Contact points between Lean Six Sigma and Industry 4.0: a systematic review and conceptual framework

Abstract

PurposeThis paper aims to develop a conceptual framework of the implementation of the contact points (CPs) between Lean Six Sigma practices and Industry 4.0 technologies.Design/methodology/approachA systematic literature review was carried out based on two samples. A first sample containing 78 articles was analyzed through bibliometric indicators. After that, a second sample of 33 articles was analyzed in-depth according to research questions.FindingsThe conceptual framework involves 13 CPs between Lean Six Sigma (LSS) practices and I4.0 technologies (what), going through the technical requirements needed (how), categorized as information technology (IT), automation and competence requirements, to finally present the main results reported in the literature (why).Research limitations/implicationsThis paper presents an innovative perspective of interactions between digital technologies and LSS practices, expanding knowledge about Digital LSS. Such perspective gives emphasis to the importance of technical requirements, such as communication and connectivity protocols, network topology, machine-to-machine communication (M2M), human–machine interfaces (HMI), as well as analytical and digital skills.Practical implicationsThe managerial implications regarding the digitalization of LSS practices address the investments required for the acquisition and maintenance of cyber-physical systems (CPS). Moreover, there is a need for the development of skills so that operators can successfully use the new technologies in a context of continuous improvement.Originality/valueThis paper presents a conceptual framework covering 13 CPs between LSS practices and Industry 4.0 technologies, the technical requirements and the expected results. It is hoped that this framework can assist future research and operational excellence projects towards digitalization.

Analysis of barriers for implementation of integrated Lean Six Sigma and Industry 4.0 using interpretive ranking process

“…, 2022). A conceptual framework of the deployment of the contact points (CPs) between LSS practices and I4.0 technologies had been developed and presented (Sordan et al. , 2021).…”

“…A sand cone model of LSS evolution to depict the cumulative evolution of LSS methodology from LSS 1.0 to LSS 4.0 had been discussed (Antony et al, 2022). A conceptual framework of the deployment of the contact points (CPs) between LSS practices and I4.0 technologies had been developed and presented (Sordan et al, 2021). Dedicated framework integrating I4.0 tools and continuous improvement strategies could be explored depending on specific application (Vinodh et al, 2020).…”

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“…Design-to-cost is a cultural shift in organizational behavior, in which cost is given equal or greater weight than other factors. The goal of costing design is to minimize life cycle costs based on the process of remanufacturing, in which a used prod-uct is disassembled, rebuilt, and reassembled to function like a new unit with the same warranty and improved quality [49,19,7,50,51,52]. For high-value products and systems in the maritime sector, remanufacturing should be a consideration, and this design costing platform can provide benefits in the following scenarios:  Original equipment manufacturers (OEMs) in the maritime industry may consider remanufacturing when they are responsible for repairing and refurbishing of used products.…”

Quality 4.0 – a review of and framework for quality management in the digital era

“…Furthermore, Saxby et al (2020) concluded that currently, not all Lean practices support Industry 4.0, and that, Lean needed an upgrade and perhaps not a re-invention to fully support Industry 4.0. A study by Sordan et al (2021) identified thirteen contact points between LSS and Industry 4.0.…”