Critical Resilience and Sustainability Function Deployment
ALESSANDRO SILVESTRI, MAURO D’APUZZO
Department of Civil and Mechanical Engineering,
University of Cassino and Southern Lazio,
via G. Di Biasio 43, 03043, Cassino (FR),
ITALY
Abstract: - The paper introduces a novel tool, Critical Resilient and Sustainability Function Deployment
(CRSFD), aimed at integrating management systems and enhancing business performance. CRSFD represents
an advancement from the Quality Function Deployment (QFD) method. Its primary objective is to provide a
comprehensive perspective on business key factors, emphasizing resilience and sustainability considerations.
This approach enables the identification of organizational weaknesses and offers recommendations for
improvement. Moreover, potential responses are meticulously assessed in terms of their costs and benefits,
aiming to optimize the company's ability to maintain resilience and sustainability.
Key-Words: - Integrated Management System, Key Performance Indicators, Quality Function Deployment,
House of Quality, Resilient and Sustainable Development Goals, Total Quality Management,
Continuous Improvement.
Received: May 22, 2023. Revised: March 5, 2024. Accepted: March 23, 2024. Published: April 19, 2024.
1 Introduction
The starting point of the study is a comprehensive
literature review examining the progression of
Integrated Management Systems (IMSs), according
to various perspectives and standards such as
sustainability, quality, and social-ethical
considerations. There is a lack of consensus and a
clear correlation between IMSs and company
performances, particularly concerning their
resilience, despite the potential benefits.
The primary aim is to reengineer the Quality
Function Deployment (QFD), one of the Total
Quality Management tools. The goal is a global
evaluation of the company's “attitude” at swiftly
comprehending and responding to challenging
situations.
Thanks to the expertise, experience, and
competence of managers, the initial step is the
selection of appropriate Key Performance Indicators
(KPIs), tailored to the specific market. Those
indicators describe the current situation and offer
recommendations for improvement.
The innovative proposed approach is named
Critical Resilient and Sustainability Function
Deployment (CRSFD), based on the Improving
Cycle DMAIC -Define, Measure, Analyze,
Improve, and Control.
The final goal is to suggest possible reactions
able to maximize the company's capacity to be
resilient and sustainable.
Unlike other existing methods, the proposed one
links Sustainable and Resilient goals in a single
global vision, allowing each company/organization
to focus on those goals considered the most
important, evaluating the impact of their choices on
all the aspects of interest.
The proposed methodology shows general
characteristics that allow its application to different
sectors. In particular, the authors are applying it to
the evaluation of potential environmental impact
due to the introduction of electric vehicles in private
and public fleets.
The present work is based on the conference
article by the same authors, presented at the 2nd
International Conference on Sustainable Mobility
Applications, Renewables and Technology,
SMART2022, [1]. In the above article, the general
proposed methodology was presented, without the
suggestion of real possible solutions. Starting from
the results of the above article, the present study
investigates real solutions able to reach resilient and
sustainable goals.
2 Integrated Management Systems
Integrated Management Systems often focus on
aspects such as quality, occupational health, and
safety, environmental issues, etc., [2]. However,
there isn’t a universal understanding of integration,
and different integration approaches and
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Alessandro Silvestri, Mauro D’apuzzo
E-ISSN: 2224-2899
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management systems are feasible, [3], [4], [5].
Additionally, Risk Analysis often plays a role in
implementing Integrated Management Systems, [6],
[7]. Evaluating costs and benefits and overcoming
resistance to change, [8], [9], are crucial aspects of
this integration process, which may involve the
entire organization or specific segments, with
different levels of integration, [10]. Numerous case
studies across various industries, [11] and countries
[12], demonstrate different approaches [13] and
company sizes, [14], [15].
There is a growing interest in sustainable
aspects, leading to the integration of social-ethical
considerations with management-organizational
principles, [16], [17], [18], [19]. Despite the evident
benefits of integration, its impact on business
performance remains unclear, [20], [21], [22].
The principal conclusion is that beyond economic-
financial factors, a company's sustainability and
resilience are equally vital.
