement on reliability and power generation equipment efficiency 3. Improve power generation management 4. Digital transformation implementation 5. Quality assurance and quality control improvement 6. Improve monitoring and reduce the emission 7. Improve stakeholder management 8. Primary energy utility improvement The result from KPKU evaluation show on the     The result from the improvement show in Figure 3. Figure 3 above shows the performance achievements from 2015 to 2019.The following are the conclusions in this study 1. Continuously improve the work process considering follow up from meeting or review and analyze based on the fact (related data outcome process) 2. KPI analysis drafting and PI which supporting KPI, completed with the competitor data/information, segmentation and projection 3. Fixing the overdue performance with make some specific strategic program and conduct monitoring progress weekly until produced a trend to accomplish. 4. Maintain and improve performance achievement for improvement, improved trend (sustain and/or favorable) and leading over the competitors.

V. CONCLUSION
The conclusion from our research : The result from SWOT analysis consist of 8 strategy, The strategies are as follows: 1. Improve the competencies, certification, and program expertise 2. Improvement of reliability and power generation equipment efficiency 3. Improve power generation management 4. Digital transformation implementation 5. Quality assurance and quality control improvement 6. Improve monitoring and reduce the emission 7. Improve stakeholder management 8. Primary energy utility improvement The calculation score from the KPKU evaluation criteria is 612.5. The result means that PT.XYZ has an industry leader band.