Armin Cheraghalipour; Emad Roghanian
Abstract
Due to the increasing progress in various industries, paying attention to the internal processes of the organizations is more visible to stay on the competitive scene. Therefore, many organizations attempt to simplify and evaluate their internal processes using re-engineering. By reviewing the conducted ...
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Due to the increasing progress in various industries, paying attention to the internal processes of the organizations is more visible to stay on the competitive scene. Therefore, many organizations attempt to simplify and evaluate their internal processes using re-engineering. By reviewing the conducted studies, it can be stated that one of the existing problems in the implementation of re-engineering projects is the selection of the optimal portfolio of processes. Hence, this study aims to provide a bi-objective mathematical model for selecting processes in the re-engineering project by considering two key assumptions include improvement in achieving organizational goals and staff resistance. To this end, first, the impact of processes on organizational goals is specified by experts and then the goals’ weights are obtained using a fuzzy Best Worst Method. Finally, the proposed model is solved by an augmented ε-constraint method and the optimal portfolio of processes is selected. Also, a public Hospital of Sari as a real-world case study is employed to set the values of model parameters. Finally, the obtained results are reported and using a sensitivity analysis, several directions are provided. The results show that changes in the staff resistance directly affects the second objective function, while changes in the improvement created by each process affect the first objective function. Also, changes in costs have little effect on either objective functions.
Sorour Farokhi; Emad Roghanian; Yaser Samimi
Abstract
One of the main challenges of strategic management is implementing the strategies. Designing the strategy map in Balanced Scorecard framework to determine the causality between strategic objectives is one of the most important issues in implementing the strategies. In designing the strategy map with ...
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One of the main challenges of strategic management is implementing the strategies. Designing the strategy map in Balanced Scorecard framework to determine the causality between strategic objectives is one of the most important issues in implementing the strategies. In designing the strategy map with intuition and judgment, the link between strategic objectives is not clear and it is not obvious which strategic objectives are related and influenced each other. Hence, it is essential to offer a quantitative and accurate method to design the strategy map and clarify these relationships. In this paper, after reviewing the methods for determining the causal relationships among BSC perspectives in the literature, a framework on the basis of historical data analysis and multi-response surface regression analysis is offered to determine causal relationships among strategic objectives with respect to data of key performance measures of past years in order to obtain the coefficients and equations that can be used in the prediction of the responses. Using statistically significant models, the correlations between the factors and several responses were acquired. The presented quantitative approach is useful for determining the causal relationships resulting in an accurate strategy map and is a supporting approach for improving decision makers’ opinions and enabling them to reach a more accurate picture of the relationships. This research also presents a case study to demonstrate the applicability of the proposed approach. The application and implication of the proposed method in a real case show that the contributions of the research are not only theoretical but practical as well. The strategy map constructed in this study can also serve as a reference point for similar businesses.