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    Critical success factors of lean six sigma to select the most ideal critical business process using q-ROF CRITIC-ARAS technique: Case study of food business
    (2023) Aytekin, Ahmet; Okoth, Basil Oluch; Korucuk, Selçuk; Mishra, Arunodaya Raj; Memiş, Salih; Karamaşa, Çağlar; Tirkolaee, Erfan Babaee
    The current market conditions have forced Lean Six Sigma (LSS) upon businesses as one of the must-have practices. The practices have been credited with enhancing the efficiency of the operational and functional processes of enterprises from production to marketing, from personnel management to finance, all the while helping them augment their growth and profitability. LSS has the customer as its main focus and works to create added value for businesses through cost reduction and waste prevention hence can be considered as a process improvement practice. One priority area of improvement in most organizations is the assessment of Critical Business Processes (CBPs) as key processes in the success of businesses that must be tackled in line with the objectives of the businesses due to their extensive impact on customer satisfaction. For this purpose, this study evaluates and ranks the CBPs, and then select the most ideal CBP in food companies with corporate identity in Istanbul following the LSS success factors. Hence, the components attained from the literature are assessed using the suggested “q-ROF CRITIC-ARAS” method which is based on CRiteria Importance Through Intercriteria Correlation (CRITIC), Additive Ratio Assessment (ARAS) techniques and q-Rung Orthopair Fuzzy Sets (q-ROFSs). The findings demonstrate that the most important criterion for LSS success in food businesses is “Top Management and Support”, while “Education and Culture” is the least important. Furthermore, “Enlightenment Approach” is found to be the most ideal CBP based on LSS success factors
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    Evaluation of Industry 4.0 strategies for digital transformation in the automotive manufacturing industry using an integrated fuzzy decision-making model
    (Elsevier Ltd, 2024) Görçün, Ömer Faruk; Mishra, Arunodaya Raj; Aytekin, Ahmet; Simic, Vladimir; Korucuk, Selcuk
    The current paper proposes a methodological frame to identify the best Industry 4.0 (I4) strategy for the automotive manufacturing industry as a roadmap for companies to make a more straightforward digital transformation. We noticed a critical research gap when we performed an extensive literature review. Although there are many studies available that assess the readiness of companies for I4, only a few deal with decision -making in terms of sustainable development, and none have applied that to the automotive industry. Practitioners can apply the proposed model to determine the strategy based on technological developments in I4. The current paper proposes an extended version of the combined compromise solution approach with the help of the picture fuzzy sets. According to the paper 's results, by using the proposed model, developing a new business model based on technological improvements is the best strategy for the digital transformation of the automotive industry. Also, the lack of research and development implementations on I4 implementation is the most influential factor. Hence, practitioners in the automotive industry know the significance of research and development in reaching successful results for digital transformation. The acquired outcomes of the paper show that developing technology -based new business models is the best strategy for the automotive manufacturing industry concerning digital transformation instead of accommodating traditional business models and high technology utilization.
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    Rating pressure factors affecting logistics systems during the pandemic and the ideal logistic decision selection under the Pythagorean fuzzy environment
    (Emerald, 2023) Mishra, Arunodaya Raj; Ergün, Mustafa; Okoth, Basil Oluoch; Korucuk, Selçuk; Aytekin, Ahmet; Karamaşa, Çağlar
    Purpose – Due to the current pandemic, the importance of logistics functions and decisions is well understood both at the level of companies and users. Logistics systems and related decisions are of vital importance in making supply chains effective, efficient and without disruption. Logistic pressure factors may emerge at different points along the logistics process, and given the role of logistics decisions as one of the important indicators of competitiveness, the determination of the logistics pressures that are likely to increase the costs of business, and their causative factors are a vital aspect of the logistics decision-making process. The study aims to provide assistance in the selection of the most ideal logistics decision by ranking the pressure factors affecting the logistics system, especially during the pandemic period for logistics enterprises operating in Ordu and Giresun provinces and which have a corporate identity. Design/methodology/approach – In this study, it is aimed to make the most ideal logistics decision selection by ranking the pressure factors affecting the logistics system, especially during the pandemic period for the logistics enterprises operating in Ordu and Giresun provinces and having a corporate identity. For that purpose interval-valued Pythagorean fuzzy (IVPF)–analytic hierarchy process (AHP) based combinative distance-based assessment (CODAS) methodology was used. Additionally sensitivity and comparison analysis were discussed. Findings – Competitive pressure was found as the most important pressure factor affecting the logistics system during the pandemic period. Change in regulatory rules was the pressure factor found to have the least effect on the logistics system. Using the weights of logistics pressure factors, “Operational Decisions” was found to be the most ideal logistics decision selection. Research limitations/implications – The findings provide support for the evaluation of logistical pressures and decision options by presenting a decision model capable of processing ambiguous information. During a pandemic or similar period, the study assists decision makers in determining a new route. The findings will also call business managers’ attention to logistical pressure factors and lead them toward more realistic and feasible practices in the logistics decision-making process.