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Average quadratic quality loss function (QQLF) measures quality of a given process using mean shift from its target value and variance. While it has a target parameter for the mean, it lacks a target for the variance revisable for counting any progress of the process across different quality levels, above/below the standard level; thus, it appears too general. Hence, in this research, it was initially supposed that all processes are located at two possible quality spaces, above/below the standard level. The purpose of this paper is to propose a two-criterion QQLF, in which each criterion is specifically proper to one of the quality spaces.

Since 1.33 is a literarily standard or satisfactory value for two most important process capability indices C_p and C_pk, its upper/lower spaces are assumed as high-/low-quality spaces. Then the indices are integrated into traditional QQLF, of type nominal the best (NTB), to develop a two-criterion QQLF, in which each criterion is more suitable for each quality space. These two criteria have also been innovatively embedded in the plan-do-check-act (PDCA) cycle to help continuous improvement. Finally, the proposed function has been examined in comparison with the traditional one in Feiz Hospital in the province of Isfahan, Iran.

Results indicate that the internal process of the studied case is placed on the lower quality space. So the first criterion of revised QQLF gives a more relevant evaluation for that process, compared with the traditional function. Moreover, this study has embedded both proposed criteria in the PDCA cycle as well.

Formulating the two-criterion QQLF only for observations of normal and symmetric distributions, and offering it solely for NTB characteristics are limitations of this study.

Two more relevant quality loss criteria have been formulated for each process (service or manufacturing). However, in order to show the comprehensiveness of the proposed method even in service institutes, emergency function of Feiz Hospital has been examined.

The traditional loss function of type NTB merely and implicitly targets zero defect for variance. In fact, it calculates quality loss of all processes placed on different quality spaces using a same measure. This study, however, provides a practitioner with opportunity of targeting excellent or satisfactory targets.

The purpose of this paper is twofold: first, to revise the Kano model with a focus on one-dimensional attributes; and second, to use the revised model for categorizing and prioritizing various employee compensation strategies.

The Kano evaluation table has been revised and the one-dimensional attribute has been further extended to three categories of O_O, O_M and O_A. In the next step, the literature review-based identified strategies have been categorized and prioritized according to the developed Kano model. Consequently, an employee compensation system has been proposed to a process-based manufacturing company as a case study.

Findings indicated that out of the 44 employee compensation strategies, typically 6 were must-be, 13 were one-dimensional, 18 were attractive and 7 were indifferent. Also, the results of the revised Kano model indicated that typically out of the 13 one-dimensional strategies, 7 were one-dimensional tending toward must-be (O_M); and 6 were one-dimensional tending toward attractive (O_A).

The case study was limited to one company. The validity of the proposed model can be further studied in a larger population. This study provides managers with a more accurate instrument of decision making in selecting more differentiated employee compensation strategies, which, in turn, might lead to more employee satisfaction.

Theoretically, this study is different from existing studies, since almost none of the previous studies extended the Kano evaluation table for one-dimensional attributes. Practically, this study is another evidence of the application of the Kano model in the field of human resource management and in particular contributes to the design of employee compensation systems.

This study aims to propose a framework for identifying and measuring the gaps between evaluation and goal setting in service supply chain (SSC) processes towards planning and development of sustainable tourism aligned with the firm's real conditions and capabilities.

By the concept of the service quality gap model, the existing gaps between auditors' evaluation and the managers' goals in SSC processes maturity were examined. Then, each of the designed gaps was measured considering the goals addressed by managers’ and auditors' evaluation. Finally, the strategy and priority of sustainable tourism planning and development were determined based on importance–performance analysis (IPA).

The gaps caused by the expectations and perceptions of the firm about the dissatisfaction of managers regarding their addressed goals and the evaluation of auditors in the planning and development of sustainable tourism can be classified into three categories of goals gap, assessment gap and main gap. To improve the performance of the firm in each of the evaluation criteria under the results of IPA analysis, solutions were provided.

