T This research is based on the need for an integrated management system between the performance management system and the quality management system in the automotive component industry considering that both systems have indicators that serve as objectives and strategic initiatives related to process improvement. Therefore, this research was conducted with the aim of producing an integrated performance management system and quality management system based on the Balanced Scorecard and ISO/TS 1.6949 by taking a case study on an automotive component industry company. The research stages are generally divided into three, namely the design of the performance management system, the design of the quality management system and the design of the system design and process development. Primary data collection techniques were carried out using interview techniques to collect data on the analysis of initial conditions and company strategies in the eyes of shareholders and heads of departments and data regarding the gaps in the company's condition related to the quality management system compared to the requirements of the ISO/TS 16949 quality management system. collected from the field, such as data on special characteristics from customers, process flow, process capability for special characteristics, Gage R and R data, and Linearity and Bias Study data. While the analytical techniques used in this research are SWOT Analysis, SIPOC Chart, Failure Mode and Effect Analysis, Measurement System Analysis and statistical control. The results showed that the design of the performance management system with the Balanced Scorecard approach which was integrated with the design of the ISO/TS 16949 quality management system had a close relationship. The relationship between the Balanced Scorecard and the Quality Management System with the ISO/TS 16949 approach, among others, is the development of general strategy development in the Balanced Scorecard in the form of a Corporate Scorecard related to the Management Responsibility article; b) customer perspective related to article 5.2 Customer Focus, article 7.2 Customer Related Process, and article 8.2.1 Customer Satisfaction; c) internal process business perspective related to article 4.1 General Requirements, article 7 Product Realization, and article 8.2.3 Monitoring and Measurement; d) as well as learning and growth perspectives related to Article 6 Resource Management. The Performance Management System produces thirteen performance indicators as outlined in the thirty parameters of the Corporate Scorecard measurement. Meanwhile, the Quality Management System produces thirty-nine work procedures that can be used to translate the thirty parameters of the Corporate Scorecard that exist and are related to. System Design and Development Process produces characteristics according to customer requirements. The conclusion of this study is that the performance management system and quality management system can be integrated and support each other in achieving company goals.