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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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  • Ardeshir Bazrkar
  • Soleyman Iranzadeh
  • Naser Feghhi Farahmand
  • Shaofeng Liu

Abstract

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.

Suggested Citation

  • Ardeshir Bazrkar & Soleyman Iranzadeh & Naser Feghhi Farahmand & Shaofeng Liu, 2017. "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," Cogent Business & Management, Taylor & Francis Journals, vol. 4(1), pages 1390818-139, January.
  • Handle: RePEc:taf:oabmxx:v:4:y:2017:i:1:p:1390818
    DOI: 10.1080/23311975.2017.1390818
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    1. Charnes, A. & Cooper, W. W. & Rhodes, E., 1978. "Measuring the efficiency of decision making units," European Journal of Operational Research, Elsevier, vol. 2(6), pages 429-444, November.
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