Realistic evaluation and recognition of the capabilities of the organization's processes through the proposed framework can be effective in goal setting and sustainable tourism development policies.

The framework proposed in this study can be a suitable approach for the balanced growth of all aspects of the firm in planning and developing sustainable tourism and helps firms in setting the right and logical goals.

The purpose of this paper is to examine the application of C-shaped QFD 3D Matrix in comparing process characteristics (PC), performance aspects (PA) and customer requirements, simultaneously and to prioritize the first two sets, respectively.

A three dimensional matrix has been developed with three sets of PC, PA and customers’ requirements and C-shaped matrix has been applied for simultaneous comparison of the dimensions and prioritization of the subsets of PC and PA. The proposed approach has been examined in a post bank.

Findings confirm the possibility of simultaneous comparison and prioritization of the three sets of dimensions of this study in post bank services. In addition, “growth and learning” and “bilateral relationship with suppliers” had the first priorities among PA and PC, respectively.

While the proposed approach has many advantages, filling the matrixes is time-consuming. Since illustrating the 3D matrix was not possible, the matrix was separated into five two-dimensional matrixes.

Compared to the studied literature, the proposed approach is practically new in the post bank services.

The purpose of this paper is to prioritize lean production (LP) and agile production (AP) factors based on costs of quality (COQ).

After literature review, two separated houses of quality (HoQ) have been developed. By the first HoQ, LP and AP factors can be proritized based on prevention and appraisal costs and by the second HoQ, LP and AP factors can be prioritized based on failure costs. The proposed approach has been examined by analyzing data collected from 36 home appliance producers of Isfahan as an industrial province of Iran.

The first HoQ indicates that the highest and the lowest priorities are related to over-production (lean factor) and speed (agility factor), respectively. The second HoQ implies that the highest and the lowest priorities are related to responsiveness (agility factor) and inventory (lean factor), respectively. Quadrant analysis also indicates that defectives and over-processing are the two factors that have the highest priorities based on both failure costs and appraisal and prevention costs. As a major finding, LP factors have strong relationship with prevention and appraisal costs; and AP factors have strong relationship with failure costs.

The proposed approach helps organizations in reducing their costs. By clarifying the relationship of the LP and AP factors and the COQ, managers can determine appropriate strategies with the lowest cost.

The integrated approach of this study has not been applied and studied in the literature. The subject of the relationship of LP and AP and COQ is relatively new, which integrates the two areas of production management and quality management.

The purpose of this paper is to identify customers’ critical demands through evaluating and prioritizing service quality dimensions (SQDs) based on service quality (SQ) gaps.

The customers of four-star hotels were asked to report on their expectations and perceptions about the service they were receiving. Afterwards, the gap between the customers’ expectations and perceptions was calculated. Eventually, the three sets of data were exploited to prioritize SQDs through analytic network process (ANP).

Findings suggest that security and confidentiality, price, and tangibles are the most crucial factors.

The results can provide hotel managers with insightful hints about those aspects of service that form their customers’ perception of SQ in order to assign their invaluable, but restricted, resources appropriately to offer a more competitive service to the customers through paying attention to those dimensions.

The innovativeness of the methodology was in that the authors proposed a noble method in filling out the difficult-to-complete ANP matrix. The authors also managed to consider the mutual relationship between SQD criteria, which is difficult to do in ordinary methods.

The purpose of this paper is to develop the C-shaped quality function deployment (QFD) 3D Matrix for service applications.

The C-shaped QFD 3D Matrix proposed by Vezzetti et al. (2016) has been developed for simultaneous analysis of the relationships among three sets of factors of customer requirements, service design characteristics and service performance indicators. The three sets of factors have been determined and based on their interrelationships, 3D and concurrent houses of quality have been formed. Then, service design characteristics and service performance indicators have been prioritized. The obtained priorities have been also compared with traditional concurrent model of QFD.

