Analyzing supplier development program enablers using fuzzy DEMATEL

2014 ◽  
Vol 18 (4) ◽  
pp. 1-26 ◽  
Author(s):  
Srikanta Routroy ◽  
C.V. Sunil Kumar
Keyword(s):  
Development Program ◽  
Successful Implementation ◽  
Supplier Development ◽  
Manufacturing Environment ◽  
Fuzzy Dematel ◽  
Content Type ◽  
Cause And Effect ◽  
Management Commitment ◽  
Manufacturing Company ◽  
Top Management Commitment

Purpose – The purpose of this paper is to identify, quantify and establish relationship (i.e. cause and effect) among various supplier development program enablers (SDPEs) in a specific manufacturing environment. Design/methodology/approach – The proposed methodology runs into four phases, i.e. defining supplier development program (SDP) environment, identifying relevant SDPEs, collecting experts’ qualitative opinions regarding SDPEs and analyzing the SDPEs using Fuzzy DEMATEL (Decision Making Trial and Evaluation Laboratory). The fourth phase is programmed using Matlab 7.10.0 (R2010a). The proposed methodology is implemented in an Indian manufacturing company and the results are analyzed to provide directions for the company while implementing SDPs. Findings – The proposed methodology leads to the ranking of SDPEs, classification of SDPEs into cause and effect groups and establishment of interactions for each SDPE using impact relationship map. Of the 20 SDPEs considered in the analysis, “top management commitment” and “mutual visits by competent personnel from both sides” are the two most important SDPEs for implementing SDP in an Indian manufacturing company taken as a case study. The outcomes are verified by consulting the said company’s experts and their validity is confirmed. Research limitations/implications – Because the results obtained are specific to a manufacturing environment, they cannot be generalized. However, the proposed approach can be adopted for analyzing SDPEs in any manufacturing environment, provided the set of SDPEs is selected considering its priorities. Practical implications – The proposed methodology will identify the SDPEs to be managed for successful implementation of SDPs. Originality/value – The proposed methodology has the capability to rank the SDPEs and their interrelationships. This will definitely help supply chain managers to precisely choose and manipulate the SDPEs for successful implementation of SDP.

Road map for the implementation of green manufacturing practices in Indian manufacturing industries

2017 ◽  
Vol 24 (5) ◽  
pp. 1386-1399 ◽  
Author(s):  
Abhijeet K. Digalwar ◽  
Nidhi Mundra ◽  
Ashok R. Tagalpallewar ◽  
Vivek K. Sunnapwar
Keyword(s):  
Green Manufacturing ◽  
Structural Relationship ◽  
Manufacturing Industries ◽  
Top Management ◽  
Successful Implementation ◽  
Content Type ◽  
Effective Implementation ◽  
Road Map ◽  
Management Commitment ◽  
Top Management Commitment

Purpose Green manufacturing (GM) has received growing attention in the last few years. As today’s business environment is highly competitive, dynamic and volatile in nature, GM is seen as the winning strategy to be adopted by manufacturers. In this scenario, successful implementation of GM by manufacturers can give them an edge over their competitors. The purpose of this paper is to identify and develop the structural relationship among different factors for the successful implementation of GM. Design/methodology/approach A questionnaire-based survey and interpretive structural modeling (ISM) approach has been applied in this study. In this research, 12 factors have been identified, such as top management commitment, supplier and materials management, green product and process design, employee training and empowerment, etc. On the basis of survey results and opinions of experts from industry and academia, a structural relationship model has been developed through an ISM approach. Findings Top management commitment has the highest driving power for the implementation of GM. Effective implementation of GM will improve organization performance in terms of product cost and quality. For effective implementation of GM, management should not ignore development of people, product and processes. Practical implications The developed model will be useful to managers, decision makers and practitioners of GM in prioritizing their resources more effectively. Originality/value Critical success factor play a pivotal role for the assessment and implementation of GM practices. Identification of key success factors and their mutual relationship can help in implementation of GM practices in various organizations. It is probably one of the leading attempts to provide road map to the implementation of GM practices in Indian manufacturing industries.

