Abstract Paper aims This paper proposes the combination of the quality tool FMEA (Failure Modes Effects and Analysis) with the DHFS (Dual Hesitant Fuzzy sets) technique to process judgements with hesitation and hence conduct the prioritization of failure modes considering a group decision making problem. Originality There are no studies that combine the FMEA tool with the DHFS technique. Research method Firstly, this paper presents a review of the current FMEA literature. Then, the group decision model is presented combining the FMEA and the DHFS. Finally, an illustrative example in the context of supplier failure modes is brought to guide future applications of the proposal. Main findings The paper presents a model that combines the FMEA tool with the DHFS. It allows considering different risk factors weights in a group decision process with experts from several areas. The model is also able to deal with the different types of hesitations present in the judgements. Implications for theory and practice The traditional FMEA does not deal with individual judgments of different decision makers. The new proposal can be easily applied in different contexts of potential failure modes analysis considering different types of hesitation in group decision making, such as medical and humanitarian.
Abstract: The stiff competition among supply chains has created the necessity of better supplier management and development practices. This paper purposes a model to evaluate and to select suppliers for industrial maintenance by applying a multi-criteria decision-making technique to categorize alternative suppliers. Fuzzy TOPSIS technique was applied to evaluate the criteria related to costs and reliability belonging to a proposed categorization matrix. A case study was carried out in a sugar-energy company, in which the proposed evaluation and selection model was applied to check the existing agricultural machinery maintenance alternatives. The results culminated in a tool to support the decision-making process, helping companies to decide whether to make their own maintenance or to outsource them. The proposed model can contribute to the selection of industrial maintenance suppliers since it provides background for better decision making.
Resumo: A concorrência acirrada entre as cadeias de suprimento tem promovido a necessidade de melhores práticas de desenvolvimento e gestão de fornecedores por parte das empresas. O presente artigo busca propor um modelo de avaliação e seleção de fornecedores de manutenção industrial, através da aplicação de uma técnica de tomada de decisão multicritério a fim de categorizar as alternativas de fornecedores. A técnica Fuzzy-TOPSIS foi aplicada para avaliar os critérios referentes às dimensões de custos e confiabilidade dentro de uma matriz de categorização proposta. Realizou-se um estudo de caso em uma indústria sucroenergética, na qual o modelo de avaliação e seleção proposto foi aplicado para verificar as alternativas de manutenção para máquinas agrícolas. O resultado obtido culminou em uma ferramenta para auxiliar o processo de tomada de decisão considerando fontes internas e externas de manutenção. O modelo proposto pôde contribuir para a seleção dos fornecedores de manutenção industrial, uma vez que a avaliação realizada fornece subsídios para uma melhor tomada de decisão.
Abstract A successful S&OP implementation can bring many benefits to organizations, and after its implementation, the S&OP process can evolve and reach higher levels of maturity. Considering that, only through a measurement system, goals and benefits can be achieved, thus, it is essential to assess S&OP maturity level. Many papers on literature adopt a quantitative perspective on S&OP, but just few of them deal with uncertainty present in S&OP decision-making, such as maturity model assessment process that carries subjectivity and uncertainty. Thus, this study proposes a decision making model based on fuzzy theory to evaluate and to categorize S&OP maturity levels and to suggest strategies to increase S&OP maturity. A pilot application was conducted in two manufacturing organizations that have implemented the S&OP process. The results, according to the performance presented, suggest different actions must be taken in terms of ensuring enablers to S&OP implementation.