The findings obtained from the traditional and developed approach seem different, implying that applying the C-shaped QFD 3D Matrix provides a more real perspective of concurrent engineering and the results in different set of priorities of service factors.

The case study was limited to banking services. If the developed approach is used in other institutes, the prioritization of service design characteristics and service performance indicators might be changed.

Compared to Vezzetti et al. (2016) who proposed the C-shaped QFD 3D Matrix for analyzing interrelationships among two customers and a provider, or two providers and a customer, in this paper, the C-shaped QFD 3D Matrix has been developed for analyzing interrelationships among three sets of factors of customer requirements, service design characteristics and service performance indicators.

The purpose of this paper is to analyze the influence of job satisfaction on hostage employee loyalty in Isfahan Province Gas Company (IPGC).

The statistical population of this study included the formal recruited employees of IPGC out of which, 212 employees have been selected using a stratified random sampling method. A questionnaire has been developed and used for data collection regarding job satisfaction and employee loyalty. In this study along with the other studies of the authors, employees of IPGC were classified into four different categories on the basis of loyalty matrix, and the majority (78 percent) of them were located in the hostage category. Structural equation modeling has been used for data analysis.

The findings imply that job satisfaction does not have a significant influence on the loyalty of hostage employees.

Organizations are encouraged to identify the individual and organizational factors and obstacles, take necessary measures to increase job satisfaction and maintain the level of employee loyalty and gradually shift them from the hostage category to the apostle category, which results in an increased number of loyal and satisfied employees.

This study indicates how the application of the concepts of loyalty matrix, particularly its hostage category, can be expanded in the field of organizational behavior management.

This paper aims to revise the ideal ratio for selecting new products based on their qualitative analysis of desired/undesired functions.

The Kano model has been integrated with the ideal ratio to select and prioritize the design of new products. First, the functional analysis method in value engineering was used to determine the attributes and functions of each product design. Then, the Kano model was used to determine the type of each product attribute and to use the desirable functions of attractive attributes, one-dimensional, must-be and undesirable functions of reverse attributes in the ideal ratio to select and prioritize the design of the product. To examine the application of the proposed approach, a gas instruments manufacturing company was investigated, and five new products were selected for the study.

Based on the results, the product design of industrial regulator GS 77/22 was selected as the superior product and the digital diaphragm gas meter, ultrasonic gas meter, axial regulator and turbine gas meter had the second to fifth priority, respectively.

The proposed method can help product designers determine product designs suitable for customers' expectations and provide a desirable prioritization of the product design in terms of their ideal ratio according to the customers.

The proposed approach provides a more desirable prioritization compared with other prioritization methods based on customers' viewpoints. In the proposed method, the Kano model results in respecting customers, understanding community needs, respecting consumers' rights and increasing the organization's social responsibility, which will significantly increase the chance of product success in the market.

This paper aims to propose a new approach for determining a decoupling point in leagile chain, based on Lean and agile criteria regarding market and customer demands and internal capabilities of the chain with the ultimate goal of fulfilling customer needs and increasing chain profit.

In the new approach, Lean and agile criteria have been defined for assessing the effectiveness and efficiency of supply chain. The efficiency and effectiveness ratios have been calculated for Lean and agile processes using input- and output-oriented Banker, Charnes and Cooper (BCC) methods, respectively. Based on the results, inefficient and ineffective units have been addressed and the decoupling point has been determined.

Findings indicate that the decoupling point can be regarded as a borderline between two strategies of Lean and agile production, and fuzzy decoupling point and lean–agile distance can provide the basis for distinguishing the two strategies.

Determining the decoupling point has an important role in dynamic performance of a supply chain. By the proposed approach, managers can estimate the most probable area for the decoupling point. Moreover, by appropriate determination of decoupling point, an organization can increase its public responsibility by appropriate usage of its resources and responding faster to customers’ requirements.

In this study, in addition to determining a decoupling point in a supply chain with the aim of increasing productivity, the subject of leagile strategy of supply chains has been developed.