Analyzing barriers of Green Lean practices in manufacturing industries by DEMATEL approach

2020 ◽  
Vol 32 (1) ◽  
pp. 176-198 ◽  
Author(s):  
Charanjit Singh ◽  
Davinder Singh ◽  
J.S. Khamba
Keyword(s):  
Manufacturing Industries ◽  
Government Support ◽  
Top Management ◽  
Lean Implementation ◽  
Content Type ◽  
Cause And Effect ◽  
Lean Practices ◽  
Management Commitment ◽  
Manufacturing Organizations ◽  
Top Management Commitment

PurposeGreen Lean concepts offer methods for managing manufacturing organizations with the goal of improving organizational performance. Green Lean practices are good options to increase the environmental and operational performance of manufacturing industries. However, there are some barriers to implement Green Lean in manufacturing industries. This paper aims to identify these barriers by reviewing the literature and analyze inter-relationships amongst selected barriers.Design/methodology/approachThis paper deals with the identification of barriers to the adoption of Green Lean practices in manufacturing industries. Using the DEMATEL approach and using the insights of experts, a cause and effect relationship diagram was generated through which the effect of barriers was analyzed.FindingsTwelve barriers were categorized in terms of cause and effect, and the interrelationships of barriers were also analyzed. Threshold value is calculated as 0.134 and the values lower than a were eliminated to obtain the digraph. “Resistance to change,” “lack of top management commitment” and “lack of training to employees” are the most prominent barriers on the basis of their prominent score.Research limitations/implicationsAnalysis in the research is highly dependent on expert judgments and opinions may be biased. However, the initial matrix obtained from the experts is hindered by the ambiguity about some relationships. But this can be improved by using fuzzy and grey set theories. The barriers used for the analysis are not from a specific type of manufacturing industry.Practical implicationsThe findings will help the manufacturing organizations to simplify the most important barriers, the least significant barriers and the relationships between these barriers. This Berlin knowledge will enable administrators to increase awareness of the barriers in Green Lean implementation. “The top management commitment” and “government support” are most important for the removal of barriers to Green Lean strategies.Originality/valueVery few scholars have used the DEMATEL approach to examine the sequence of the barriers to Green Lean implementation. The present study attempts to incorporate the DEMATEL model to assess the sequence of barriers to the implementation of Green Lean. This study investigates the degree of influence of barriers on each other and categorizes the barriers into cause and effect groups. This study is also intended to pave the way for future research in the path of the elimination of barriers to Green Lean strategies.

Analyzing the agile manufacturing barriers using fuzzy DEMATEL

2017 ◽  
Vol 24 (7) ◽  
pp. 1912-1936 ◽  
Author(s):  
Pavan Kumar Potdar ◽  
Srikanta Routroy ◽  
Astajyoti Behera
Keyword(s):  
Agile Manufacturing ◽  
Fuzzy Decision Making ◽  
Relationship Matrix ◽  
Successful Implementation ◽  
Fuzzy Dematel ◽  
Content Type ◽  
Automobile Manufacturing ◽  
Manufacturing Company ◽  
Multiple Experts ◽  
The Impact

Purpose The purpose of this paper is to identify and analyze the agile manufacturing barriers (AMBs) for establishing a cause and effect relationship among them. Design/methodology/approach A methodology is proposed using fuzzy decision-making trial and evaluation laboratory (DEMATEL) to capture multiple experts’ qualitative judgments for mitigating the impact of the AMBs. In order to validate the proposed methodology, it is applied to an Indian automobile manufacturing company. Findings Out of 36 AMBs identified through literature review, 20 AMBs are found to be relevant to the case company. Five AMBs (i.e. lack of resource reconfiguration, inefficient conflicting management styles, imperfect market knowledge, inadequate information handling and improper strategic plan) were identified as significant cause group where the case company has to put efforts and resources. Also the impact relationship matrix for each AMB has been developed to visualize its interactions (i.e. influencing and influenced) among other AMBs. Research limitations/implications The results obtained are specific to the Indian automobile manufacturing company and it cannot be generalized for every manufacturing company or any other sector. However, the proposed approach can be a basis and provide a platform to understand and analyze the interactions between AMBs. Practical implications The proposed methodology will show the appropriate areas for allocating efforts and resources to mitigate the impact of AMBs for successful implementation of agile manufacturing. Originality/value According to the authors’ knowledge, no work is reported in the literature that proposes a framework using fuzzy DEMATEL for the analysis of AMBs in Indian automobile manufacturing company.

