Assessment of fitness of a manufacturing organization using fuzzy methods

Abstract

Purpose – The purpose of this paper is to develop a comprehensive model for fitness evaluation and to determine fitness index using fuzzy methods. Design/methodology/approach – The conceptual model for fitness evaluation was developed by literature review. The case study was conducted in an Indian pump manufacturing company. The assessment of fitness index was done using multi-grade fuzzy and fuzzy logic approaches. The fitness index was computed. The obstacles were identified and analysed for improvements. Findings – The fitness index was found to be 6.8724 which revealed that the organization was fit. Euclidean distance method was used to match fitness index with fitness level. The weaker attributes were identified and proposals were derived for improvements. Research limitations/implications – The developed model was test implemented in a single manufacturing organization. The study could be extended for other organizations in future. Practical implications – The case study was conducted in an Indian pump manufacturing organization. The insights derived from the study have practical propensity. Originality/value – The model for fitness evaluation and assessment of fitness index were original and novel contributions of the authors.

Dataset for evaluating fitness index using Adaptive Neuro-Fuzzy Inference System

“…The methodologies that allowed the data presented are described in [1] , [2] and in cited references.…”

Determining factors driving sustainable performance through the application of lean management practices in horticultural primary production

“…Procedures and work habits (Jeffers, 2010)  Worker needs and workplace ergonomics (Wong & Wong, 2014) (Jarebrant et al, 2016) Operational Context  Marketplace complexity (Cabral, Grilo, & Cruz-Machado, 2012) (Herron & Braiden, 2006)  Marketplace dynamism (Büyüközkan et al, 2015) (Sekar, Vinoth, & Sundaram, 2015)  Increasing/Dynamic customer expectations (Sekar et al,…”

“… Flow, Perfection -through technology (Ioppolo et al, 2014)  Moral building activities for farm laborers  DF8, DF9, DF10, DF20  Motivated and involved employees (Chaplin et al, 2016)  Specialist 3 rd party services providers advise on managerial approaches, technology adoption and sustainability standards and practices  DF3, DF4, DF10, DF18  Perfection -through knowledge (Rothenberg, 2003)  Incremental "probe and adopt" approach to production process innovation  DF4, DF5, DF6, DF7  Reduced risk path to process innovation suited for dynamic environments (Cole, 2002)  Supporting services (schooling + medical) provided to farm laborers and their families  DF8, DF11, DF20  Motivated and involved employees (Jarebrant et al, 2016;Wong & Wong, 2014)  Downstream marketing and sales departments advise on specific buyer quality specifications  DF4, DF15, DF16  Identifying value in dynamic consumer environment (Sekar et al, 2015)  Technical departments advise comprehensively on sustainability standards and practices  DF4, DF20, DF21  Identifying Value (Dutt & King, 2014;Koranda et al, 2012)  Technical and logistical departments advise on supply chain practice alignment  DF4, DF20, DF21  Flow (through alignment) (Lapinski et al, 2006;Longoni & Cagliano, 2015)  Multilingual foremen act as bridge between management and farm workers  DF8, DF9  Gemba, Involved Employees, Teamwork (Pagell et al, 2014;Rao, 2004)  Foremen act as "eye and ears" in the orchard to support managerial awareness of conditions  DF1  Involved Employees, Teamwork (Pagell et al, 2014;Rao, 2004)  Bigger coop farms take the lead in conducting research into innovative practices and technologies  DF4, DF5, DF6, DF7, DF10, DF14, DF22…”

The Mediating Role of Overall Equipment Effectiveness on the Relationship between Fit Manufacturing and Business Performance

“…The literature review is based on past studies and a review of fit manufacturing literatures. The experimental study has been entirely analysed by [4,[8][9][10][11][12][13][14][15][16][17][18]…”