VIKOR

Thispaper first reviewed the relevant literature and several R&D evaluation models in various industries. Then, a suitable model for the evaluation of R&D capabilities was selected through a New Product Development (NPD) approach within the Iranian automotiveindustry in 9 main dimensions and 29 indicators, validated based on the structural equations proposed in another paper. In the first stage, the coefficient matrix of criteria was identified according to the pairwise comparison matrix. Then, the VIKOR values S, R, and Q were calculated. The ranking involved smaller Q values. The criteria were ranked as follows: 1) research and design capabilities, 2) customer and market, 3) technological capabilities,4) financial capabilities resources, 5) organizationalstructure, 6) intellectual capital capabilities,7) NPDprocess, 8) management capabilities and, 9) strategic capabilities. Finally, there were suggestions about the capabilities falling under the lowest ranks

Objective : Reducing waste and improving productivity are crucial challenges in today’s competitive manufacturing landscape. Lean production tackles these issues by eliminating activities that do not add value, cutting costs, and enhancing quality. However, the success of lean implementation relies on selecting strategies that align with an organization’s operational context. This study evaluates four fundamental lean strategies under various production conditions: Work-in-Progress (WIP) Inventory Reduction, Batch Size Reduction, Setup Time Reduction, and Multi-skilled Workforces. Methods : A hybrid methodology was utilized, integrating discrete-event simulation (DES) with multi-criteria decision-making (MCDM). Six scenarios were modeled, varying production capacity (low, medium, and high) and work shift schedules (one or two shifts). The Best-Worst Method (BWM) was employed to determine the weights of the evaluation criteria: total cost, available inventory, waiting time, and lead time. The VIKOR method was then used to rank the strategies for each scenario. Results : The results indicate that total cost (weight = 0.54) is the most critical evaluation criterion, followed by available inventory (0.27), waiting time (0.11), and lead time (0.08). Both simulation and VIKOR analyses demonstrated a contextual pattern: reducing setup time was more effective than other strategies in low-capacity environments. In contrast, reducing batch size consistently ranked highest in medium and high-capacity environments, regardless of the shift schedule. Conclusion : The findings highlight that lean strategies' effectiveness depends on the context. Reducing setup time is most beneficial for resource-limited systems, while reducing batch size offers greater advantages in high-output environments. The hybrid simulation-MCDM framework created in this study is a structured and objective tool for managers, allowing them to choose lean strategies aligned with their specific operational conditions. This, in turn, enhances supply chain performance and fosters long-term competitiveness.