A conceptual framework for a systemic understanding of barriers during lean implementation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Praveen Puram ◽  
Michael Sony ◽  
Jiju Antony ◽  
Anand Gurumurthy
Keyword(s):  
Successful Implementation ◽  
Implementation Barriers ◽  
Lean Implementation ◽  
Content Type ◽  
Extant Literature ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Systemic Understanding ◽  
Industry Sectors ◽  
The Impact

PurposeMultiple organisations which have attempted to implement lean production/manufacturing/thinking have failed to achieve significant benefits. Practitioners and researchers have identified the barriers that hinder successful implementation. This study first consolidates such lean implementation barriers that are common across all industry sectors. Further, a systemic understanding of lean barriers is attempted by determining causal relationships between barriers and their relative causal strength.Design/methodology/approachBarriers to lean implementation were first identified from extant literature and categorised into broad barrier groups. These barrier groups were classified into four categories as specified by Liker's 4P model of lean–philosophy, people and partnership, processes and problem-solving. Additionally, interrelations between barriers, both within and among these four categories were determined.FindingsThe barriers classified under philosophy were the most critical as it affects the barriers in other groups. Similarly, barriers such as lack of leadership and top management commitment, lack of resources, shortage of lean consultants and trainers, lack of systemic understanding of lean and the need for its implementation, lack of lean expertise and training were found to be the most critical causal barriers.Research limitations/implicationsHighly critical barriers in terms of causality should be addressed with high priority, as effective measures against them may eliminate or reduce the impact of other barriers.Originality/valueThis study addresses the confusion regarding the high number of lean barriers in extant literature by providing a systemic understanding of the same. By exploring the interrelations among barriers, the most important causal barriers and barrier types (4Ps) are identified, the knowledge of which could improve lean implementation success. This is a novel attempt in the domain of lean.

Identifying core control items of information security management and improvement strategies by applying fuzzy DEMATEL

2015 ◽  
Vol 23 (2) ◽  
pp. 161-177 ◽  
Author(s):  
Li-Hsing Ho ◽  
Ming-Tsai Hsu ◽  
Tieh-Min Yen
Keyword(s):  
Information Security ◽  
Security Policy ◽  
Security Management ◽  
Fuzzy Dematel ◽  
Information Security Management ◽  
Content Type ◽  
Cause And Effect ◽  
Information Security Management System ◽  
Security Control ◽  
Improvement Strategies

Purpose – The purpose of this paper is to analyze the cause-and-effect relationship and the mutually influential level among information security control items, as well as to provide organizations with a method for analyzing and making systematic decisions for improvement. Design/methodology/approach – This study utilized the Fuzzy DEMATEL to analyze cause-and-effect relationships and mutual influence of the 11 control items of the International Organization for Standardization (ISO) 27001 Information Security Management System (ISMS), which are discussed by seven experts in Taiwan to identify the core control items for developing the improvement strategies. Findings – The study has found that the three core control items of the ISMS are security policy (SC1), access control (SC7) and human resource security (SC4). This study provides organizations with a direction to develop improvement strategies and effectively manage the ISMS of the organization. Originality/value – The value of this study is for an organization to effectively dedicate resources to core control items, such that other control items are driven toward positive change by analyzing the cause-and-effect relation and the mutual influential level among information security control items, through a cause-and-effect matrix and a systematic diagram.

