Total quality model for aligning organization strategy, improving performance, and improving customer satisfaction by using an approach based on combination of balanced scorecard and lean six sigma

Considering the importance of the service quality and the position of banks in the global and national economy, the main objective of this study was to design a total quality model in Qavamin Bank to align the organization’s strategies, improve performance, and improve customer satisfaction. In the...

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Autores principales:	Ardeshir Bazrkar, Soleyman Iranzadeh, Naser Feghhi Farahmand
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2017
Materias:	total quality model aligning the strategy performance improvement customer satisfaction lean six sigma Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/da64cb64532142929da179ca69b41b00
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spelling	oai:doaj.org-article:da64cb64532142929da179ca69b41b002021-12-02T10:44:30ZTotal quality model for aligning organization strategy, improving performance, and improving customer satisfaction by using an approach based on combination of balanced scorecard and lean six sigma2331-197510.1080/23311975.2017.1390818https://doaj.org/article/da64cb64532142929da179ca69b41b002017-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2017.1390818https://doaj.org/toc/2331-1975Considering the importance of the service quality and the position of banks in the global and national economy, the main objective of this study was to design a total quality model in Qavamin Bank to align the organization’s strategies, improve performance, and improve customer satisfaction. In the first step, after reviewing various groups of the Qavamin Bank processes, accounting processes were selected by the managers of the bank as sample processes. Then, using the six dimensions of the balanced scorecard, some indicators were defined for selecting the strategic process. After collecting data of indicators using cross-efficiency model in data envelopment analysis, “replacing the customer account book” was selected as the strategic process. In the next step, using the five phases of the DMAIC cycle in the lean six sigma methodology, the sigma level of the process was measured. After implementing the six sigma methodology, the process sigma level was increased from 2.84 to 2.88 and the average process time was reduced from 3 to 2 min and 40 s. The results showed the successful design and implementation of the total quality model in Ghavamin Bank for the process of “replacing the customer’s account book”. Finally, to measure the level of realization of the designed model’s objectives, the research hypotheses were tested using one-sample t-test. The results of the hypothesis test showed that all three objectives of the total quality model were met.Ardeshir BazrkarSoleyman IranzadehNaser Feghhi FarahmandTaylor & Francis Grouparticletotal quality modelaligning the strategyperformance improvementcustomer satisfactionlean six sigmaBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 4, Iss 1 (2017)
institution	DOAJ
collection	DOAJ
language	EN
topic	total quality model aligning the strategy performance improvement customer satisfaction lean six sigma Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	total quality model aligning the strategy performance improvement customer satisfaction lean six sigma Business HF5001-6182 Management. Industrial management HD28-70 Ardeshir Bazrkar Soleyman Iranzadeh Naser Feghhi Farahmand Total quality model for aligning organization strategy, improving performance, and improving customer satisfaction by using an approach based on combination of balanced scorecard and lean six sigma
description	Considering the importance of the service quality and the position of banks in the global and national economy, the main objective of this study was to design a total quality model in Qavamin Bank to align the organization’s strategies, improve performance, and improve customer satisfaction. In the first step, after reviewing various groups of the Qavamin Bank processes, accounting processes were selected by the managers of the bank as sample processes. Then, using the six dimensions of the balanced scorecard, some indicators were defined for selecting the strategic process. After collecting data of indicators using cross-efficiency model in data envelopment analysis, “replacing the customer account book” was selected as the strategic process. In the next step, using the five phases of the DMAIC cycle in the lean six sigma methodology, the sigma level of the process was measured. After implementing the six sigma methodology, the process sigma level was increased from 2.84 to 2.88 and the average process time was reduced from 3 to 2 min and 40 s. The results showed the successful design and implementation of the total quality model in Ghavamin Bank for the process of “replacing the customer’s account book”. Finally, to measure the level of realization of the designed model’s objectives, the research hypotheses were tested using one-sample t-test. The results of the hypothesis test showed that all three objectives of the total quality model were met.
format	article
author	Ardeshir Bazrkar Soleyman Iranzadeh Naser Feghhi Farahmand
author_facet	Ardeshir Bazrkar Soleyman Iranzadeh Naser Feghhi Farahmand
author_sort	Ardeshir Bazrkar
title	Total quality model for aligning organization strategy, improving performance, and improving customer satisfaction by using an approach based on combination of balanced scorecard and lean six sigma
title_short	Total quality model for aligning organization strategy, improving performance, and improving customer satisfaction by using an approach based on combination of balanced scorecard and lean six sigma
title_full	Total quality model for aligning organization strategy, improving performance, and improving customer satisfaction by using an approach based on combination of balanced scorecard and lean six sigma
title_fullStr	Total quality model for aligning organization strategy, improving performance, and improving customer satisfaction by using an approach based on combination of balanced scorecard and lean six sigma
title_full_unstemmed	Total quality model for aligning organization strategy, improving performance, and improving customer satisfaction by using an approach based on combination of balanced scorecard and lean six sigma
title_sort	total quality model for aligning organization strategy, improving performance, and improving customer satisfaction by using an approach based on combination of balanced scorecard and lean six sigma
publisher	Taylor & Francis Group
publishDate	2017
url	https://doaj.org/article/da64cb64532142929da179ca69b41b00
work_keys_str_mv	AT ardeshirbazrkar totalqualitymodelforaligningorganizationstrategyimprovingperformanceandimprovingcustomersatisfactionbyusinganapproachbasedoncombinationofbalancedscorecardandleansixsigma AT soleymaniranzadeh totalqualitymodelforaligningorganizationstrategyimprovingperformanceandimprovingcustomersatisfactionbyusinganapproachbasedoncombinationofbalancedscorecardandleansixsigma AT naserfeghhifarahmand totalqualitymodelforaligningorganizationstrategyimprovingperformanceandimprovingcustomersatisfactionbyusinganapproachbasedoncombinationofbalancedscorecardandleansixsigma
_version_	1718396794638958592

Total quality model for aligning organization strategy, improving performance, and improving customer satisfaction by using an approach based on combination of balanced scorecard and lean six sigma

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