Evaluating the performance of processes using the hybrid BSC_QFD approach

Today, managers in all organizations are demanding the optimal use of the facilities and capacities available in different sectors. Therefore, the existence of a model that is consistent with the structure of the organization s strategic plan seems very necessary to satisfy the needs of managers. A common practice is to manage the performance of a balanced scorecard, which has been indicators in four perspectives: finance, processes, customer and learning, growth and development. In this study, which was carried out at Amol Municipality, Amol Municipality s strategy map was first prepared on the basis of the municipal strategic plan for the period of 1392-1397, in which strategic goals, strategic objectives, along with causal relationships between them and indicators in four The specified amount of the balanced scorecard has been determined to be quite small in the city of Amol from the result of the evaluation of the goals, the success rate of each goal will be determined as a guideline for prioritizing the future projects of the specified index. In other words, this research presents a model Integrated Balanced Scorecard (BSC) and Quality Functional Expansion (QFD) for Amol municipal performance evaluation and prioritization of projects to improve the performance, is analyzed.