The purpose of this paper is to identify potential constraints and determine the constraint structure in a steel manufacturing plant. “Potential constraint” is defined as a factor that is either a constraint at present or can become one in the future and “constraint structure” is used to denote the network of influences between the potential constraints in an organization.
A three-step methodology was followed. First, potential constraints in a steel manufacturing plant were identified with a literature review and expert inputs. Then, the fuzzy decision-making trial and evaluation laboratory (fuzzy DEMATEL) technique was applied to uncover the structure and finally, an ex-post validation and refinement of the results was done with help from other experts.
A total of 10 key potential constraints to steel manufacturing were identified. The two outputs of fuzzy DEMATEL – the influence scatter plot (ISP) and the influence network diagram (IND) – together reveal the constraint structure. The 10 potential constraints could be classified into three types – influencers, mediators and influenced – respectively. Of these “Top management commitment (TMC)” and “Clear vision and long-term planning (CLP)” influence other factors the most, and are themselves influenced the least; while “Customer Relationship Management (CRM)” is most influenced by other factors, while influencing other factors the least.
Potential constraints and the constraint structure can help decision makers in a steel manufacturing plant to identify which organizational factors to address and achieving the plant's goals.
This is the first study that analyzed organizational level constraints in a steel manufacturing context.
