Fatma Pakdil, Pelin Toktaş and Gülin Feryal Can
The purpose of this study is to develop a methodology in which alternate Six Sigma projects are prioritized and selected using appropriate multi-criteria decision-making (MCDM…
Abstract
Purpose
The purpose of this study is to develop a methodology in which alternate Six Sigma projects are prioritized and selected using appropriate multi-criteria decision-making (MCDM) methods in healthcare organizations. This study addresses a particular gap in implementing a systematic methodology for Six Sigma project prioritization and selection in the healthcare industry.
Design/methodology/approach
This study develops a methodology in which alternate Six Sigma projects are prioritized and selected using a modified Kemeny median indicator rank accordance (KEMIRA-M), an MCDM method based on a case study in healthcare organizations. The case study was hypothetically developed in the healthcare industry and presented to demonstrate the proposed framework’s applicability and validity for future decision-makers who will take place in Six Sigma project selection processes.
Findings
The study reveals that the Six Sigma project prioritized by KEMIRA-M assign the highest ranks to patient satisfaction, revenue enhancement and sigma level benefit criteria, while resource utilization and process cycle time receive the lowest rank.
Practical implications
The methodology developed in this paper proposes an MCDM-based approach for practitioners to prioritize and select Six Sigma projects in the healthcare industry. The findings regarding patient satisfaction and revenue enhancement mesh with the current trends that dominate and regulate the industry. KEMIRA-M provides flexibility for Six Sigma project selection and uses multiple criteria in two-criteria groups, simultaneously. In this study, a more objective KEMIRA-M method was suggested by implementing two different ranking-based weighting approaches.
Originality/value
This is the first study that implements KEMIRA-M in Six Sigma project prioritization and selection process in the healthcare industry. To overcome previous KEMIRA-M shortcomings, two ranking based weighting approaches were proposed to form a weighting procedure of KEMIRA-M. As the first implementation of the KEMIRA-M weighting procedure, the criteria weighting procedure of the KEMIRA-M method was developed using two different weighting methods based on ranking. The study provides decision-makers with a methodology that considers both benefit and cost type criteria for alternates and gives importance to experts’ rankings related to criteria and the performance values of alternates for criteria.
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Gülin Feryal Can and Pelin Toktas
Traditional risk assessment (RA) methodologies cannot model vagueness in risk and cannot prioritize corrective-preventive measures (CPMs) by considering effectiveness of those on…
Abstract
Purpose
Traditional risk assessment (RA) methodologies cannot model vagueness in risk and cannot prioritize corrective-preventive measures (CPMs) by considering effectiveness of those on risk types (RTs). These cannot combine and reflect accurately different subjective opinions and cannot be used in a linguistic manner. Risk factors (RFs) are assumed to have the same importance and interrelations between RFs are not considered. This study aims to overcome these disadvantages by combining fuzzy logic with multi-criteria decision-making in a dynamic manner.
Design/methodology/approach
This study proposes a novel three-stage fuzzy risk matrix-based RA integrating fuzzy decision-making trial and evaluation laboratory (F-DEMATEL) and fuzzy multi-attributive border approximation area comparison (F-MABAC). At the first stage, importance weights of RFs are computed by F-DEMATEL. At the second stage, risk degrees of RTs are computed via using fuzzy risk matrix. At the third stage, CPMs are ranked by F-MABAC. Finally, a numerical example for RA in a warehouse is given.
Findings
Results show that developing instructions for material loading or unloading is the most important CPM and severity is the most important RF for the warehouse.
Originality/value
This study has originality in terms of having fuzzy dynamic structure. At first, RFs are assumed to be criteria sets then, RTs are assumed to be criteria set considering their risk degrees to rank CPMs in a fuzzy manner. Risk degrees of RTs are used for weights of RTs and effectiveness of CPMs are used for performance values of CPMs.
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Fatma Pakdil, Pelin Toktaş and Karen Moustafa Leonard
The purpose of this paper is to test the reliability and validity of the qualitative section of Lean Assessment Tool (LAT) starting from the point where a reliable and valid tool…
Abstract
Purpose
The purpose of this paper is to test the reliability and validity of the qualitative section of Lean Assessment Tool (LAT) starting from the point where a reliable and valid tool is needed to measure increasing leanness level of business organizations.
Design/methodology/approach
The questionnaire used in this study included the qualitative component of LAT developed by Pakdil and Leonard (2014). The unit of the study was individual employees who work in manufacturing firms participating in this study. This study focused on the data collected from three firms that operate in Turkey and two firms that operate in the USA. The total respondents from Turkish firms were 263 employees, while the 205 employees responded from US firms.
Findings
Exploratory factor analysis and confirmatory factor analysis were completed to determine valid and reliable factors that compose LAT’s qualitative component. The statistical analysis showed five distinct factors, namely process, delivery, quality, customer satisfaction and human resource. In addition, the fuzzy logic showed appropriate loadings to make the argument for its use in analysis of the LAT.
Research limitations/implications
This study moves the debate about the success or failure of lean efforts forward. With the debates about lean and its potential, it is necessary to have a scientific determination of success and the areas where further work in the firm is needed. Such measurement is the backbone of management progress, and the authors believe that this paper is useful. Second, the necessity of reliable and valid tools of lean assessment is obvious in the literature and practice. The findings of this study help academicians find reliable and valid tools to measure lean success both in the literature and practice.
Practical implications
Managerial implications include the development of a way to assess the areas of success and areas requiring further work. Failure to measure success and needs for further work has been the reason for the questionable results found in investigating lean implementation efforts. If there is no way to determine what is needed to improve lean efforts, they will be seen as failure, even if part of the implementation has been successful. This tool has been found to be potentially useful for evaluation of these crucial and time-consuming efforts.
Originality/value
In this study, the qualitative section of LAT has been validated. The results demonstrated that, based on two countries’ data sets, the scale was found to be reliable and valid within itself and across sociocultural boundaries.