It is clear that relative to the elements that were seen as constituting quality function deployment (QFD), the term has evolved considerably. Clearly, the organization’s management seeking competition status appears to be faced with a far more complex task than was the case previously. This article made use of the data collected in the period of 2008 from studies in eight small official and industrial organizations in North West of Iran. However, the main purpose was to examine the organizational primary activities (OPA) and the QFD performance. The examples have clear implications for practitioners who wish to improve organizational performance as far as possible via OPA management and QFD procedure and process. In particular, paying particular attention to QFD as an occupational group with numerous responsibilities and often competing priorities is necessary. The relationship between QFD and their managers is important and we have shown elsewhere how this was the biggest variable explaining QFD levels of affective QFD and customer satisfaction. It also follows that since OPA management have a major role in bringing QFD and customer satisfaction, the design of these policies should include consideration of how QFD can apply them by QFD procedure and process to be as possible. The other implication of the research is OPA management, which through QFD procedure and process, impacts on organizational performance. That is the combination of OPA management, QFD procedure and process, organizational climate and conceptions of OPA need to take account of this wider agenda in both practice and theory.
Key words: Organizational primary activities (OPA), quality function deployment (QFD) procedure and process, customer satisfaction.
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