An Integrated BSC–Fuzzy DEMATEL–ANP to Continuous Improvement in Electronic Manufacturing
DOI:
https://doi.org/10.21512/comtech.v17i2.14687Keywords:
electronic manufacturing, continuous improvement, balanced scorecard, Fuzzy-DEMATEL and ANPAbstract
To remain competitive, companies must satisfy customers by improving production processes and tracking progress with KPIs. Continuous Improvement (CI) programs are therefore essential. A review of 10 Scopus‑indexed articles from the past five years finds no study integrating Balanced Scorecard (BSC), Fuzzy DEMATEL, and ANP for CI in manufacturing; most research focuses on the environment, construction, and supply chains. PT. XYZ, as a manufacturing company, has a CI program in place, but it has not been examined in depth. This study addresses that gap by applying an integrated BSC–Fuzzy DEMATEL–ANP approach. The ANP then identifies the most influential factors and prioritizes them, leading to strategic recommendations to strengthen the company's CI initiatives. Based on the Fuzzy DEMATEL analysis, 10 of 19 factors were identified as causal factors and 9 as effect factors. ANP also successfully identified the priority factors. By plotting the (D-R) value and ANP value into a graph, the Top 5 factors were identified to define the strategies of the CI Program. The strategy focuses on positive (D-R) values, indicating causal factors. The Involvement of the Leadership Team/Management (ANP: 0.164625) is the most important factor in developing the Continuous Improvement (CI) program. Followed by Return on Investment (ANP:0.130923), Comprehensive CI Training Program (ANP:0.100193), Percentage of Trained Employees (ANP: 0.049374), and Existence of CI Committee (ANP: 0.042059).
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