3 Value Analysis Techniques
Many quality tools allow one to undertake a
structured and measurable path in terms of quality
effectiveness and efficiency. Value Analysis
techniques are the main tools for relating functions
to the product structure and its cost. Within them,
Quality Function Deployment is a Total Quality
Management (TQM) tool, [23], through which the
Customer's needs are translated into a product
structure and through which the development of the
architecture begins.
QFD is a method widely adopted across diverse
sectors, it offers a systematic approach to delineate
customer requirements and translate them into
actionable plans. Those customer needs, defined as
the Voice of the Customer (VoC), are synthesized
into a matrix known as the "House of Quality",
facilitating the translation of customer needs and
expectations into technical specifications, of
qualitative customer considerations into quantitative
process parameters through a graphical
methodology, [24].
4 New Decisional Drivers
While the QFD approach has been applied since the
1980s, today, new drivers are influencing the
evaluation of processes, with a focus on two critical
criteria: Resilience and Sustainability.
Resilience is a concept from structural
mechanics denoting a material's ability to withstand
damage and recover; it has evolved over the past 50
years to other fields such as psychology, ecology,
sociology, and urban planning. ISO has recently
introduced the concept of "Organizational
Resilience", highlighting an organization's ability to
adapt to a changing environment and deliver its
objectives, [25]. Resilience may be considered as a
forward step concerning previous risk-based
Management approaches (where potential threats
were reviewed and mitigated) insofar as novel
attention is paid to the recovery process.
Incorporating resilience into management
involves considering factors such as robustness,
redundancy, and recovery speed. Robustness
measures the system's ability to withstand external
damage; while redundancy reflects the availability
of alternative resources; recovery speed determines
the system's ability to restore functionality post-
disruption.
Metrics play a crucial role in implementing
resilience-based strategies in management, [26],
[27], particularly in logistics for inbound and
outbound aspects.
The United Nations proposed a strategic plan to
achieve the 17 Sustainable Development Goals
(SDGs) of the 2030 agenda, [28]. Resilience in
enterprises concerns in particular SDG9 (Industry,
Innovation, and Infrastructure) and SDG11
(Sustainable Cities and Communities). However,
resilience and sustainability impact various SDGs
such as SDG8 (Decent Work and Economic
Growth), SDG3 (Good Health and Well-being),
SDG15 (Life on Land), and climate change
mitigation efforts (SDG13).
The recent pandemic and the following Russian-
Ukrainian war have underlined the strategic role of
logistics in global economics and the urgent need
for more sustainable and resilience-based strategies
to manage fossil fuel costs and environmental
impact.
5 The Integrated Tool
The QFD methodology adopts a matrix structure
resembling a house, called "House of Quality"
(HoQ), as illustrated in Figure 1, [29]. The primary
objective of the HoQ is to convert both objective
and subjective quality criteria into quantifiable and
measurable metrics. It begins by prioritizing both
expressed and implicit customer desires or needs.
The HoQ is divided into 9 distinct sections, known
as Rooms.
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Fig. 1: The House of Quality matrix
A novel Integrated Management System tool
has been derived from the House of Quality: the
House of Resilience and Sustainability (HoRS), in
Figure 2 and Table 3 (Appendix). The primary
objective of HoRS is to highlight the crucial factors
contributing to an organization's success in a
resilient and sustainable manner. Therefore, it is
necessary to identify all fundamental aspects (needs)
considered essential for achieving resilience and
sustainability.
Fig. 2: The House of Resilience and Sustainability
matrix
Starting from Sustainable Development Goals
(SDGs) outlined by the United Nations in the
strategic plan of the 2030 agenda, a total of 17
sustainability needs plus 9 resilience needs were
identified, as detailed in Table 2 (Appendix).
Additionally, several sub-needs were identified for
resilience criteria, resulting in a total of 40 potential
development goals (17 SDGs plus 23 RDGs). The
outcome of this approach and tool is the formulation
of recommendations aimed at enhancing the
organization's resilience and sustainability, stressing
weaknesses and adhering to SMART criteria:
Specific, Measurable, Assignable, Realistic, and
Time-related, [30].
