Concept for the development of a Lean 4.0 reference implementation strategy for manufacturing companies

Dillinger, Fabian; Kagerer, Moritz; Reinhart, Gunther

doi:10.1016/j.procir.2021.11.056

Cited by 12 publications

(8 citation statements)

References 26 publications

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“…Such a correlation matrix should be based on a clear production perspective and include Industry 4.0 technologies of considerable importance for manufacturing companies. Moreover, the targeted matrix and implementation sequence shall be based on a proven, systemic, and methodical planning procedure, as Aull [58], Dillinger et al [59], and Liebrecht et al [41] presented.…”

Section: Methodical Approachmentioning

confidence: 99%

Industry 4.0 implementation sequence for manufacturing companies

Dillinger

Bernhard

Kagerer³

et al. 2022

Prod. Eng. Res. Devel.

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As a result of increasing globalization, manufacturing companies are confronted with rising costs and time pressure. A possibility to counter these challenges is Industry 4.0, which focuses on optimizing industrial processes and is characterized by the digitalization and networking of all value chain participants. This paper elaborates the one-to-one interrelation between relevant Industry 4.0 technologies using the Delphi study method and interdependency matrices. Based on this, an Industry 4.0 implementation sequence for manufacturing companies is derived and validated by experts. The contribution shall serve as an essential basis for companies to implement Industry 4.0 in their production.

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Section: Methodical Approachmentioning

confidence: 99%

Industry 4.0 implementation sequence for manufacturing companies

Dillinger

Bernhard

Kagerer³

et al. 2022

Prod. Eng. Res. Devel.

Self Cite

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“…Lean Management (LM) in Industry 4.0 has been present for a long time [28][29][30][31][32], nevertheless, the perspective of Industry 5.0 and the use of cobots seems to be a new idea [33]. Undoubtedly, lean management and Industry 5.0 can complement each other [6,34].…”

Section: Value Stream Mappingmentioning

confidence: 99%

Cobots Implementation in the Era of Industry 5.0 Using Modern Business and Management Solutions

Pizoń¹,

Cioch²,

Kański³

et al. 2022

Adv. Sci. Technol. Res. J.

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The paper describes the possibilities of implementing cobots for the execution of manual tasks in human-cobot collaborative teams to reduce waste within manufacturing systems from the perspective of Industry 5.0. Particular attention is paid to those manufacturing systems where, due to the high costs of possible reorganization, cobots are implemented in the existing system without significant modifications. The work is carried out in collaboration between humans and machines. To illustrate proposed implementation model, a conceptual use case (concept case) corresponding to an actual furniture manufacturing process was developed. The identification of the space for the use of cobots was verified using the value stream mapping method, and the implementation possibilities were analyzed using dedicated simulation software. The production process was mapped in both the value stream map and the simulation software. The potential for time savings in the implementation of the production process and a potential increase in the average production volume were demonstrated. Thus, the implementation possibilities of the presented concept were positively verified. The presented approach forms the basis for innovative solutions based on an interdisciplinary combination of organizational, management, and technical issues from the perspective of cobot use. This offers the opportunity to develop a cost-effective solution for implementing modern cobotic system technology to reduce waste in line with lean management. The concept opens up the perspective for many questions in terms of how and when to implement a cobotic systems solution in an organization. This is particularly relevant from the perspective of a company operating in a specific industry, using selected technologies and work organization methods.

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“…Currently, with the globalized world and highly competitive markets, companies face a multitude of complex factors affecting their activities (1) . To operate under such conditions, they have to be continuously creative, innovative, and efficient (2) .…”

Section: Introductionmentioning

confidence: 99%

Structural Equation Modeling of Relationships Among Lean Operational, Financial Performance, and Customer Satisfaction

Amare,

Singh,

Kabeta

et al. 2024

IJST

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Objectives: The challenges of implementing a lean business system can be solved by Structural Equation Modeling. In this research, the link between lean operational, financial performance, and customer satisfaction has been investigated in the Akaki Basic Metal Industry in Ethiopia. Methods: A lean operational performance that met the needs of the industry was identified by conducting a structural survey questionnaire to collect feedback data from experts. The model was developed including 28 variables from the experts in the industry. The collected responses were tested for reliability and validity using Cronbach's alpha, composite reliability, convergent, and discriminant validity. Findings: From the use of Analysis of Moments and Structures (AMOS-SEM), the results confirmed that C.R. > 1.96, p < 0.001, and p < 0.05 on quality and delivery. This shows a significant positive direct effect on customer satisfaction by 25.8% on quality, 24.9% on delivery, and 10.3% on cost. Novelty: Even though LM has become a fundamental aspect of industrial manufacturing processes, lack of understanding (knowledge) and practicing how to implement the positive impact on lean operational, financial performance, and customer satisfaction are still not sufficiently exploited particularly in developing countries. This research adds values to the practical use of the concept by examining the relationship among lean operational, financial performance, and customer satisfaction within basic metal manufacturing industry in Ethiopia. In addition to this, the findings have demonstrated improved organizational performance through structural equation modeling. It also helps leaders to focus more on training employees on quality issues and developing an awareness of quality achievement as a core value in the industry. Keywords: Confirmatory factor analysis, Exploratory factor analysis, Lean operational performance, Structural equation modeling, Customer satisfaction

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Concept for the development of a Lean 4.0 reference implementation strategy for manufacturing companies

Cited by 12 publications

References 26 publications

Industry 4.0 implementation sequence for manufacturing companies

Industry 4.0 implementation sequence for manufacturing companies

Cobots Implementation in the Era of Industry 5.0 Using Modern Business and Management Solutions

Structural Equation Modeling of Relationships Among Lean Operational, Financial Performance, and Customer Satisfaction

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