Investigating the key indicators of implementing car paint quality management in the automotive industry

With the increasing development of science and technology, economics and industry have gone beyond their traditional framework and are becoming more and more knowledge-based every day. In this regard, identifying and reviewing key indicators in different sectors of industry as well as evaluating and prioritizing these factors are the most important optimization tools in the field of growth and development of companies. The study of how these tools affect their development and identify the factors affecting their accurate implementation in the field of car paint quality is the subject of this article. After extensive review of existing studies in this field and reviewing the opinions of experts, key influential factors were identified and using the ideas of experts, they were modified in accordance with the conditions of the country and placed in a suitable frame. These critical indicators were examined using Fuzzy AHP method and their importance was discovered within the process. This model was investigated and tested in Iran Khodro Company, using the analysis of the results the importance of the elements was figured out. Finally, using the obtained results from the analysis, the value of optimal implementation in different parts of the industry was examined.


Introduction
Comprehensive quality, describing a culture, a vision and a way to organize a company that tries to provide goods and services for their customers to satisfy their needs. This culture demands high quality in all practical aspects of the company, so that firstly the procedure must be done properly and the shortcomings of the process must be eradicated. The quality management process involves a set of methods that can ensure the product or service is in line with the customers stated goals. In addition, quality management involves setting quality goals that are synced with the customer, the quality assurance and quality control process is used to evaluate and report the actual quality of services or products delivered. Key success factors in implementing quality-based systems that affect the success of organizations in different sectors are divided into three categories: Technical factors and standards, preparation of effective factors and criteria when implementing and after it (Shirazi, 2021). These factors include clear goals, extensive organizational support, implementation capability, education, internal support and the importance of quality in the organization, process re-engineering, compatibility and suitability of hardware and software systems, project management, characteristics of key users and their capabilities and motivation, participation in creating a suitable quality environment, success criteria, end user satisfaction, organizational performance improvement, planning, timeliness and appropriate budgeting (Nouri, 2021). Due to the importance of quality management and creating a suitable framework for quality implementation of activities in different parts of the organization, in this study we try to examine the critical success factors related to the usage of business as a range of quality systems in the organization. In this research qualitative analysis method as well as interviews are used to answer the main questions. This research shows how different companies integrate different factors as well as critical success factors (Aliahmadi et al., 2013). This article has been complied in five sections in the following order The second part examines the literature on the subject. The third section, in which the method of AHP is briefly described. The fourth section that the information obtained from the questionnaires are processed by various statistical and decision-making methods using Fuzzy multi-criteria and the results are presented. Finally, the last section in which according to the set of results obtained from this dissertation, results are summarized and suggestions are presented.

Literature review
With the increasing development of science and technology, economics and industry have gone beyond their traditional framework (Mousakhani et al, 2020a;Fallah et al, 2021) and are becoming more and more knowledge-based every day (Mousakhani et al, 2020b). So many countries tried to support innovative projects, such as the establishment of science and technology parks and venture capital funds (Sadeghi and Sadabadi, 2015;Sadeghi et al, 2014). Therefore, knowledge is become one of the main source of competitive advantages (Elyasi et al, 2021). Also, information is the driving force of today's economy and knowledge, the tools used in it are quality management systems and the presentation of quality models. With the emergence and expansion of quality models and comprehensive quality management systems in organizations, managers and users have always sought to create opportunities in their organization to be in an integrated information platform and use the information to make the necessary decisions in different levels of management in the best possible way. Nowadays, using quality management as a mechanism to achieve goals such as customer focus and profitability and cost reduction is very common, most companies are trying to improve their position in the competitive market by structuring these principles within their organization. Identifying key success factors for any organization or project is essential to achieve its goals (Khajezadeh Dezfuli et al, 2021). A company may also use the Critical Success Factor (CSF) identification method as a tool to identify key elements of success. Key success factor is not a Key Performance Indicator (KPI), to be exact the keys to success are the elements that are essential to the success of a strategy while Key Performance Indicators (KPI) determine and measure the quantity of goals (Mohammadi et at, 2015). Teltumbde (2000) identified and categorized fourteen factors of success and failure of plans to implement quality management systems, including organizational resource planning and customer relationship management system. Pimentel and Major (2016) evaluated and compared a variety of models for examining the critical factors of success in the implementation of quality management projects and by comparing these models, they have obtained similar basic results. Wu et al., (2010), using this perspective, the focus of the critical success factors to prevent failure is more on the overall vision and ranking of the factors expressed by senior managers rather than the users who manage the system. Seetharaman et al., (2006), understanding and managing user's perspective during launch is very important, because if the organization does not emphasize it, it can be one of the main reasons causing the implementation to fail. Yadav et al., (2021), in research conducted over different years, critical success factors have been identified to help the organization determine the outcome of the efforts they made with the necessary actions in the areas that affect the outcome. Lu et al., (2021), accordingly, a number of critical success factors have been identified for quality management projects to assist managers in achieving successful results and reaping the investment benefits of these systems.