Analysis of interaction among the barriers to 5S implementation using interpretive structural modeling approach

2017 ◽  
Vol 24 (7) ◽  
pp. 1834-1853 ◽  
Author(s):  
Rajesh Attri ◽  
Bhupender Singh ◽  
Sunil Mehra
Keyword(s):  
Structural Equation ◽  
Structural Model ◽  
Structural Modeling ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Interpretive Structural Modeling ◽  
Content Type ◽  
Modeling Approach ◽  
Manufacturing Organizations ◽  
Top Management Commitment

Purpose The purpose of this paper is to ascertain and analyze the interactions among different barriers of 5S implementation in manufacturing organizations. Design/methodology/approach In this paper, 15 barriers affecting the implementation of 5S in manufacturing organizations have been identified from literature analysis and discussion with academic and industrial experts. Afterwards, identified barriers were validated by using nation-wide questionnaire-based survey. Then, interpretive structural modeling (ISM) approach has been utilized to find out the interaction among the identified barriers in order to develop hierarchy-based model. Findings The research identifies several key barriers which have high driving power and weak dependence power. In this concern, these barriers entail extreme care and handling for successful implementation of 5S. Financial constraints, lack of top management commitment, and no proper vision and mission are found to be the key barriers. Research limitations/implications The developed ISM model is based on experts’ opinion. This developed hierarchy-based model requires further validation by using structural equation modeling approach or by performing detailed case studies. Originality/value In this paper, ISM-based structural model has been recommended for Indian manufacturing organizations, which is a novel exertion in the area of 5S implementation.

A fuzzy fault tree analysis based risk assessment approach for enterprise resource planning projects

2018 ◽  
Vol 35 (5) ◽  
pp. 1115-1141 ◽  
Author(s):  
Mina Moeinedini ◽  
Sadigh Raissi ◽  
Kaveh Khalili-Damghani
Keyword(s):  
Risk Factors ◽  
Enterprise Resource Planning ◽  
Fault Tree ◽  
Fault Tree Analysis ◽  
Resource Planning ◽  
Successful Implementation ◽  
Tree Analysis ◽  
Content Type ◽  
Cause And Effect ◽  
Fuzzy Fault Tree Analysis

Purpose Enterprise resource planning (ERP) is assumed as a commonly used solution in order to provide an integrated view of core business processes, including product planning, manufacturing cost, delivery, marketing, sales, inventory management, shipping and payment. Selection and implementation of a suitable ERP solution are not assumed a trivial project because of the challenging nature of it, high costs, long-duration of installation and customization, as well as lack of successful benchmarking experiences. During the ERP projects, several risk factors threat the successful implementation of the project. These risk factors usually refer to different phases of the ERP projects including purchasing, pilot implementation, teaching, install, synchronizing, and movement from old systems toward new ones, initiation and utilization. These risk factors have dominant effects on each other. The purpose of this paper is to explore the hybrid reliability-based method is proposed to assess the risk factors of ERP solutions. Design/methodology/approach In this regard, the most important risk factors of ERP solutions are first determined. Then, the interactive relations of these factors are recognized using a graph based method, called interpretive structural modeling. The resultant network of relations between these factors initiates a new viewpoint toward the cause and effect relations among risk factors. Afterwards, a fuzzy fault tree analysis is proposed to calculate Failure Fuzzy Possibility (FFP) for the basic events of the fault tree leading to a quantitative evaluation of risk factors. Findings The whole proposed method is applied in a well-known Iranian foodservice distributor as a case study. The most impressive risk factors are identified, classified and prioritized. Moreover, the cause and effect diagram between the risk factors are identified. So, the ERP leader can plan a low-risk project and increase the chance of success. Originality/value According to the authors’ best knowledge, such approach was not reported before in the literature of ERP risk assessments.

Top management commitment and lean team members’ prosocial voice behaviour

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Abdul Latif ◽  
Jan Vang
Keyword(s):  
Large Scale ◽  
Employee Voice ◽  
Value Stream Mapping ◽  
Top Management ◽  
Content Type ◽  
Team Members ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Six Dimensions ◽  
Prosocial Voice

