The Contribution concept for the control of a manufacturing multi-criteria performance improvement

Abstract

International audienceBy dealing with an overall manufacturing performance improvement context, we introduce in this paper the “improvement contribution” concept. A framework that integrates such a concept to the quantification of a multi-criteria interacting performance is proposed. The improvement contribution is defined as a new intelligent functionality that quantifies the impact of the improvement of a single (or a set of) mono-criterion performance(s) on the improvement of an overall performance. When performances are interacting, the quantification of such a contribution cannot be direct. The proposed approach consists of an extension of a previously developed Performance Measurement System (PMS). The considered PMS integrates an aggregation operator - the Choquet Integral (CI) - for the expression of an overall performance by handling weights and interactions between the mono-criterion performances. The principles of the improvement contribution and its quantification are thus presented in addition to the way the improvement contribution can be used for helping decision-makers in their manufacturing improvement control. As an illustration, the use of these contributions within successive iterations of improvement actions is shown using a case study submitted by the SME Fournier Compan

Critical Success Factors for Competitive Advantage in Iranian Pharmaceutical Companies: A Comprehensive MCDM Approach

“…e knowledge-based economy opened a new paradox for building a competitive advantage based on high-tech development and strategic human capabilities, scheming new productive chains grounded on data analytics and online information [75][76][77][78][79][80][81]. However, the manufacturing strategy and performance indicators that have a link and a role in building up a competitive advantage have been scarcely revisited in the digital era [82][83][84][85][86][87][88][89]. As argued by [27,90], the links between manufacturing strategy and performance indicators have been scarcely analyzed vis-à-vis how each CSF parallels each other [91].…”