In this paper the authors review the developments of the Analytic Hierarchy Process (AHP) since its inception. The focus of this paper is a neutral review on the methodological developments rather than reporting its applications that have appeared since its introduction. In particular, we discuss problem modelling, pair-wise comparisons, judgement scales, derivation methods, consistency indices, incomplete matrix, synthesis of the weights, sensitivity analysis and group decisions. All have been important areas of research in AHP.

This paper describes the original Analytic Hierarchy Process (AHP) as it is implemented in the software package Expert Choice. We demonstrate its application through a practical example. In particular, we discuss problem modelling, pairwise comparisons, judgement scales, derivation methods, consistency indices, synthesis of the weights and sensitivity analysis. Finally, the limitations of the original AHP along with the new proposed development are explained.

In this paper, an investigation of the characteristics of computerised maintenance management systems (CMMSs) is carried out to highlight the need for them in industry and identify their current deficiencies. A proposed model provides a decision analysis capability that is often missing in existing CMMSs. The proposed model employs a hybrid of intelligent approaches. This hybrid system is analogous to the Holonic concept. The distinction between these two features is important. The rules function automatically. Practical implications. The main practical implication of this paper is the proposal of an intelligent model that can be linked to CMMSs to add value to data collected in the form of provision of decision support capabilities. A further implication is to identify the need for information to aid maintenance, followed by the provision of reasons for current deficiencies in existing off-the-shelf CMMSs.

Purpose -The purpose of this paper is to develop a measurement framework to evaluate the lean readiness level (LRL) and lean systems (LS) within Kuwaiti small and medium-sized manufacturing industries (K-SMMIs). A measurement framework which encompasses the quality practices related to LS (processes; planning and control; human resources; top management and leadership; customer relations; and supplier relations) is used to assess the quality practices in K-SMMIs and determine whether they have the foundation to implement LS. Design/methodology/approach -The authors conducted a comprehensive literature review, semi-structured interviews with 27 senior managers, and a quantitative survey administered to 50 K-SMMIs. The responses were entered into SPSS software to conduct a reliability test and independent sample t-test. Findings -The results indicate that current quality practices within K-SMMIs are not very supportive towards LS. Many factors are revealed to affect K-SMMIs with respect to LS, including language barriers, and deficiencies in aspects including quality workers in terms of education and skills; technology; government attention; know-how regarding LS; market competitiveness; and urgency for adopting LS. Research limitations/implications -Very limited information is available on LS and QI in Kuwait. The LRL framework should be tested in small and medium-sized manufacturing industries (SMMIs) that successfully use LS, in order to provide a benchmark. The study's findings can be used as an internal checklist prior to and during lean implementation. Originality/value -This LS and LRL measurement framework relating to K-SMMIs represents a unique effort in the area of lean management.

Approaches to business improvement have evolved and grown since the early 1900s and today the process focused, statistically driven Six Sigma methodology has been widely used by companies such as GE, Motorola, Honeywell, Bombardier, ABB, Sony, DuPont, American Express, Ford and many other companies in improving the business performance and optimizing the bottom-line benefits. Although Six Sigma business management strategy has been exploited by many world class organizations as mentioned above, there is still less documented evidence of its implementation in small and medium-sized enterprises (SMEs). This paper reports the key findings of a Six Sigma pilot survey in UK manufacturing SMEs. The results of the study are based primarily on descriptive statistics. The results of the study show that many of the SMEs are not aware of Six Sigma and do not have the resources to implement Six Sigma projects. It was also found that Lean Sigma was not generally popular among SMEs. Management involvement and participation, linking Six Sigma to customers and to business strategy are the most critical factors for the successful deployment of Six Sigma in SMEs.

This paper describes industrial research in which the implementation of a computerised maintenace management system (CMMS) was used as an effective tool that supports decision making with the objective of acheiving world‐class manufacturing status. Breakdown trends and performance levels were analysed in a continuous improvement environment. Critical performance measures were then identified and these became the driving force for specific benchmarking metrics and improvement techniques which enabled approaches to eliminate breakdown losses to be formulated. Data collected were analysed using a multiple criteria decision making (MCDM) methodology and the MCDM technique was implemented into the software in order to add value to the data. This gave increased support to decision making and enabled appropriate maintenance strategies to be implemented.

In order to improve success rates of project management, this conceptual paper proposes the inclusion of knowledge management and organisational learning through projects as core aspects of the process, from both individual and organisational perspectives. The lessons-learned process within the project management profession is scrutinised in an attempt to provide new models to overcome the difficulties that inhibit success. Empirical research data from 66 practitioners in an online qualitative survey have influenced the development of our conceptual model. We review single-and double-loop learning systems within the organisation environment, and develop a triple-loop of learning for projects that forms the basis of a new framework. This research will enable future development of processes for utilising the lessons-learned throughout the project life-cycle and the organisation.

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