A QFD based performance measurement tool

Jagdev, Harinder; Bradley, P.; Molloy, Owen

doi:10.1016/s0166-3615(97)00041-9

Cited by 25 publications

(15 citation statements)

References 6 publications

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“…The most widely used techniques and theories used for BPR performance measurement are based on the Analytical Hierarchy Process (Yen, 2009), contingency theory (Trkman, 2010), micro and macro process analysis (Han et al ., 2009), quantitative methods based on time series intervention (Lam et al ., 2009), Quality Function Deployment (Jagdev et al ., 1997), activity based costing and activity based management (Tan et al ., 2007; Grahovac and Devedzic, 2010), queuing theory (Cheng et al ., 2009), structural equation modelling (Reijers and van der Aalst, 2005; Škerlavaj et al ., 2007; Trkman et al ., 2010) strategic analysis based on goal, business objective and critical success factors linking with processes with the use of strategy maps (Trienekens et al ., 2005; Nudurupati et al ., 2007; Trkman, 2010), collaborative supply chain techniques (Reijers and van der Aalst, 2005; Gruat La Forme et al ., 2007), employee performance measurement (Gregoriades and Sutcliffe, 2008a), human performance shaping factors (Gregoriades and Sutcliffe, 2008a, b), Bayesian Belief Networks (Gregoriades and Sutcliffe, 2008a), process cycle time analysis (Gregoriades and Sutcliffe, 2008a), systems theory (Van Der Merwe, 2002; Ng, 2004), risk theory in Business Process Outsourcing (Gewald and Dibbern, 2009) and audit risk assessment (Carnaghan, 2006; Dunn, 2006; Durigon, 2006), business rules (Muehlen and Indulska, 2010; Lee et al ., 2007; Gašević et al ., 2010).…”

Section: Performance Measurement Techniques and Tools In Bprmentioning

confidence: 99%

“…We have expanded the number of these four perspectives to include issues like strategic alignment, change management, customer requirements, performance measurement, organizational drivers, etc. in our effort to classify tools and techniques used in business analysis in the literature (Neely et al ., 1996; Jagdev et al ., 1997; Rolstadas, 1998; Valiris and Glykas, 1999; Tonchia, 2000; Van Der Merwe, 2002; Xirogiannis et al ., 2004; Reijers and van der Aalst, 2005; Trienekens et al ., 2005; Gruat La Forme et al ., 2007; Nudurupati et al ., 2007; Škerlavaj et al ., 2007; Tan et al ., 2007; Turetken and Schuff, 2007; Elbashir et al ., 2008; Footen and Faust, 2008; Gregoriades and Sutcliffe, 2008a; Jazayeri and Scapens, 2008; Vergidis et al ., 2008; Cheng et al ., 2009; Han and Park, 2009; Han et al ., 2009; Herzog et al ., 2009; Jeston and Nelis, 2009; Lam et al ., 2009; Li et al ., 2009; Yen, 2009; Trkman et al ., 2010; Trkman, 2010). Each of these 10 perspectives is described briefly below: Opportunity assessment : the processes for methodically identifying, focusing, prioritizing and resolving issues and opportunities related to implementing change within an organization.…”

Section: Introduction and State Of The Art In Business Process Modellingmentioning

confidence: 99%

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Effort based performance measurement in business process management

Glykas

2011

Knowl Process Manag

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Aegean Technopolis, The Technology Park of the Aegean RegionThis paper presents a holistic methodology and associated toolset for business process modelling and analysis. The importance of integrating performance measurement (PM) indicators and tools in business process management has been identified in the literature as well as contemporary approaches that attempt to give a solution to this problem. However, most of these approaches propose solutions based on theories and techniques used in other disciplines or research fields which approach the issue of performance measurement in BPR from their individualistic perspective. In the majority of cases the proposed theories and techniques prove to be inadequate to measure performance holistically and integrate, organizational, human resource management, process management and workflow management concepts. The resulting methodology and toolset is based on business analysis ratios that define and measure key performance indicators in qualitative and quantitative terms and identify the relationships between them. These ratios allow enterprises to achieve a performance evaluation tool for continuous improvement in their attempt to respond and adapt quickly to turbulent markets. The performance measurement toolset (called ADJUST) is used for (1) planning different reorganization scenarios for the achievement of desired performance, (2) for assessing real time performance and (3) reporting deviations from desired planned performance. In order to monitor and assess real time performance the ADJUST software tool provides interfaces to three kinds of management tool categories, namely:Process management tools (PMT): business models, cycle time, primitive cost, etc. Human resource management (HRM) tools: job descriptions, performance measures, etc. Workflow management (WFM) tools: transactions, business rules, workflow models, etc.The ADJUST business analysis engine is based on employee effort analysis and provides meta-analysis of data analysed in PMT and HRM tools. Data like activity sequencing, cycle times, primitive costing, etc. from PMT tools are analysed in ADJUST in order to assess the percentage of high-business and low value added activities, mission-non mission activities, concentration analysis, etc. Knowledge management elements are integrated to job descriptions and associated with performance measures and workflow elements. Similarly, job descriptions and performance measurement data that are provided by HRM tools are analysed further in terms of cost to manage, principal-agent analysis etc. In the case of WFM tools the ADJUST system provides not only meta-analysis of workflow processes, transactions and document flows but also dynamic monitoring of their performance in real time.