HoRS presents 10 rooms instead of the 9 ones of
HoQ:
Room 1 is dedicated to housing the Resilience
Development Goals (RDGs).
Room 2 defines measurable units for RDGs.
Additionally, this space is used for analyzing the
impact area: Inbound or Outbound.
Room 3 serves to assess the relative importance of
RDGs for the company, using a scale from 1 (low
importance) to 5 (high importance).
Room 4 is dedicated to housing the Sustainability
Development Goals (SDGs).
Room 5 illustrates the relations between RDGs and
SDGs, using a scale from 1 (very weak) to 9 (very
strong).
Room 6 defines measurable units for SDGs.
Additionally, this space is used for analyzing the
impact area: Inbound or Outbound.
Room 7 focuses on quantifying and ranking the
Sustainable Development Goals (SDGs) according
to their importance, using the following equation:
Wj=1,…,m = ∑i=1,…,n Ri × Sij (1)
where Wj represents the absolute weighting for
the j-th SDG, n is the number of Resilience
Development Goal (RDG), Ri is the priority
assigned to the i-th RDG, m is the number of
Sustainable Development Goals (SDG), and Sij
denotes the weighting assigned to the relationship
between the j-th SDG and the i-th RDG.
Room 8 illustrates the interrelationships among
SDGs, whether positive or negative.
Room 9 shows the targets set by the development
team, considering factors such as weighting, cost
etc.
Room 10 illustrates the interrelationships among
RDGs, whether positive or negative.
6 Critical House of Resilience and
Sustainability - Chors
According to Deming’s cycle for continuous
improvement, PDCA (Plan–Do–Check–Act), a
deeper analysis of each of the 17 Sustainability
needs (SDGs) and the 9 Resilience needs (RDGs)
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listed in Table 2 (Appendix), is realized to identify
possible solutions/actions.
An example of the NEED SDG1 No Poverty is
given in Table 1.
Table 1. Sample of Resilience and Sustainability
Matrix
ID Action
SOLUTIONS/ACTIONS
1
Enquire on the family financial condition of
logistic personnel to identify critical cases and
design supporting actions
2
Check compliance between Local Socio-
Economic Descriptors and personnel wages
3
Promote higher interaction with trade unions and
labor representatives
4
Foster external suppliers and vendors adopting
SDG 1 complying policies
One hundred possible solutions/actions for the
forty sub-needs are shown in Table 4 (Appendix).
Subsequently, a CRITICAL analysis of the
possible actions is realized thanks to the
introduction of a cost/benefit index. Starting from
the evaluation of the specific solution cost, the
following index, called Sustainable Resilient-Cost
Performance Index (SR-CPI), allows to maximize
benefits for the company in terms of Sustainability
and Resilience:
SR-CPI=Ctot/ Wtot (2)
where Ctot is equal to the total cost evaluated
for all the considered solutions/actions chosen by
the company and Wtot is the total weight, the sum of
all Wj related to the above-considered actions,
evaluated according to (1).
By fixing a budget for Ctot, different
combinations of solutions/actions might be
considered by the company, with different values of
SR-CPI. Consequently, the combinations with the
lower values of SR-CPI should be chosen, which
means lower costs with bigger benefits in terms of
Sustainability and Resilience. Therefore, the
previous index becomes the decisional support to
drive the choice of the best solutions/actions for a
SMART company, meaning “intelligent” and able
to understand and react quickly, especially in
difficult situations.
7 Conclusions and Developments
This paper has a dual objective:
• To introduce a novel approach, named CRSFD,
combining Resilience and Sustainability into
Quality Function Deployment;
• To aid companies in understanding and responding
swiftly, particularly in challenging circumstances.
In pursuit of those objectives, a new tool has been
proposed, as the evolution of the Total Quality
Management tool - Quality Function Deployment.
Additionally, a new index has been formulated to
optimize benefits and minimize costs in the pursuit
of Sustainable and Resilient goals.
