How To Accelerate Digital Transformation in Companies With Lean Philosophy? Contributions Based on a Practical Case

Ribeiro, Juliana Basulo; Teixeira, Leonor

doi:10.24867/ijiem-2023-2-326

Cited by 7 publications

(4 citation statements)

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“…In the context of Industry 5.0, Digital Product-Service Systems contribute to all three of the main approaches [24]. The contribution to human-centricity reflects in the number of people needed to successfully implement and manage the Digital Product-Service Systems, which enables improvement of the existing value chains and the creation of new ones [25,26].…”

Section: Digital Product-service Systemsmentioning

confidence: 99%

The Evaluation of Industry 5.0 Concepts: Social Network Analysis Approach

Slavic,

Marjanovic,

Medic

et al. 2024

Applied Sciences

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During 2022 and 2023, Industry 5.0 attracted a lot of attention. Many articles and papers regarding the basics of Industry 5.0, its pillars, and a comparison of Industry 5.0 and Industry 4.0, Society 5.0, and Operator 5.0 have been published. Although the concept of Industry 5.0 is relatively new, companies from developed countries that have a high level of implementation of Industry 4.0 have already started the transition to Industry 5.0. Even though Industry 5.0 enables developing countries to become a part of developed countries’ value chains, it is not known which path to Industry 5.0 developing countries are taking. To fill this gap, the authors proposed research questions regarding the key indicators for measuring the levels of implementation of Industry 5.0 approaches in the manufacturing sector of the Republic of Serbia. This research includes insights from 146 manufacturing companies, gathered in 2022 as a part of the European Manufacturing Survey. The main findings of this study show that the most important indicator when it comes to human-centricity is training and competence development of production employees with a task-specific focus; the implementation of measures for improving efficiency in material consumption is significant for achieving sustainability; and the use of standardized and detailed work instructions is crucial in order to become resilient.

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Section: Digital Product-service Systemsmentioning

confidence: 99%

The Evaluation of Industry 5.0 Concepts: Social Network Analysis Approach

Slavic,

Marjanovic,

Medic

et al. 2024

Applied Sciences

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“…The results show that 92 percent of executives believe that organisational agility is critical to business success, and 84 percent agree that organisational agility is necessary for success in digital transformation (Project Management Institute & Forbes Instight, 2017). The essence of digital transformation extends beyond the mere integration of new technologies and encompasses the formulation of a strategic plan to ensure their successful adoption (Basulo Ribeiro et al, 2023;Miloradov et al, 2022).…”

Section: The Concept Of Organisational Agility In the Contemporary Bu...mentioning

confidence: 99%

Agilidad Organizativa, Resiliencia del Proyecto y Prácticas Laborales de Alto Rendimiento: Una Receta para el Éxito del Proyecto

2023

Proceedings From the International Congress on Project Management and Engineering

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2) (1) Faculty of Technical Sciences, (2) Faculty of Sciences(2) A dynamic business environment, characterized by fiercely competitive and fast-changing markets, has made the ability to respond quickly to change and manage uncertainty essential for organizational survival. Consequently, organisational agility has become imperative for achieving project success. Traditionally, project success was determined by the achievement of project goals within the constraints of time, budget, and scope. However, the perception of project success has evolved to encompass a multidimensional approach, considering the project's impact on the team, customer, business success, and capacity-building for the future. These dimensions should be used to measure project success in volatile environments. Project resilience, which refers to a project's ability to withstand and recover from unexpected events and disruptions, could act as a mediator between organisational agility and project success. Project resilience involves taking a holistic view of the organization and its ability to adapt to different scenarios, including various disturbances in the system. However, the concept of resilience still needs to be explored further in project studies. In this paper, the authors propose a research model for testing the relationship between organisational agility and project success, with project resilience acting as a mediating factor and high-performance work practices as a moderating factor.

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“…Recent studies focused on linking LP to digital technologies commonly under the label of 'Industry 4.0' (I40), and the positive link between these technologies and LP has been conceptually discussed by several researchers [3,4]. In the I40 context, data play a fundamental role [5,6], and operations management research is dedicated to exploring data science (DS)-related technologies such as big data analytics [7].…”

Section: Introductionmentioning

confidence: 99%

“…Even though the link between DS and LP enables manufacturing companies to exploit the value of data to facilitate the application of traditional LP practices and boost their performance [12,13], studies addressing the integration of DS and LP are mainly theoretical, and most reported contributions lack details on how to implement them [14][15][16]. On the other hand, clarifying how I40 technologies affect LP practices would support practitioners in addressing this link [3,17] and would be relevant to motivate technology implementation in LP practices [15,[18][19][20].…”

Section: Introductionmentioning

confidence: 99%

Data Science Supporting Lean Production: Evidence from Manufacturing Companies

Pozzi,

Cannas,

Rossi

2024

Systems

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Research in lean production has recently focused on linking lean production to Industry 4.0 by discussing the positive relationship between them. In the context of Industry 4.0, data science plays a fundamental role, and operations management research is dedicating particular attention to this field. However, the literature on the empirical implementation of data science to lean production is still under-investigated and details are lacking in most of the reported contributions. In this study, multiple case studies were conducted involving the Italian manufacturing sector to collect evidence of the application of data science to support lean production and to understand it. The results provide empirical proof of the link and examples of a variety of data science techniques and tools that can be combined to support lean production practices. The findings offer insights into the applications of the traditional lean plan–do–check–act cycle, supporting feedback on performance metrics, total productive maintenance, total quality management, statistical process control, root cause analysis for problem-solving, visual management, and Kaizen.

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How To Accelerate Digital Transformation in Companies With Lean Philosophy? Contributions Based on a Practical Case

Cited by 7 publications

References 0 publications

The Evaluation of Industry 5.0 Concepts: Social Network Analysis Approach

The Evaluation of Industry 5.0 Concepts: Social Network Analysis Approach

Agilidad Organizativa, Resiliencia del Proyecto y Prácticas Laborales de Alto Rendimiento: Una Receta para el Éxito del Proyecto

Data Science Supporting Lean Production: Evidence from Manufacturing Companies

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