Abstract

The Importance of the Integrative Relationship Between Cause and Effect Analysis and The Sustainable Balanced Scorecard in Solving Problems of Economic Units

Maryam Shweeti. Al Zweeni, Dr Abbas Nawar Khait Al-Musawi

Volume: 11 Issue: 4 2021

Abstract:

The aim of the research is to highlight the complementarity between cause-and-effect analysis and the Sustainable Balanced Tag Card. The problem with the research is that economic units are poorly aware of the theoretical and philosophical foundations of cause-and-effect analysis and their importance in costing and solving administrative problems and inadequate attention to financial and non-financial measures. In order to achieve the objective of research and test its hypotheses, the Wasit Textile and Weaving Plant of the State Company for the Textile and Leather Industries, located in the centre of the Wasit prefecture, has been selected as a centre for research. Its performance has been evaluated and a model has been presented to solve the problems it faces through a cause-and-effect analysis scheme with a sustainable balanced tag card (SBSC) that details all environmental and social aspects, both quantitative and financial. A set of conclusions has been reached, the most important of which is that the cause-and-effect relationship is not just a correlation, but a reasonable relationship between the level of the activity and its costs, because it gives analysts and managers confidence in the relationships repeatedly estimated in other sets of data, The identification of cost guides gives managers a vision of several methods they use to reduce costs and the quantity of routers, and the sustainable balanced labeling card uses both financial and non-financial performance measures to bridge the gap arising from the use of financial measures only, as well as to measure and improve performance , The economic unit wishing to take advantage of the characteristics of the adopted economic unit strategies that are relevant to each dimension of the sustainable balance tag and its drawbacks should be careful not to reduce the costs of products or services on an ongoing basis, and focus not only on reducing costs, but also on providing distinct products and services that meet the requirements and needs of clients.

DOI: http://doi.org/10.37648/ijrssh.v11i04.021

Back Download

References

• A. F. Abdelrazek, “International Journal of Social Science and Economic Research Sustainability Balanced Scorecard : A Comperhensive Tool To Measure Sustainabilty Performance,” no. 02, pp. 948–962, 2019.
• Al- Bento, R. Bento, and L. F. White, “Validating Cause-And-Effect Relationships,” vol. 17, no. 3, pp. 45–56, 2012.
• B. Neyestani, “Seven Basic Tools of Quality Control: The Appropriate Techniques for Solving Quality Problems in the Organizations,” SSRN Electron. J., pp. 1–10, 2017, doi: 10.2139/ssrn.2955721.
• B. R. Al Kaabi and B. Jowmer, “The Use Of Sustainable Balanced Scorecard For Strategic Planning And Resource Efficiency Improvement Based On Supply Chain Performance Measurement And Productivity,” Int. J. Supply Chain
• C.. Drury, 'Management and Cost Accounting', 10th Editi. Annabel Ainscow List Manager: Jenny Grene Development, 2018. www.downloadslide.com Management
• D. L. Goetsch and S. Davis, Quality Management For Organizational Excellence: Introduction to Total Quality NJ: Printice Hall International, Inc. 2010.
• Erik G. Hansen and Stefan Schaltegge,' Pursuing Sustainability with the Balanced Scorecard:Between Shareholder Value and Multiple Goal Optimisationr, Centre for Sustainability Management (CSM)', Leuphana Universität, Germany, June 2012.
• G. Ilie and C. N. Ciocoiu, “Ilie G. and. Ciocoiu C.N. 'Application of Fishbone Diagram to Determine The Risk Of An Event With Multiple Causes Management Research Application Of Fishbone Diagram To Determine The Risk Of An Event With Multiple Causes',” Manag. Res. Pract., vol. 2, no. 1, pp. 1–20, 2010, [Online]. Available: http://mrp.ase.ro/no21/f1.pdf.
• G. K. K. Jens J.Dahlgaard, Kai Kristensenv, 'Fundamentals of Total Quality Management', vol. 4, ISBN 0 7487 7293 6, First published in 1998 by:Taylor & Francis. 2002.
• George, Rowlands, Price and Maxey, “The Lean Six Sigma Pocket Tool Book”, McGraw-Hill, 2005.
• Gérald NaroK, 'Les indicateurs sociaux: Du contrôle de gestion sociale aux développements récents du pilotage et du reporting', Institut des Sciences de l’Entreprise et du Management, Université Montpellier I. le: 02 /04/2010http://pedagogie.ac-montpellier.fr/Disciplines/eco_gestion/ consulter. P. 21 https://en.calameo.com/read/004556811c782aa12d70b
• Gminder , Carl Ulrich & Bieker . Thomas, 2002'Managing Corporate Social Responsibility by using the Sustainability Balanced Scorecard', Institute for Economy and the Environment (IWOe-HSG), http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.577.9490&rep=rep1&type=pdf
• Ishikawa K (1976). Guide to Quality Control, Tokyo: Asian Productivity Organization.
• John O’Rourke: “Sustainability Matters Oracle Corporation', March 2011, P8, U.S. A
• John O’Rourke:'Sustainability Matters Oracle Corporation', March 2011, P8, U.S. A
• Keyes, “Continuous Improvement In The Amusement Park Industry: An illustration thesis,” no. December, pp. 1–47, 2011.
• L. Liliana, “A new model of Ishikawa diagram for quality assessment,” IOP Conf. Ser. Mater. Sci. Eng., vol. 161, no. 1, 2016, doi: 10.1088/1757-899X/161/1/012099.
• Loredana, “the Analysis of Causes and Effects of a Phenomenon By Means of the ‘Fishbone’ Diagram,” Analele Univ. Constantin Brâncuşi din Târgu Jiu Ser. Econ., vol. 1, no. 5, pp. 97–103, 2016.
• M. George, “The Six Sigma Process and Improvement Tools,” Lean Six Sigma Comb. six sigma Qual. with lean speed, pp. 27–29, 2002.
• M. Grant, “Sustainability,” no. , 2020, https://www.investopedia.com/terms/s/sustainability.asp.
• Manag., vol. 7, no. 5, pp. 807–818, 2018.
• Masoud Hekmatpanah, “The application of cause and effect diagram in the oil industry in Iran: The case of four liter oil canning process of Sepahan Oil Company,” African J. Bus. Manag., vol. 5, no. 26, pp. 10900–10907, 2011, doi: 10.5897/ajbm11.1517.
• Michaela stříteská and markéta špičková : 'How To Integrate Sustainability With The General Management System Of An Organisation?', scientific papers of the university of Pardubice Series d faculty of economics and administration, issn 1211 – 555x, czech republic,2010.
• Payne, Cara 'Total Quality Management (TQM) Tools' (2004): Columbia Copyright by: The University of British Columbia School. Web: www.slais.ubc.ca/PEOPLE/students/resumes/C.../TQMTools.pdf.
• S. M. D. • m. Rajan, Horngren ’ S A Managerial Emphasis Horngren ’ S Cost Accounting, Seventeent. 2021.
• T. P. Masejane, “Total Quality Management and Organizational Performance,” no. February,2012.
• Thomas Biekerand Bernhard Waxenberger: “Sustainability Balanced Scorecard and Business Ethics- Developing a Balanced Scorecard for Integrity ManagementContribution to the 10th International Conference of the Greening of Industry” Network, Göteborg, Sweden, June 23-26- 2002.
• vans, J.R. & Lindsay, W.M. 2008. 'Managing For Quality And Performance Excellence'. Seventh ed. Canada: Thomson