Purpose Top management commitment (TMC) and prosocial voice behaviour in Lean teams are vital for the successful Lean implementation. This study aims to investigate how TMC influences Lean team members’ prosocial voice behaviour and how such changed voice behaviour affects the outcome of Lean implementations. Design/methodology/approach The authors have used a qualitative research methodology to examine six dimensions of TMC (communication, involvement, support, empowerment, encouragement and monitoring) in two ready-made garment (RMG) factories in Bangladesh. Operational performance was measured by efficiency, quality, value stream mapping, single-minute exchange dies and 5S scores. Occupational Health and Safety (OHS) was assessed by acceptable head and back positions, machine safety, use of masks and housekeeping. Findings The findings reveal that TMC influences Lean team members' voice behaviour positively and, thereby, company's performance. Six dimensions of TMC are all critical for mobilizing prosocial voice, which then improves productivity, OHS and enhancing employee capacity and job satisfaction. Research limitations/implications This research involved two sewing lines in two RMG factories in Bangladesh. Cross-sector and large-scale international quantitative research is also needed. Practical implications This research shows how TMC and Lean problem-solving teams can mobilize employee voice. Originality/value Employee voice is a central issue in the implementation of Lean. To the best of the author’s knowledge, for the first time, the authors show how the six dimensions of TMC influence Lean team members’ voice behaviour in the workplace and thereby how prosocial voice affects team performance.

Identification and analysis of circular supply chain management practices for sustainability: a fuzzy-DEMATEL approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manju Saroha ◽  
Dixit Garg ◽  
Sunil Luthra
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Management Practices ◽  
Research Work ◽  
Fuzzy Decision Making ◽  
Fuzzy Dematel ◽  
Chain Management ◽  
Content Type ◽  
Cause And Effect ◽  
Causal Framework

PurposeCircular supply chain management (CSCM) is proving to be a strong contributor towards sustainable development. The purpose of this study is to analyse the circular practices in CSCM implementation towards sustainability in the Indian auto sector; these practices are at the initial stage in a developing economy.Design/methodology/approachIn this research work, a framework has been developed to enrich understanding of various CSCM practices for sustainability. To develop a causal framework, a Fuzzy Decision-Making Trial and Evaluation Laboratory (F-DEMATEL) methodology has been adopted.FindingsThe results produce 32 practices with cause and effect groups and their importance/priorities. Based on F-DEMATEL, these 32 practices are grouped into cause and effect groups based on R + C and R − C values.Research limitations/implicationsThe findings will help managers and decision-makers to gain a deeper understanding of the practices and their nature; the governmental and financial practices are identified as the most critical factors that need more attention. The results will help strategy makers to plan accordingly.Originality/valueThis research has identified and analysed 32 basic practices and their interrelationships to achieve sustainability in CSCM.

Barriers in implementing lean manufacturing in Indian SMEs: a multi-criteria decision-making approach

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Piyush Jaiswal ◽  
Amit Singh ◽  
Subhas C. Misra ◽  
Amaresh Kumar
Keyword(s):  
Decision Making ◽  
Lean Manufacturing ◽  
Manufacturing Sector ◽  
New Technology ◽  
Evaluation Framework ◽  
Quality Cost ◽  
Content Type ◽  
Leadership Quality ◽  
Management Commitment ◽  
Top Management Commitment

Purpose This study aims to investigate the interrelationships among the Lean manufacturing (LM) adoption barriers in Indian SMEs. This issue has its own importance as LM has become the inescapable requirement for small- and medium-scale enterprises (SMEs) because of the increased concerns about quality, cost, delivery time and rapidly growing competition in the manufacturing sector and in India it is opposed by many factors/barriers. To act for the eradication of these barriers, we need to systematically analyze them. Design/methodology/approach Based on the available literature and consultation with the experts, the authors identified 16 LM barriers for Indian SMEs. The authors analyzed the interdependencies among the barriers and prioritized them using integrated Grey-decision-making trial and evaluation laboratory (grey-DEMATEL) approach. Findings The findings show that limited financial resources, fear in adopting new technology, lack of top management commitment and poor leadership quality are the most critical barriers for LM diffusion in Indian SMEs. Research limitations/implications The present research is based on the experts’ inputs, which may be subject to individual biases. In developing countries, such as India, geographical influences are also possible, which are neglected in this study. Practical implications This study provides significant insights that can help SMEs to focus on critical cause group barriers to accelerate the LM penetration. Originality/value The authors have proposed a Grey-DEMATEL-based LM barrier evaluation framework. Here, the authors analyze the interrelationships among the barriers for LM and segregate them in cause and effect groups.

Sign in / Sign up

Export Citation Format

Share Document