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Section: Performance Measurement Techniques and Tools In Bprmentioning

confidence: 99%

Section: Introduction and State Of The Art In Business Process Modellingmentioning

confidence: 99%

Effort based performance measurement in business process management

Glykas

2011

Knowl Process Manag

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“…It is important to highlight that Kano model does not include a cost dimension but in our study this factor is not relevant. Most of the traditional measures used in the decision making process tend to be financial measures and business decisions and they are often taken in an attempt to maximise or reduce the impact of these financial indicators [22]. Our proposed methodology ranks features only according to their value to customers and users and not according to their estimated cost of implementation.…”

Section: Resultsmentioning

confidence: 99%

A methodology for supporting requirement management tools (RMt) design in the PLM scenario: An user-based strategy

Violante¹,

Vezzetti²

2014

Computers in Industry

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In the current-mass customization‖ scenario, product complexity is increasing significantly due to the necessity to answer as quickly and effectively as possible to many different costumer needs but maintaining costs under control. In this scenario, requirements management becomes a fundamental features for the entire product lifecycle, as enterprises need to have a complete and clear idea of the market for succeeding in developing and supporting the right and innovative product. Moreover, considering that product lifecycle is characterized by many-trade-off‖, so that product features are often negotiated in order to fulfil to conflicting requirements, it is important to support the-traceability‖ of the entire lifecycle-negotiation‖ process. For this reason, PLM platform has to provide suitable methodologies and tools able to efficiently support the design and management of large set of complex requirements. Requirements Management Tools (RMt) embedded in PLM solutions help keeping specifications consistent, up-to-date, and accessible. At present, there are different possible solutions, but a shared PLM integrated seems not to be available. In order to fill this gap, this paper has developed an user-based strategy, based on Kano methodology, so on-user satisfaction‖, in order to define a structured set of guidelines to support the design of the features of an integrated PLM requirement management tool.

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“…The method is guided by what the consumer needs, not technological advancements. As a result, more time is expended in gathering the knowledge required to determine what the consumer actually desires Jagdev et al, 1997;What Is Quality Function Deployment, 2021).…”

Section: Concepts Of Supply Chain Management (Scm) and Quality Fuction Deploymentmentioning

confidence: 99%

Development Supply Chain Management In Terms of Quality Function: An Application in the Manufacturing Industry

Erdil¹

2021

European Journal of Science and Technology

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In terms of financial efficiency, customer loyalty, and partner earnings, Supply Chain Management (SCM) efficiently benefits the company. The belows are some of the corporate opportunities of supply chain management. It increases sales, helps to reduce capital expenditures in the industry, reduces time by making efficient use of the time between consumer orders and distribution and Improves responsiveness to changes in demand, increasing supply stability. Due to this topic, by combining Quality Function Deploymnet (QFD) applications with a SCM system, this research will provide the researcher with an improved output arrangement. It covers the basics of using QFD in SCM systems as well as several examples of how to use QFD as a continuity reference and a supply chain management approach. This research looks at how and why QFD can be used in a supply chain, as well as some of the potential applications. QFD technique may help with SCM implementations. Customers' importance in a supply chain network cannot be overstated. The integration of "Customers Voice" into the applied structure ensures a high chance of performance and device productivity, while the Fuzzy QFD implementation promotes strategic analysis as a framework for evaluating. Supply chain management is critical from a strategic standpoint and is seen as a competitive advantage. In this study, in the furniture industry, switching from conventional approaches to supply chain management with QFD has a number of benefits. The application's main objective is to expose the process and operation of supply chain management in the furniture industry in this context.

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A QFD based performance measurement tool

Cited by 25 publications

References 6 publications

Effort based performance measurement in business process management

Effort based performance measurement in business process management

A methodology for supporting requirement management tools (RMt) design in the PLM scenario: An user-based strategy

Development Supply Chain Management In Terms of Quality Function: An Application in the Manufacturing Industry

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