La empresa en estudio, dedicada a la logística integral de concentrados mineros tiene como uno de sus proceso principales la recepción de camiones con concentrado de Cu, Pb y Zn de las diferentes mineras del Perú cuya demanda diaria es de 170 camiones para lo cual se ha propuesto atenderlo en un periodo de 10 horas cuyo indicador del proceso es de 17 camiones/hora, pero actualmente se viene manejando un indicador en promedio de 15 camiones/hora, esto ocasiona que se incurra en sobrecostos tales como horas extras y utilización de recursos los que equivalen a un sobrecosto anual de S/. 638,655; por este motivo se proponen implementar dos herramientas de la metodología Lean Six Sigma. El diagnostico reveló que el problema del incumplimiento de indicador radica en la ineficiencia y eficacia del proceso de recepción, en el cual el tiempo total de los camiones en todo el circuito del proceso de recepción es alto en promedio 2.4 horas; el análisis causal halló causas raíces como áreas desordenadas, congestión en zona de toma de muestra y zona de descarga, tras lo cual se propone el despliegue de las herramientas propias de la metodología como la implementación de 5S que busca generar cultura de orden y limpieza con y la mejora del flujo de camiones entre etapas con la estandarización de procesos. Al realizar las implementaciones se estima reducir el tiempo promedio de camiones de 2.4 horas a 1.7 horas y optimizar los recursos y reducir los sobre costos. / The company under study, dedicated to the integral logistics of mining concentrates has as one of its main processes the reception of trucks with concentration of Cu, Pb and Zn of the different miners in Peru whose daily demand is 170 trucks for which it has set out to serve it in a period of 10 hours whose indicator of the process is 17 trucks/hour, but currently an indicator of 15 trucks/hour has been handled, this results in overruns such as overtime and resource utilization which amount to an annual cost of S/. 638,655; for this reason, they intend to implement two tools of the Lean Six Sigma methodology. The diagnosis revealed that the problem of non-compliance with indicator lies in the inefficiency and effectiveness of the receiving process, in which the total time of trucks throughout the receiving process circuit is high on average 2.4 hours; the causal analysis found root causes such as disordered areas, congestion in sampling area and discharge zone, after which it is proposed the deployment of the methodology's own tools such as the implementation of 5S that seeks to generate culture of order and cleanliness with and the improvement of the flow of trucks between stages with the standardization of processes. When deploying, it is estimated to reduce average truck time from 2.4 hours to 1.7 hours and optimize resources and reduce over-costs. / Trabajo de Suficiencia Profesional

Two of the biggest issues facing large organizations today are knowledge transfer from the retiring Baby Boomers to their younger replacements, the Gamers, and the retention of those younger employees. Retirees are replaced by people 34 years old or younger who think, learn, believe, respond, and work differently further increasing the cultural gap that must be traversed in order to successfully transfer knowledge. This younger demographic is raised on technology and may not remember a time when there were no computers, video games, mobile devices, and the Internet. Large organizations aspiring to stay relevant must learn to take advantage of these unique traits. For organization that utilize repetitive work processes involving ruggedized handheld computing tools, both of these issues mentioned can be remediated through the adoption of modern technology. Some ruggedized handheld device manufacturers, however, have been hesitant to embrace consumer-implemented solutions such as the removal of all physical keys in order to incorporate touchscreen only input. Using Baby Boomer and Gamer-aged workers from a large transportation company experienced with ruggedized handheld devices, a time and error evaluation was performed to determine which input type is best by generation. This study found that moving from physical keyed devices to ruggedized handhelds with touchscreens only is a productive move for an industrial workforce but it’s the Boomers who stand to benefit from this change the most, not the Gamers. This study also identified near future requirements for the next iteration of ruggedized handheld devices based on the expectations of members of the current and future workforce. Results showed that participants from all generations selected a device that followed the touchscreen only model for data input. Experienced users from all generations preferred a smaller device with a large screen size. Lastly, Lean and Six Sigma were combined and their benefits explored in an effort of implementing manufacturing quality tools into a global, service-based, logistics organization. These tools and principles were used to improve the quality and timeliness of selecting and implementing a new ruggedized handheld device for the line-level workers on a global scale.

