This paper aims to develop a lean manufacturing road map for industrial firms by selecting the appropriate lean tools relying on the predefined strategic objectives and the firm constraints. It also illustrates how to prioritize these tools considering their interrelationship.,Relying on the predefined strategic objectives, operational objectives can be set by using the balanced scorecard (BSC). Afterwards, the theory of constraints (TOC) is introduced to investigate the manufacturing system and to determine its constraints. For these constraints, the principle of fault tree analysis (FTA) is used to determine their root causes. Consequently, lean manufacturing tools/initiatives can be proposed. Finally, the fuzzy-decision making trial and evaluation laboratory (fuzzy-DEMATEL) method is implemented to prioritize these initiatives and to construct a suitable lean road map by managing experts’ knowledge.,The practical results indicate that diagnosing the manufacturing system and managing experts’ knowledge to select the appropriate lean initiatives, and prioritizing these initiatives relying on the understanding of their interrelationship could support achieving the strategic targets without consuming extra time or resources.,The study is limited to manufacturing firms. Besides, it reinforces the need for investigating the effectiveness of the proposed approach on service sectors.,The study provides a methodology with a real application, to manage experts’ knowledge for developing an effective lean improvement road map. The methodology could be adopted by any manufacturing firm.,The study supports decision makers of a firm to select the improvement initiatives by an original structural approach, which integrates BSC, TOC, FTA and fuzzy-DEMATEL. Besides, the interrelationships among the selected lean initiatives are considered, and results show the importance of analysing these interrelationships during the construction of the lean improvement plan. Moreover, its effectiveness and applicability are validated via a practical case study.

中文翻译：

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使用基于案例分析的模糊 DEMATEL 的精益制造路线图

本文旨在通过根据预定义的战略目标和公司约束选择合适的精益工具，为工业公司制定精益制造路线图。它还说明了如何在考虑到这些工具的相互关系的情况下对它们进行优先排序。根据预先定义的战略目标，可以使用平衡计分卡 (BSC) 来设定运营目标。然后，引入约束理论（TOC）来研究制造系统并确定其约束。对于这些约束，故障树分析 (FTA) 原理用于确定其根本原因。因此，可以提出精益制造工具/计划。最后，实施模糊决策试验和评估实验室（fuzzy-DEMATEL）方法来优先考虑这些举措，并通过管理专家知识构建合适的精益路线图。实践结果表明，诊断制造系统和管理专家知识选择适当的精益举措，并根据对这些举措的相互关系的理解来确定这些举措的优先级，可以支持在不消耗额外时间或资源的情况下实现战略目标。本研究仅限于制造企业。此外，它加强了对服务部门所提议方法的有效性进行调查的必要性。该研究提供了一种具有实际应用的方法论，可以管理专家的知识，以制定有效的精益改进路线图。任何制造公司都可以采用该方法。该研究支持公司的决策者通过集成 BSC、TOC、FTA 和模糊 DEMATEL 的原始结构方法选择改进举措。此外，还考虑了所选精益计划之间的相互关系，结果表明在构建精益改进计划期间分析这些相互关系的重要性。此外，通过实际案例研究验证了其有效性和适用性。结果表明在精益改进计划的构建过程中分析这些相互关系的重要性。此外，通过实际案例研究验证了其有效性和适用性。结果表明在精益改进计划的构建过程中分析这些相互关系的重要性。此外，通过实际案例研究验证了其有效性和适用性。