Abstract
Purpose of this paper is to create a model for designing a new model in order to convey the voice of employees and customers to organization's processes. Historical study and field study methods are used to collect data and questionnaire is tool of data collection. Descriptive and inferential statistics methods, ranking and matrix analysis method in Quality Function Deployment have been used for data analysis. The outcomes imply that prioritization of European Foundation for Quality Management enablers and employees and customers satisfaction factors are different before and after the use of Quality Function Deployment. Also, other outcomes include reduction of gap between managers and employees and customers; creation of a suitable atmosphere for the development of effective and coordinated relationship between managers and employees and customers; and development of the European Foundation for Quality Management model. Keywords: Quality Function Deployment, European Foundation for Quality Management, Enablers, voice of employees and customers
Highlights
The concept of Quality Function Deployment (QFD) was introduced in Japan by Yoji Akao in 1966
In1978, the first book on the subject was published in Japanese, which resulted in a large increase in the use of QFD in Japan
OFD is used and customer needs are replaced by customers and employees satisfaction factors and technical requirements are replaced by European Foundation for Quality Management (EFQM) enablers
Summary
The concept of QFD was introduced in Japan by Yoji Akao in 1966. QFD originated by professor Mizuno in 1972 to help design super tankers at Mitsubishi’s Kobe shipyard site, Japan. In this research, is tried to convey the voice of employees and customers to organization's processes(Designing a new model(EFQM-QFD)). For this purpose, OFD is used and customer needs are replaced by customers and employees satisfaction factors and technical requirements are replaced by EFQM enablers. The EFQM excellence model (see Figure 1) is a non-prescriptive framework with nine dimensions, called criteria, of which five are enablers (leadership, policy and strategy, people, partnerships and resources and processes describe how things are done in the organisation) and four results criteria (customers, people, society and key performance describe what is achieved by the enablers) (Conti, 2007; Jacobs & Suckling, 2007; Davies, 2008)
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