El presente proyecto de investigación se centra en la reducción de la generación de productos defectuosos mediante el uso de la metodología Lean Six Sigma. En primer lugar, se iniciará con el diagnóstico de la situación actual de la empresa en estudio donde se identifica que el FPY se encuentra con el valor de 88.08% del año en estudio, esto representa un total de 11.92% de desperdicio. La investigación contempla el uso de los pasos DMAIC, para poder atender las causas relacionadas al problema; la primera etapa es definir y consiste en la elaboración del Project Charter y del diagrama SIPOC para la caracterización del proceso Extrusión; como segunda etapa es medir y se emplean los histogramas para determinar la distribución de los rechazos, seguidamente se validará el sistema de medición. La etapa de analizar está enfocada a los resultados obtenidos y también se aplicará el FMEA para poder identificar y controlar los riesgos del proceso, en la etapa siguiente se aplicará las herramientas 5S y DOE. Como última etapa se emplearán cartas de control y la elaboración de procedimientos y actividades para la estandarización. Posterior a la implementación, se estima una disminución del índice desperdicio de 11.92% a 10.72%, dicho beneficio se reflejará en un impacto positivo sobre las ventas. De esta forma, las herramientas implementadas y los resultados conseguidos referidos en el artículo pueden servir de punto de partida a nuevos investigadores que desean aumentar la productividad en las empresas del sector. / This research project focuses on reducing the generation of defective products through Lean Six Sigma methodology. At first place, it will begin with the diagnosis of the current situation of the company under study, where FPY KPI is at 88.08% of the year under study, this represents a total of 11.92% of total waste. The investigation contemplates usage of DMAIC steps, to be able to attend the causes related to the problem; The first stage is to define and consists of the elaboration of the Project Charter and the SIPOC diagram for the characterization of the Extrusion process; as a second stage is to measure and histograms are used to determine the distribution of rejections, then measurement system will be validated. The analyze stage is focused on the results obtained and FMEA will also be applied to identify and control the risks of the process, in the next stage the 5S and DOE tools will be applied. As a last stage, control charts and the development of procedures and activities for standardization will be used. After implementation, a decrease in the waste rate is estimated from 11.92% to 10.72%, this benefit will be reflected in a positive impact on sales. In this way, the tools implemented and the results obtained referred in this article can serve as a starting point for new researchers who want to increase productivity in companies in the sector. / Trabajo de Suficiencia Profesional

Organisations with high-performing data and analytics capabilities are more successful than organisations with lower analytics maturity. It is therefore necessary for organisations to assess their analytics capabilities and needs in order to identify and evaluate areas of improvement that need to be addressed. This was the purpose of this case study conducted on a region in a global B2B organisation, which has a centrally established analytics function on corporate level, wanting the use of analytics to be integrated in more of the region’s processes and analytical capabilities and resources being used as efficient as possible.To fulfil the thesis purpose, empirical data was collected through qualitative interviews with employees on corporate level, more quantitative interviews with regional employees and a questionnaire issued to regional employees. This was complemented with a thorough literature study which provided the analytics maturity models used for identifying the current capabilities on a holistic level of the region, as well as analytics setups, Lean Six Sigma and Knowledge Management. Results show a relatively low analytics maturity due to e.g. insufficient support from management, unclear responsibility of analytics, data not being used correctly or requested enough and various issues with competence, tools and sources.This study contributes to analytics research by identifying that analytics maturity models available free of charge only are good for inspiration and not full use when used in a large company. Furthermore, the study shows that complexities arise when having a central analytics function with low analytics maturity while other parts of the company face analytics problems but no indications are given on who and what to proceed on or not. This study therefore results in contributing with a proposition for companies wanting to increase its analytics maturity that this could be facilitated by establishing networks for analytics. Combining literature and empirics show that networks enable investigation of the analytics situation while at the same time enabling increased sharing, collaboration, innovation, coordination and dissemination. By making Lean Six Sigma a central part of the network analytics will be used more and better while at the same time increasing the success-rate of change and improvements projects.

