Industry 4.0 and Lean Manufacturing

Abstract

Purpose The purpose of this paper is to aim at identifying the relationships between Industry 4.0 (I4.0) technologies and Lean Manufacturing (LM) practices. Design/methodology/approach A systematic literature review was conducted, in which 93 studies were analyzed according to their content and contextualization level. Findings In total, 9 I4.0 technologies and 14 LM practices were identified and categorized according to different levels of both value stream application and synergy. From the 126 pairwise relationships, 24 were classified as being of high synergy (e.g. relationship between Cyber-Physical Systems and value stream mapping), revealing the existence of a positive interaction between LPs and I4.0 technologies toward the achievement of a higher operational performance. Further, three future research opportunities were suggested: to validate the proposed synergies among LPs and I4.0 technologies; to distinguish the effects of relationships on all levels of flow; and to examine the effect of such relationships on operational performance. Originality/value With the emergence of the Fourth Industrial Revolution, the specificities on the relationship between LM and I4.0 still need further investigation. This paper provides a better understanding of existing literature related to I4.0, LM, and their relationship, as well as pointing out research gaps to encourage future works.

The future of manufacturing: A Delphi-based scenario analysis on Industry 4.0

“…Academics have delved into the profile and skills of human resources (e.g., Jarrahi, 2019;Liboni et al, In Press;Wright and Schultz, 2018;Candi and Beltangui, 2019); organizational design and processes (e.g., Falkenreck and Wagner, 2017;Osmonbekov and Johnson, 2016); organizational capabilities, culture, and mindset (e.g., Hasselblatt et al, 2018;Matthyssens, 2019;Frisk and Bannister, 2017); and entrepreneurial processes and outcomes (e.g., Nambisan, 2017;Nambisan et al, 2018;Elia et al, 2020). Several studies have also argued for a strong relationship between Industry 4.0 and lean manufacturing (e.g., Totorella and Fettermann, 2017;Pagliosa et al, 2019;Rosin et al, 2020) as well as with circular economy practices (e.g., Lopes de Sousa Jabbour et al, 2018;Rosa et al 2020;Kouhizadeh et al, 2020). Within this last broad focus, emerging configuration trajectories of manufacturing companies have also been addressed, as illustrated in larger detail in the following two subsections.…”

Product Quality Improvement Policies in Industry 4.0: Characteristics, Enabling Factors, Barriers, and Evolution Toward Zero Defect Manufacturing

“…It is crucial to reach a state of early detection in order to have a sustainable system (Yusup et al, 2015). Moreover, this flow of information helps to better connect the global supply chain (Pagliosa et al, 2019), which is known to be a critical success factor for an efficient QMS. Another aspect on the predictive aspect is to predict defects not only in the product, but also in the process.…”

Assessment of Servitization Leagility Using Multi-Grade Fuzzy Approach

“…Moreover, lean manufacturing is widely accepted by many manufacturing companies due to its ease of application and its efficient results (Simpson and Power, 2005;Pagliosa et al, 2019). The principles of lean manufacturing are based on the Toyota Production System (TPS) and emphasized doing more with less (Womack and Jones, 1996;Elnadi and Shehab, 2016).…”

“…By applying lean principles manufacturing companies can get rid of seven types of wastes, these wastes include: unnecessary transport, waiting, over-production, unnecessary motion, over-processing, unnecessary inventory and defects (Elnadi and Shehab, 2015;Shah and Ward 2007). Lean manufacturing can be viewed as a group of practices used by manufacturing and non-manufacturing companies to organize and control production processes by eliminating non-value-added activities (Womack and Jones, 1996;Schonberger, 2007;Pagliosa et al, 2019;Burch and Smith, 2019). Womack and Jones (1996) mentioned that lean manufacturing is based on five foundations namely: determining customer value, mapping the value stream, creating production flow, using pull techniques, and finally striving to perfection.…”

“…Regardless of the various definitions of lean manufacturing, the main idea beyond lean practices is determining the value of any process through the continuous detecting and elimination of wastes and non-value-added activities from the manufacturing process. There are a wide variety of lean tools that can be used, some of these tools include: Value Stream Mapping (VSM), Total Quality Management (TQM), Kaizen, 5s, Just-In-Time (JIT) and Total Productive Maintenance (TPM) (Camacho-Miñano et al, 2013;Elnadi and Shehab, 2015;Sanders at al., 2017;Pagliosa et al, 2019).…”