The next phase of research will involve real-
world case studies to validate the proposed tool, and
its efficacy and explore potential enhancements.
Notably, the authors are currently utilizing it to
analyze the environmental impact of integrating
electric vehicles into both private and public
transportation companies. This research area has
garnered significant attention, as evidenced by
recent publications in WSEAS Transactions on
Business and Economics journals, [31], [32].
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E-ISSN: 2224-2899
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Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
- Alessandro Silvestri carried out the literature
review and the methodological approach.
- Mauro D’Apuzzo analysed needs, and sub-needs
(SDG and RDG) and suggested solutions/actions
in detail.
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
No funding was received for conducting this study.
Conflict of Interest
The authors have no conflicts of interest to declare.
Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
This article is published under the terms of the
Creative Commons Attribution License 4.0
https://creativecommons.org/licenses/by/4.0/deed.en
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APPENDIX
Table 2. Needs/Sub Needs of Sustainability and Resilence
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Table 3. HoRS
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Table 4. Suggested Solutions for Each Need and Sub-Need
ID
Need
ID
Action
SOLUTIONS/ACTIONS
1
1
Enquire on family financial condition of logistic personnel to identify critical cases and
design supporting actions
1
2
Check compliance between Local Socio-Economic Descriptors and personnel wages
1
3
Promote higher interaction with trade unions and labor representatives
1
4
Foster external suppliers and vendors adopting SDG 1 complying policies
2
5
Promote among inner personnel SDG 2 complying habits such as "food bank" related
activities
3
6
Promote sustainable transport modes (cycling also with E-bike and walking) in personnel
commuting trips
3
7
Check for health conditions in workspace
3
8
Promote additional services for inner personnel (Health Insurance, Gym etc.)
3
9
Foster external suppliers and vendors adopting SDG3 complying policies
4
10
Promote among inner personnel SDG 4 complying behavior by establishing scholarships
devoted to staff and staff's relatives
5
11
Promote Gender Equality among personnel by modifying recruitment policies
5
12
Foster external suppliers and vendors adopting SDG5 complying policies
6
13
Develop or improve modern wastewater treatment systems
6
14
Foster external suppliers and vendors adopting SDG6 complying policies
7
15
Reducing internal energy needs by improving energy efficiency
7
16
Shifting towards renewable energy sources
7
17
Foster the use of e-transport and low-carbon footprint modes
7
18
Foster external suppliers and vendors adopting SDG7 complying policies
8
19
Check compliance between Local Socio-Economic Descriptors and personnel wages
8
20
Check for health conditions in workspace
8
21
Promote additional services for inner personnel (Health Insurance, Gym, Nursery, Baby-
sitting etc.)
8
22
Foster external suppliers and vendors adopting SDG8 complying policies
9
23
Promote LCA (Life Cycle Analysis) for inbound/outbound logistic processes
9
24
Foster the use of e-transport and low-carbon footprint modes
9
25
Improve accessibility for the dispatch of by-products
9
26
See ID from 53 to the end
9
27
Foster external suppliers and vendors adopting SDG9 complying policies
10
28
Foster suppliers and sources from Developing Countries
10
29
Foster external suppliers and vendors adopting SDG10 complying policies
11
30
Check for environmental impact on external communities
11
31
Re-organize transport supply routes to minimize impact on external communities
11
32
Foster the use of e-transport and low-carbon footprint modes
11
33
Foster external suppliers and vendors adopting SDG11 complying policies
12
34
Promote LCA (Life Cycle Analysis) for inbound/outbound logistic processes
12
35
Promote Circular Economy and re-use of by-products and equipment
12
36
Foster external suppliers and vendors adopting SDG12 complying policies
13
37
Promote LCA (Life Cycle Analysis) for inbound/outbound logistic processes
13
38
Shifting towards renewable energy sources
13
39