The complexity of sustainable building maintenance environment requires managers to define and implement appropriate quality benchmark system suitable for this function. Lean Six Sigma (LSS) is one of the most effective process improvement and optimization philosophy that maintenance organisations can implement in their environment. However, literature review has shown that 90% of failures in LSS implementations are due to lack of readiness to change, the unawareness of the required benchmark organisation capabilities, and improper control of priorities. The contribution of the current research approach is in developing a hybrid Knowledge-Based (KB)/GAP/AHP System, consisting of three stages (Planning, Designing and Implementation) and containing over 2500 KB rules. The KB System can assist the decision-makers in identifying the obstacles behind the organisation readiness to change into a benchmark LSS maintenance environment. Thus the KB System will be used to achieve benchmark standards by determining the gap existing between the current environment and the benchmark goal, and then suggest a detailed plan to overcome these hurdles in a prioritised and structured manner, thus achieving cost benefits. To ensure its consistency and reliability, the KB System was validated in three Oman-based maintenance organisations, and one published case study for a UK-based organisation. The results from the validation were positive with the System output suggesting list of top priorities and action plans for achieving benchmark LSS standards for these organisations. The research concludes that the developed KB System is a consistent and reliable methodology for assisting decision-makers in designing, planning, and implementing LSS for benchmark sustainable building maintenance.

The purpose of this research is to explore how Double Loop Learning (DLL) and Lean Six Sigma tool (i.e. DMAIC-Defined, Measure, Analysis, Improvement, and Control) can be used to reduce Food Waste and Loss (FWL) in the processing and distribution units of the Food Supply Chain (FSC) in the developing countries. This study is motivated base on the identified research problem of which about one-third of every food produce is wasted yearly, which equates to 1.3 billion tonnes of food throughout the entire food supply chain, with up to 50% of FWL occur at the pre-consumption stage of FSC in the developing countries. The economic values of FWL in Sub-Saharan Africa amount to $230 billion yearly. Therefore, the focus has been on how to reduce the magnitude of FWL at the pre-consumption stage of the FSC in the developing countries while promoting continuous improvement practices. Though technological, environmental, and Supply Chain Strategies (SCS) aimed at reducing FWL are effective in some parts of the world but the effectiveness of those strategies in some countries is hindered by poor supply chain activities. This research adopted a qualitative research method through the use of multiple case study strategies, with the aid of semi-structured interviews, observation, and documents to explore the perception, understanding, and experience of the FSC stakeholders on how DMAIC-DLL can be used to reduce FWL. The findings of this study show that with the DMAIC-DLL framework, the root causes of FWL at the pre-consumption stage were identified. The study found that some Lean tools, employee improvisation, learning practices are some of the strategies that could be used in reducing FWL. The findings suggest that experiential learning, collaborative learning, and on-job training are effective learning mechanisms that could be used to promote learning in the adoption of DMAIC-DLL in the FSC. Therefore, this research contributes towards the ongoing debate on how to reduce FWL as well as the wider debate learning mechanisms that support continuous improvement practices. Future research should explore how DMAIC-DLL can be extended to other settings other than the food industry. / Federal Government of Nigeria through the Petroleum Trust Development Fund (PTDF)