Research method
The Analytic Hierarchy Process (AHP) was introduced by Saaty in 1980. This method is one of the most comprehensive models. This method is one of the decision making methods . The advantages of this method include the following: It allows the problem to be formulated as a multi-level hierarchical structure. It shows the high compatibility of this method with people's minds and shows the main problem in a simpler way with a hierarchical structure. This method is based on pairwise comparisons, which allows managers to examine different scenarios. According to this principle, due to the fact that understanding a work problem is very complex and difficult, different and important dimensions of a problem may not be considered, hence the breakdown of a larger problem into smaller elements, will cause relationships and concepts to be accurately and easily understood in decision-making as well as relationship between each element. By doing this hierarchical structure tree will be created that helps the understanding of the problem and solving it (Nozari et al, 2012). In the real world, many decisions are inaccurate because goals, limitations and actions may not be well known. When decisions are made in a Fuzzy environment (Aliahmadi et al., 2015), the outcome of the decision is strongly influenced by personal judgments that are vague and inaccurate. Source of inaccuracies include: non-quantifiable information, incomplete information, inaccessible information and partial uninformedness. Fuzzy sets were introduced for the first time by LA Zadeh in 1965. This theory provided a new mathematical tool for working with information uncertainty. Since then, this theory has been able to develop well and find many real successful applications. In Fuzzy logic, each number between zero and one represents part of the truth, while in definite sets that work with binary logic, only two values, zero and one are available; therefore, Fuzzy logic can express inaccurate and ambiguous judgments and act on them mathematically.

Analysis of data and information
After determining the dimensions and critical factors in specific frameworks in the field of car paint and emphasizing the effective options discussed in the previous section, by designing a questionnaire and sending it to many professors of some prominent universities in the country as well as many experts active in the field of automobiles, in Iran Khodro factory, the importance of each of the critical success factors was determined from the perspective of activists. In this questionnaire the Likert scale was used with five levels of evaluation (1=insignificant, 2=nonsignificant, 3=normal, 4=important, 5=very important). The statistical population of this study was eleven professors from the universities of Science and Technology, Allameh University, Azad University, Payame Noor University, and fifteen experts active in the field of automobile manufacturing as well as active experts in the field of automotive paint in the country. A total of twenty people completed the submitted questionnaires, of which nine were related to university professors and eleven were related to industry experts. The results are shown in Table 1. Monitoring and evaluating performance 6 3.9 Customization 7 In the continuation of this research, in order to evaluate the impact of vital success factors on the implementation and effective implementation and quality of car paint, a questionnaire was designed and sent to experts active in the country's industry to evaluate the factors mentioned in Table 1. This framework is made up of five criteria and seven options, the criteria are the dimensions of successful implementation with the titles of "scheduling", "budget", "organizational acceptance", "minimum error rate" and "increase process speed". These criteria have been obtained through interviews with more than thirty activists in the automotive industry and employees of Iran Khodro Company as a case study and options are critical factors for success with the titles of "Education management", "Documentation", "5S Implementation", "Clear understanding of organizational requirements", "Process review and reengineering", "Performance monitoring and evaluation", and "Customization". Our goal is to find the most optimal critical success factors that affects the better implementation of car painting. For this purpose, different evaluators (respondents) were asked to express their opinions using linguistic variables. Since each person has a specific range of meaning in using linguistic variables and two identical linguistic expressions from two evaluators may have different purposes, so with using the triangular membership function to create a database of the desired range we provided linguistic expressions for each respondent. We received a total of forty-three questionnaires. After forming the hierarchy, we calculated the weight of each criterion and options using the Fuzzy AHP method. In the first step, using equations (3-8) and (3-9), we calculated the Fuzzy pairwise comparison matrix, the results of which can be seen in table 3. In the next step, the weight of each dimension was calculated. Note that to calculate the weight of each dimension, you first need to calculate the value of "ri" and its values are given below.  According to the values obtained for the Fuzzy weight of each criterion, it is concluded that the "minimum error rate" has the highest position in the success of car paint quality and it is the most effective one, increasing the process speed and budget realization are in ranks second and third respectively.
After prioritizing the criteria, we calculated the value of Fuzzy performance of each critical success factors. The average performance value of individual criteria for the options is given in Table 5. After calculating Ri in order to rank the criteria, they must be turned into non-Fuzzy values. Since the COA method is used in this research, it is necessary to calculate the BNP values to perform the ranking. The calculated amounts for BNP and the final rankings are given in Table 6. As shown in the Table 6, the two critical success factors "Education" and "Documentation" have the greatest impact on the overall successful implementation of car paint in the automotive industry.

Conclusion
Today, with the increasing development of technology and the intensity of competition between different production and service organizations, survival in the competitive market and achieving long-term profits is very important. In such situations, organizations must be able to offer products and services to the market with competitive advantage through agile management. One of the effective factors in improving the competitive situation of organizations is the use of quality improvement systems. Indicators and components of quality impact that are based on the success of activities in the organization, can always be developers of models that emphasize the use of strategies provided by these models. They can always determine the optimal performance for organizational activities. One of the issues that has always been raised in relation to quality excellence systems and models, has been the ability to develop the company's competitive advantages. In such a way that these companies have performed better in achieving competitive advantages and success; therefore, with extensive research and studies conducted in this field, the critical factors of success in the implementation of car paint in the automotive industry were identified and using the opinion of experts, these factors were filtered and adjusted.