Re-design conditioning systems for guarantee reliable cold-chain
13
40
Foster external suppliers and vendors adopting SDG13 complying policies
14
41
Develop or improve modern wastewater treatment systems
14
42
Re-organize transport supply routes to minimize impact on sea and rivers
14
43
Foster external suppliers and vendors adopting SDG14 complying policies
15
44
Check for environmental impact on external natural reserves and wildlife
15
45
Re-organize transport supply routes to minimize impact on natural reserves and wildlife
15
46
Foster external suppliers and vendors adopting SDG15 complying policies
16
47
Promote sources from stable and democratic countries
16
48
Prevent infiltration of criminal associations in inbound and outbound logistic processes
16
49
Foster external suppliers and vendors adopting SDG16 complying policies
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ID
Need
ID
Action
SOLUTIONS/ACTIONS
17
50
Involve personnel and labor representative in the SDG decision making process
17
51
Involve external suppliers and vendors in the SDG decision making process
17
52
Foster external suppliers and vendors adopting SDG17 complying policies
18
53
Create digital twin of inbound and outbound processes for diagnostics
18
54
Promote near sourcing
18
55
Create digital twin of inbound and outbound processes for diagnostics
18
56
Multi-sourcing
18
57
Foster external suppliers and vendors adopting Supplying Risk Audit procedures
19
58
Diversification of Financial Asset
19
59
Diversification of Financial Asset
19
60
Diversification of Financial Suppliers
20
61
See ID from 37 to 40
20
62
Check for seismic/hydrological/climate resistance of workspace
20
63
Multi-sourcing
20
64
Check for health and cleaning procedures
20
65
Promote smart working
20
66
Foster external suppliers and vendors adopting health and sanitation complying
procedures
21
67
Create digital twin of inbound and outbound logistic processes for diagnostics
21
68
Create digital twin of inbound logistic processes with LCCA for diagnostics and
preventive maintenance
21
69
Create digital twin of inbound logistic processes with LCCA for diagnostics and
preventive maintenance
21
70
Promote higher interaction with labor unions and representatives
21
71
Check compliance between Local Socio-Economic Descriptors and personnel wages
21
72
Check for health conditions in workspace
21
73
Foster external suppliers and vendors adopting fair labor policies
22
74
Multi-sourcing
22
75
Improve communication in the supply chain
22
76
Inventory and Capacity Buffers
22
77
Promote Multi-sourcing in information collection
23
78
Promote Multi-sourcing in information collection
23
79
Create digital twin of inbound and outbound logistic processes for diagnostics
23
80
Improve IT Services
23
81
Shift to multiple cloud services
24
82
Improve Legal Services
24
83
Provision for legal issues
24
84
Improve Insurance services
24
85
Foster external suppliers and vendors with strict legal agreements
24
86
Manufacturing Network Diversification
24
87
Multi-outsourcing
24
88
Improving Dissemination and Advertising of commitment in addressing SDGs among
communities and stakeholders
25
89
Create digital twin of inbound and outbound logistic processes for diagnostics
25
90
Improving Dissemination and Advertising of commitment in addressing SDGs among
communities and stakeholders
25
91
Binding external suppliers and vendors with a code of conduct
25
92
Multi-Outsourcing
26
93
Defects elimination; lost of production factors (material, energy, labor etc.)
26
94
Overproduction elimination; lost of production factors (material, energy, labor etc.)
26
95
Waiting elimination; lost of time and reaction speed
26
96
Transportation of materials elimination; lost of production factors (material, energy, labor
etc.)
26
97
Inventory elimination; lost of production factors (material, energy, labor etc.) and lost of
time and reaction speed
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.83
Alessandro Silvestri, Mauro D’apuzzo
E-ISSN: 2224-2899
1010
Volume 21, 2024
ID
Need
ID
Action
SOLUTIONS/ACTIONS
26
98
Motion of people elimination; lost of time and reaction speed
26
99
Non-utilization of talent; lost of competences and opportunities of improving
26
100
Extra processing elimination; lost of production factors (material, energy, labor etc.)
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.83
Alessandro Silvestri, Mauro D’apuzzo
E-ISSN: 2224-2899
1011
Volume 21, 2024