Tesis por compendio / [ES] La oportunidad en la atención es uno de los críticos de mayor relevancia en la satisfacción de los pacientes que acuden a los servicios de Urgencias. Por tal motivo, las instituciones prestadoras de servicio y las organizaciones gubernamentales deben propender conjuntamente por una atención cada vez más oportuna a costos operacionales razonables. En el caso de la Red Pública en Servicios de Urgencias de Barrannquilla, compuesta por 8 puntos de atención y 2 hospitales, la tendencia marca un continuo crecimiento de la oportunidad en la atención con una tasa de 3,08 minutos/semestre y una probabilidad del 93,13% de atender a los pacientes después de una espera mayor a 30 minutos. Lo anterior se constituye en un síntoma inequívoco de la incapacidad de la Red para satisfacer los estándares de oportunidad establecidos por el Ministerio de Salud, hecho que podría desencadenar el desarrollo de sintomatologías de mayor complejidad, el incremento de la probabilidad de mortalidad, el requerimiento de servicios clínicos más complejos (hospitalización y cuidados intensivos) y el aumento de los costos asociados al servicio. En consecuencia, la presente tesis doctoral presenta el rediseño de la Red Pública en Servicios de Urgencias anteriormente mencionada a fin de otorgar a la población diana un servicio eficiente y altamente oportuno donde tanto las instituciones prestadoras del servicio como los organismos gubernamentales converjan efectivamente. Para ello, fue necesaria la ejecución de 4 grandes fases a través de las cuales se consolidó una propuesta orientada al desarrollo efectivo y sostenible de las operaciones de la Red. Primero, se caracterizó la Red Pública de Servicios de Urgencias en Salud considerando su comportamiento actual en términos de demanda y oportunidad de la atención. Luego, a través de una revisión sistemática de la literatura, se identificaron los enfoques metodológicos que se han implementado para la mejora de la oportunidad y otros indicadores de rendimiento asociados al servicio de Urgencias. Posteriormente, se diseñó una metodología para la creación de redes de Urgencias eficientes y sostenibles la cual luego se validó en la Red Pública sudamericana a fin de disminuir la oportunidad de atención promedio en Urgencias y garantizar la distribución equitativa de los beneficios financieros derivados de la colaboración. Finalmente, se construyó un modelo multicriterio que permitió evaluar el rendimiento de los departamentos de Urgencia e impulsó la creación de estrategias de mejora focalizadas en incrementar su respuesta ante la demanda cambiante, los críticos de satisfacción y las condiciones de operación estipuladas en la ley. Los resultados de esta aplicación evidenciaron que los pacientes que acceden a la Red tienden a esperar en promedio 201,6 min con desviación de estándar de 81,6 min antes de ser atendidos por urgencia. Por otro lado, de acuerdo con la revisión de literatura, la combinación de técnicas de investigación de operaciones, ingeniería de la calidad y analítica de datos es ampliamente recomendada para abordar este problema. En ese sentido, una metodología basada en modelos colaterales de pago, simulación de procesos y lean seis sigma fue propuesta y validada generando un rediseño de Red cuya oportunidad de atención promedio podría disminuir entre 6,71 min y 9,08 min con beneficios financieros promedio de US$29,980/nodo. En último lugar, un modelo compuesto por 8 criterios y 35 sub-criterios fue diseñado para evaluar el rendimiento general de los departamentos de Urgencias. Los resultados del modelo evidenciaron el rol crítico de la infraestructura (Peso global = 21,5%) en el rendimiento de los departamentos de Urgencia y la naturaleza interactiva de la Seguridad del Paciente (C + R = 12,771). / [CA] L'oportunitat en l'atenció és un dels crítics de major rellevància en la satisfacció dels pacients que acudeixen als serveis d'Urgències. Per tal motiu, les institucions prestadores de servei i les organitzacions governamentals han de propendir conjuntament per una atenció cada vegada més oportuna a costos operacionals raonables. En el cas de la Xarxa Pública en Serveis d'Urgències de Barrannquilla, composta per 8 punts d'atenció i 2 hospitals, la tendència marca un continu creixement de l'oportunitat en l'atenció amb una taxa de 3,08 minuts / semestre i una probabilitat de l' 93,13% d'atendre els pacients després d'una espera major a 30 minuts. L'anterior es constitueix en un símptoma inequívoc de la incapacitat de la Xarxa per satisfer els estàndards d'oportunitat establerts pel Ministeri de Salut, fet que podria desencadenar el desenvolupament de simptomatologies de major complexitat, l'increment de la probabilitat de mortalitat, el requeriment de serveis clínics més complexos (hospitalització i cures intensives) i l'augment dels costos associats a el servei. En conseqüència, la present tesi doctoral presenta el redisseny de la Xarxa Pública