Please use this identifier to cite or link to this item: https://doi.org/10.1109/17.658662
DC FieldValue
dc.titlePrioritizing processes in initial implementation of statistical process control
dc.contributor.authorGoh, T.N.
dc.contributor.authorXie, M.
dc.contributor.authorXie, W.
dc.date.accessioned2014-10-07T10:25:06Z
dc.date.available2014-10-07T10:25:06Z
dc.date.issued1998
dc.identifier.citationGoh, T.N., Xie, M., Xie, W. (1998). Prioritizing processes in initial implementation of statistical process control. IEEE Transactions on Engineering Management 45 (1) : 66-72. ScholarBank@NUS Repository. https://doi.org/10.1109/17.658662
dc.identifier.issn00189391
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/87176
dc.description.abstractA production process composed of tens or even hundreds of subprocesses is a common phenomenon in industry. Each of the subprocesses contributes to various aspects of product quality. Ideally, a control chart can be set up on every subprocess to guarantee the quality of the final product. This is not practical, however, because of limited human and economic resources, and the management has to decide which subprocesses are to be given higher priorities. In this paper, for the purpose of prioritizing processes in complicated production systems for implementing statistical process control (SPC) schemes, preliminary selection based on statistical and technical criticality of processes is discussed. An analytic hierarchy process approach based on pair-wise comparisons between several factors in deciding the relative criticality of the processes in a hierarchy structure is then studied. The approach can be used in management decision making in planning for SPC implementation. A case study is presented to illustrate the methodology. © 1998 IEEE.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1109/17.658662
dc.sourceScopus
dc.subjectAnalytic hierarchy process
dc.subjectProcess capability
dc.subjectProcess priority
dc.subjectStatistical process control
dc.typeArticle
dc.contributor.departmentINDUSTRIAL & SYSTEMS ENGINEERING
dc.description.doi10.1109/17.658662
dc.description.sourcetitleIEEE Transactions on Engineering Management
dc.description.volume45
dc.description.issue1
dc.description.page66-72
dc.description.codenIEEMA
dc.identifier.isiut000071615100007
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