Guest editorial

For some, however, the enactment of distancing and extra layers of safety protocol affects their ability to reaching a steady-state operation and attaining consistent outputs and the right level of productivity (Tjahjono, 2009), while at the same time cut waste and reduce process variability. (2021)...

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Bibliographic Details
Published in:International journal of lean six sigma 2021-10, Vol.12 (4), p.693-696
Main Authors: Tjahjono, Benny, Jiju Antony, Wee, Hui Ming
Format: Article
Language:English
Subjects:
Competitive advantage
Coronaviruses
COVID-19 vaccines
Efficiency
Immunization
Lean manufacturing
Manufacturers
Manufacturing
Market penetration
Medical research
Pandemics
Patient safety
Productivity
Six Sigma
Supply chains
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Summary:For some, however, the enactment of distancing and extra layers of safety protocol affects their ability to reaching a steady-state operation and attaining consistent outputs and the right level of productivity (Tjahjono, 2009), while at the same time cut waste and reduce process variability. (2021) demonstrate how the shipbuilding industry can become more resilient and maximise its performance during the COVID-19 pandemic by adopting the Define, Measure, Analyse, Improve and Control method to achieve supply chain resilience. To deal with this catastrophe, Demir and Turan (2021) propose a method to manage the COVID-19 pandemic crises, incorporating Lean Six Sigma strategies that have been weighted with the spherical fuzzy analytic hierarchy process, allowing a multi-criteria decision-making process to be implemented in a more effective and efficient manner.
ISSN:2040-4166
2040-4174
DOI:10.1108/IJLSS-08-2021-227