en Serveis d'Urgències anteriorment esmentada a fi d'atorgar a la població diana un servei eficient i altament oportú on tant les institucions prestadores de el servei com els organismes governamentals convergeixin efectivament. Per a això, va ser necessària l'execució de 4 grans fases a través de les quals es va consolidar una proposta orientada a el desenvolupament efectiu i sostenible de les operacions de la Xarxa. Primer, es va caracteritzar la Xarxa Pública de Serveis d'Urgències en Salut considerant el seu comportament actual en termes de demanda i oportunitat de l'atenció. Després, a través d'una revisió sistemàtica de la literatura, es van identificar els enfocaments metodològics que s'han implementat per a la millora de l'oportunitat i altres indicadors de rendiment associats a el servei d'Urgències. Posteriorment, es va dissenyar una metodologia per a la creació de xarxes d'Urgències eficients i sostenibles la qual després es va validar a la Xarxa Pública sud-americana a fi de disminuir l'oportunitat d'atenció mitjana a Urgències i garantir la distribució equitativa dels beneficis financers derivats de la col´laboració. Finalment, es va construir un model multicriteri que va permetre avaluar el rendiment dels departaments d'Urgència i va impulsar la creació d'estratègies de millora focalitzades en incrementar la seva resposta davant la demanda canviant, els crítics de satisfacció i les condicions d'operació estipulades en la llei. Els resultats d'aquesta aplicació van evidenciar que els pacients que accedeixen a la Xarxa tendeixen a esperar de mitjana 201,6 min amb desviació d'estàndard de 81,6 min abans de ser atesos per urgència. D'altra banda, d'acord amb la revisió de literatura, la combinació de tècniques d'investigació d'operacions, enginyeria de la qualitat i analítica de dades és àmpliament recomanada per abordar aquest problema. En aquest sentit, una metodologia basada en models col´laterals de pagament, simulació de processos i llegeixin 6 sigma va ser proposada i validada generant un redisseny de Xarxa la oportunitat d'atenció mitjana podria disminuir entre 6,71 min i 9,08 min amb beneficis financers mitjana d'US $ 29,980 / node. En darrer lloc, un model compost per 8 criteris i 35 sub-criteris va ser dissenyat per avaluar el rendiment general dels departaments d'Urgències. Els resultats de el model evidenciar el paper crític de la infraestructura (Pes global = 21,5%) en el rendiment dels departaments d'Urgència i la naturalesa interactiva de la Seguretat de l'Pacient (C + R = 12,771). / [EN] Waiting time is one of the most critical measures in the satisfaction of patients admitted within emergency departments. Therefore, hospitals and governmental organizations should jointly aim to provide timely attention at reasonable costs. In the case of Barranquilla's Pubic Emergency Service Network, composed by 8 Points of care (POCs) and 2 hospitals, the trend evidences a continuous growing of the waiting time with a rate of 3,08 min/semester and a 93,13% likelihood of serving patients after waiting for more than 30 minutes. This is an unmistakable symptom of the network inability for satisfying the standards established by the Ministry of Health, which may trigger the development of more complex symptoms, increase in the death rate, requirement for more complex clinical services (hospitalization and intensive care unit) and increased service costs. This doctoral dissertation then illustrates the redesign of the aforementioned Public Emergency Service Network aiming at providing the target population with an efficient and highly timely service where both hospitals and governmental institutions effectively converge. It was then necessary to implement a 4-phase methodology consolidating a proposal oriented to the effective and sustainable development of network operations. First, the Public Emergency Service Network was characterized considering its current behavior in terms of demand and waiting time. A systematic literature review was then undertaken for identifying the methodological approaches that have been implementing for improving the waiting time and other performance indicators associated with the emergency care service. Following this, a methodology for the creation of efficient and sustainable emergency care networks was designed and later validated in the Southamerican Public network for lessening the average waiting time and ensuring the equitable distribution of profits derived from the collaboration. Ultimately, a