شناسايي و اولويت‌بندي عوامل موثر در فرايند پياده‌سازي سيستم برنامه‌ريزي منابع سازمان با رويكرد گسترش عملكرد كيفيت در گروه صنعتي بهمن ديزل

Effective Factors in the Implementation of the ٍE.R.P using the Q.F.D approach

هدف از اين پژوهش شناسايي و اولويت‎بندي عوامل مؤثر در فرايند پياده‎سازي سيستم برنامه‎ريزي منابع در گروه بهمن‎ديزل است. با شناسايي و اولويت‎بندي اين عوامل مي‎توان ريسك پياده‎سازي سيستم برنامه‎ريزي را كاهش داد و به اختصاص منابع مناسب براي بودجه‌بندي صحيح، هدفدار‌ و بهينه پرداخت. بدين منظور، پرسشنامه‌اي از عوامل بحراني موفقيت تدوين شد و در اختيار جامعۀ پژوهش، شامل مديران ارشد و مشاوران گروه بهمن قرار گرفت. به‎كمك روش تحليل عاملي اكتشافي، هفت عامل در گروه عوامل بحراني قرار گرفت. به همين منظور، پس از طراحي مدل هفت‎عاملي، به‎كمك روش گسترش عملكرد كيفي 18 عامل فني در رابطه با اين هفت عامل شناسايي و اولويت‎بندي شدند. در نهايت مشخص شد با اجراي مدل هفت‎عاملي، 89/5 درصد از عوامل بحراني موفقيت شناسايي خواهد شد؛ از اين رو براي دستيابي به مدل يادشده، 18 عامل به‎منظور بودجه‎بندي هدف‎دار منابع به‎ترتيب اولويت پيشنهاد شد.

Researches have always been seeking those factors that deserve to be studied to reduce the risk involved in the process of enterprise resource planning implementation and increase the opportunity of achieving the implementation objective. In addition, by knowing the priority of the factors, they could carry out the resources allocation in a goaldirected way. By seeking the opinions of the senior managers and advisors Bahman Diesel Industrial Group, 34 critical success factors whichhad been already noted in the precedent studies were identified. However , due to the difference in the type of organizations and lack of priority, there was no justification in using the already identified raw critical success factors. Therefore by considering the prioritization of the managers in different sectors, as the main customers of the products yield through enterprise resource planning, the critical success factors were classified, prioritizes and named by benefiting from experts view with regards to the priorities set by the managers and employing the factorial analysis scientific method, those factors were divided into seven new clusters that could be named as the new seven localized critical success factors followed by using them in the quality table boxes to serve as voice of customer. 18 tangible technical factors were then determined in in relation with those item and prioritization was performed accordingly by using QFD approach .