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

Figures & data

Figure 1. Conceptual model of research.

Table 1. Types of inputs and outputs of key indicators of Ghavamin Bank

Aspect of balanced scorecard	Key indicator	Type
Financial aspect	Direct cost	Input
	Direct income	Output
Customer aspect	Number of customers	Output
	Repeat rate of serving customers	Input
Internal processes aspect	Rate of labor engagement	Output
	Response time to customer requests	Input
Learning and growth aspect	Staff training hours	Input
	Number of staff with high academic degree	Output
Employee satisfaction aspect	Staff turnover rate	Output
	Number of employee complaints	Input
Environment and society aspect	Alignment with society macro strategies	Input
	Compliance with environmental laws	Output

Table 2. Ranking of accounting group processes using cross-efficiency score

	Processes (DMUs)	Cross-efficiency score	Rank of the process
1	Opening a Ghavamin card account	0.4376	17
2	Opening a current check book	0.3752	20
3	Opening the current account of the facility	0.3328	24
4	Opening a long-term investment deposit account	0.26864	25
5	Close check current account	0.43328	18
6	Closing a short-term investment deposit account	0.37132	22
7	Transferring a long-term deposit to another person by the account holder	0.69788	3
8	Closing long-term deposit account	0.3716	21
9	Depositing the interests of the deposits to customer accounts	0.542	9
10	Clearing checks of other banks	0.4856	13
11	Clearing the bank checks	0.524	10
12	Issuing a coded check, Santa, Paya, and Sahab	0.4668	14
13	Issuing an installment book	0.4868	12
14	Issuing a draft	0.56528	6
15	Issuing a check book	0.4148	19
16	Issue of billing for customers	0.61788	5
17	Taking money out of customer account by the bank	0.55224	7
18	Replacing customer account book	0.896	1
19	Deposit to customer account	0.6676	4
20	Taking money out of account by customer	0.46	15
21	Blocking the accounts by customer	0.698	2
22	Request a gift card	0.3572	23
23	Payment to the customer via pos	0.55	8
24	Controlling the opening of accounts and provide report for the head of the branch	0.44292	16
25	Putting money inside ATM	0.4908	11

Table 3. Characteristics of critical quality indicators

	Critical quality indicator	Unit of measurement	Defect criteria
1	Time of request for replacing the account book	Time (s)	T > 7
2	Time of entering the information into the system	Time (s)	T > 89
3	Time of writing the account balance in the account book	Time (s)	T > 16
4	Time of revocation and archiving the account book	Time (s)	T > 43
5	Total process time	Time (s)	T > 2.35

Figure 2. Calculation of process voice using the control chart ($\overline{X}-\text{R}$).

Figure 3. Capability of the process “replacing the customer account book”.

Figure 4. Critical stages affecting the process.

Figure 5. Identifying the critical variables.

Table 4. Effect of each independent variable on the dependent variable

Independent variable	Effect on the dependent variable	Rank
First variable (x1): Defect in the bank system	0.0240	5
Second variable (x2): Failure in the system of the bank	0.1238	4
Third variable (x3): Failure of required tools and devices	0.3654	2
Fourth variable (x4): lack of necessary tools and equipment’s	0.2295	3
Fifth variable (x5): Inadequate personnel skills	0.5801	1

Table 5. Criteria for selecting the improvement projects

	Criteria
	Inputs		Outputs
	Project cost	Project runtime	Cost of low quality	Customer satisfaction	Sigma level
1	280	77	303	29	0.43
2	263	72	240	19	0.31
3	203	70	306	21	0.46
4	196	61	345	31	0.42
5	215	79	264	22	0.50
6	281	71	239	17	0.37
7	233	66	338	10	0.37
8	263	84	310	27	0.80
9	198	60	341	32	0.30
10	220	80	308	15	0.35
11	284	79	325	23	0.74
12	214	77	303	29	0.43

Table 6. Ranking of the improvement projects

Project number	Cross-efficiency score	Rank of the improvement project
1	0.728333	12
2	0.743333	10
3	0.904167	3
4	0.989167	1
5	0.8325	5
6	0.731667	11
7	0.843333	4
8	0.7775	7
9	0.965833	2
10	0.791667	6
11	0.760	9
12	0.77666	8

Table 7. Documenting the improvement activities

Characteristic under control	The standard of supervision	Data recording methods
Training the staff of the bank branch	Organizing an annual process-based learning course	Control and registration in the education system
	Controlling the improvement paths and skills of personnel
Time to complete the process	Maximum 2:40 s after customer acceptance	Control in the bank queue system

Table 8. Cronbach’s alpha test

Cornbrash’s alpha	N of items
0.795	18

Table 9. One-sample Kolmogorov–Smirnov test

		Strategic alignment	Improve the process performance	Enhance customer satisfaction
N		32	32	32
Normal Parameters^a^,^b	Mean	3.5321	3.3818	3.2625
	Std. deviation	0.60715	0.51524	0.61612
Test statistic		0.163	0.228	0.184
Asymp. sig. (2-tailed)		0.189^c	0.167^c	0.103^c

^a Test distribution is Normal.

^b Calculated from data.

^c Lilliefors significance correction.

Table 10. One-sample t test results for assessing the hypothesis

Hypothesis’s	T	Degree of freedom	Significance	Mean difference from test value	95% Confidence interval for mean difference
					Lower limit	Upper limit
Hypothesis 1	32.868	31	0.000	3.53125	3.3121	3.7504
Hypothesis 2	37.099	31	0.000	3.48281	3.1968	3.5668
Hypothesis 3	28.479	31	0.000	3.66677	3.4041	3.9293