multicriteria decision-making model was created for assessing the performance of the emergency departments and propelling the design of improvement strategies focused on bettering the response against the changing demand conditions, critical to satisfaction and operational conditions. The results evidenced that the patients accessing to the network tend to wait 201,6 min on average with a standard deviation of 81,6 min before being served by the emergency care unit. On the other hand, based on the reported literature, it is highly suggested to combine Operations Research (OR) methods, quality-based techniques, and data-driven approaches for addressing this problem. In this sense, a methodology based on collateral payment models, Discrete-event simulation, and Lean Six Sigma was proposed and validated resulting in a redesigned network whose average waiting time may diminish between 6,71 min and 9,08 min with an average profit US$29,980/node. Lately, a model comprising of 8 criteria and 35 sub-criteria was designed for evaluating the overall performance of emergency departments. The model outcomes revealed the critical role of Infrastructure (Global weight = 21,5%) in ED performance and the interactive nature of Patient Safety (C + R = 12,771). / Ortíz Barrios, MÁ. (2020). Redesigning the Barranquilla's public emergency care network to improve the patient waiting time [Tesis doctoral]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/156215 / Compendio

<p dir="ltr">Engineering Technology (ET) programs are pivotal in preparing graduates for the demands of the modern workforce, particularly in quality management systems (QMS). This study examines the alignment between QMS knowledge and experience gained by graduates in ABET-accredited ET programs and the expectations of industry. Through a dual-survey approach, targeting both industry leaders and academic educators, the research elucidates current QMS practices in industry, the scope of QMS education, and the resulting preparedness of graduates for professional roles. Findings indicate a discernible gap between industry expectations and current academic offerings in QMS education. While industry professionals rely on established QMS frameworks such as ISO 9001 and Lean Six Sigma, academic programs often limit their coverage to theoretical underpinnings rather than hands-on, practical applications. This discrepancy highlights the need for a more robust, application-oriented curriculum that bridges theoretical knowledge with real-world practice. Recommendations include a call for greater integration of practical QMS training within academic programs and stronger partnerships between academia and industry to foster educational content that aligns with professional QMS applications.</p>

Following Toyota's dramatic rise to prominence within the automotive industry in the late 1980's, firms around the globe have widely sought to adopt Lean Six Sigma (LSS) as a means of reducing costs, improving quality, and gaining an overall competitive advantage. While the operational benefits of LSS are largely undisputed, there are criticisms of the movement with regards to its effect on firm innovation capability. Prior academic studies investigating the relationship between LSS and innovation are largely conceptual in nature, rely heavily on qualitative data, and display a high degree of variability in results. The objective of this work was to empirically confirm whether LSS adoption had a positive, negative, or neutral impact on firm innovation performance.Financial data was collected for 151 publicly traded firms over the period from 1985 to 2018. The year of company-wide adoption of LSS was identified for each sample firm. Firms were paired with industry rivals using Coarsened Exact Matching (CEM), and statistical regressions were performed to show correlations between LSS implementation (as measured by inventory turns) and innovation performance (as measured by Total Factor Productivity, Research Quotient, and Tobin's Quotient). Regression results indicated that LSS implementation had a positive correlation with firm process innovation performance and the overall market perception of firm innovation and value, and a negative-to-neutral correlation with firm product innovation performance. Additional regressions performed at the industry-sector level revealed that the LSS-innovation relationship varies greatly by industry environment and is subject to unique industry effects and management implementation decisions.

