Employment of Set Operations to Improve LMP Assessments Design and Implementation

Authors

Malek Khalaf Albezuirat  View ORCID Profile 1 , Rosmaini Ahmad  2 , Muhammad Iqbal Hussain  3 , Falah Mustafa Al-Saraireh  4 , Asia Khalaf Albzeirat  5
School of Manufacturing Engineering, Universiti Malaysia Perlis, Pauh Putra Campus, 02600 Arau, Perlis, Malaysia 1 , School of Manufacturing Engineering, Universiti Malaysia Perlis, Kampus Alam Pauh Putra, 02600 Arau, Perlis Malaysia 2 , School of Manufacturing Engineering, Universiti Malaysia Perlis, Kampus Alam Pauh Putra, 02600 Arau, Perlis Malaysia 3 , Department of Mechanical Engineering, Mutah University, Mutah, Alkarak, Jordan 4 , Department of Math, Mutah University, Mutah, Alkarak, Jordan 5
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Main Article Content

Abstract

Objective - This paper aims to provide a new mathematical model for the construction of assessment tools for Lean Manufacturing Practices (LMP) through the integration process with the set operations. This study also strives to develop key elements to enhance the effectiveness of LMP assessments and their impact through mathematical interrelationship. 


Problem - Previous studies have shown a lack of clear mathematical methodology to carry out a rigorous assessment of the LMP effects on the firm’s operational and financial performance. Therefore, this paper tries to address this aspect by developing new equations. 


Design - The methodology of this study is based on the conversion of the linguistic description (companies, processes, waste, practices) into numerical measurement model by integrating with set theory. 


Finding - The results show a set of relationships and equations that can be applied to be a fundamental basis for ensuring the effectiveness of the assessment. This paper may contribute to the improvement of LMP’s design and development.

Article Details

Albezuirat, M. K., Ahmad, R., Hussain, M. I., Al-Saraireh, F. M., & Albzeirat, A. K. (2019). Employment of Set Operations to Improve LMP Assessments Design and Implementation. SEISENSE Journal of Management, 2(1), 33-46. https://doi.org/10.33215/sjom.v2i1.56
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