Application of Fuzzy Multi-Criteria Decision Making Methods on Six Sigma Projects Selection

Abstract. Six sigma method widely applied in production and service businesses is known as a project-oriented method. In six sigma method, selection of the prior project among others can be considered as a multi -criteria decision making problem. The conducted literature review has revealed that there is a large number of methods to select six sigma projects. It is more appropriate to use fuzzy multi-criteria decision making methods in project selection since evaluation criteria of six sigma projects include uncertainties. The aim of this study is to select the most appropriate project as a result of evaluating the projects by Fuzzy VIKOR, Fuzzy TOPSIS and Fuzzy COPRAS as methods of fuzzy multicriteria decision-making and integrating the ranking scores obtained from each method by Copeland method. The proposed method has been implemented in a large scale production company, operating in Aydın ASTİM Organized Industrial Zone.Keywords. Six Sigma Projects, Fuzzy VIKOR, Fuzzy TOPSIS, Fuzzy COPRAS, Fuzzy AHP, Copeland Method.JEL. M11, C44, L20, C02, D70, O22

A Lean Six Sigma maturity model for higher education institutions (HEIs)

Lean Six Sigma (LSS) is a continuous improvement methodology that aims to reduce the costs of poor quality, improve the bottom-line results and create value for both customers and shareholders. LSS has been deployed in organisations in a variety of sectors and cultures for more than two decades. However, its implementation in higher educational institutions around the world has only just begun to emerge. Furthermore, there is a lack of any empirical evidence to support any successful deployment of LSS in higher educational institutions when addressing the key challenges faced by these institutions today. Therefore, the purpose of this research is to investigate the current status of Lean Six Sigma (LSS) in UK higher educational institutions and subsequently develop a Lean Six Sigma Maturity Model which can be used to assess their current level of LSS maturity and help these institutions develop action plans and strategic objectives to successfully build maturity in LSS. The study is based on a Taguchi styled systematic literature review of papers that were published on LSS in higher education in high ranking journals in the field of LSS, academic leadership and other specialist journals, from 2000 to 2020. A descriptive survey via a questionnaire was conducted in the second phase of the data collection process and semi-structured interviews were conducted in the third phase. Based on the literature review and the findings of the empirical research, a Lean Six Sigma Maturity Model for higher educational institutions was developed and tested on a mix of UK and International higher educational institutions, along with a sample of Master Black Belts from industry. The results of the empirical study show a lack of maturity in LSS, that UK institutions are in the early stages of implementation, and that these institutions have only recently started to recognise the importance of LSS to their organisation. Therefore a maturity model for this new emerging sector is vital for its success in developing its approach to deploying LSS and will become the basis for future work and publication by the author