Submitted by DANIEL AUGUSTO RAINHA ROLANDO null (danielrolando@gmail.com) on 2018-04-05T16:00:00Z No. of bitstreams: 1 Dissertação_Rolando-DAR.pdf: 3156622 bytes, checksum: ac92904a2c656de7add0c53bd32f6e49 (MD5) / Approved for entry into archive by Pamella Benevides Gonçalves null (pamella@feg.unesp.br) on 2018-04-06T18:54:51Z (GMT) No. of bitstreams: 1 rolando_dar_me_guara.pdf: 3156622 bytes, checksum: ac92904a2c656de7add0c53bd32f6e49 (MD5) / Made available in DSpace on 2018-04-06T18:54:51Z (GMT). No. of bitstreams: 1 rolando_dar_me_guara.pdf: 3156622 bytes, checksum: ac92904a2c656de7add0c53bd32f6e49 (MD5) Previous issue date: 2018-02-16 / Para a delimitação de um processo de tomada de decisão na escolha de projetos Lean Six Sigma, é necessário definir os fatores críticos, tanto de sucesso (como por exemplo: envolvimento e comprometimento da gestão, entendimento das ferramentas e técnicas do Lean Six Sigma, ligação do projeto com a estratégia de negócios) quanto de fracasso (como por exemplo a falta do envolvimento da gestão, resistência à mudança cultural, inexistência de gestão de projetos). Desta forma, este trabalho foi conduzido por meio de modelagem com validação de dados reais, com o objetivo de propor uma adaptação de métodos de auxílio à tomada a decisão para seleção de projetos Lean Six Sigma baseado nos fatores críticos de sucesso e fracasso. Para tanto, com base na revisão da literatura, foram identificados os fatores críticos de sucesso e fracasso para seleção de projetos Lean Six Sigma. Em seguida, uma análise de dois métodos de tomada de decisão multicritério, PROMETHEE e ANP, foi realizada por meio da aplicação dos modelos em um portfólio de projetos de uma empresa multinacional de grande porte. Como resultado, houve assertividade de 95% na seleção dos melhores projetos do portfólio, comparado aos projetos executados pela empresa mostrando-se que os dois modelos são aderentes ao problema. Como resultado, é possível constatar que o PROMETHEE se mostrou mais assertivo, principalmente nas comparações quantitativas, tendo aplicabilidade tanto para decisões individuais quanto em grupos. O ANP, por fazer a análise de preferência dos critérios de forma pareada (utilizando a escala comparativa de Saaty) torna mais fácil seu em grupos grandes de decisores, porém a comparação utilizando a escala de Saaty dificulta a análise de critérios quantitativos, bem como para pequenos grupos ou em decisões individuais. / To define a decision-making process in the Lean Six Sigma projects’ choice, it is necessary to define the critical success factors (e. g., management involvement and commitment, understanding the tools and techniques of Lean Six Sigma methodologies), and critical failure factors (e. g., lack of management involvement, cultural change resistance, project management weakness, etc.). In this way, this work was conducted through the modeling method with the objective of proposing an adaptation of decision-making aid methods process to select Lean Six Sigma projects based on the critical success and critical failure factors. Therefore, based on the literature review, the critical success and critical failure factors for the selection of Lean Six Sigma projects were identified. An analysis of two multi-criteria decision-making methods, PROMETHEE and ANP, was performed through the application of the models in a project portfolio of a large multinational company, presenting 95% assertiveness in the selection of the best portfolio projects compared to the executed projects by the company, showing that the two models are adherent to the problem. In addition, PROMETHEE has been more assertive, mainly in quantitative comparisons, and the use of the method are applied for both individual and group decisions; the ANP, by doing the preference analysis of the criteria in pair-to-pair way, using the Saaty’s comparative scale, makes it easier in large groups of decision makers. However, the comparison using the Saaty scale makes it difficult to analyze quantitative criteria as well as small groups or in individual decisions