Industry 4.0 enabling manufacturing flexibility: technology contributions to individual resource and shop floor flexibility

Enrique, Daisy Valle; Marcon, Érico; Charrua-Santos, Fernando; Frank, Alejandro Germán

doi:10.1108/jmtm-08-2021-0312

Cited by 27 publications

(16 citation statements)

References 36 publications

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“…, 2023), on the one hand, and manufacturing companies' difficulties in keeping pace in terms of implementing and utilising these advances to promote SCF, on the other hand (Fragapane et al. , 2022; Enrique et al. , 2022).…”

Section: Discussionmentioning

confidence: 99%

“…Contrary to the prior literature, implementation of Industry 4.0 was not found to directly affect SCF (H2). This can be explained by that Industry 4.0 transformation requires an indepth understanding of technological advances, and needs to consider of all stages in smart factory operation (Ghobakhloo, 2018;Liu et al, 2023), on the one hand, and manufacturing companies' difficulties in keeping pace in terms of implementing and utilising these advances to promote SCF, on the other hand (Fragapane et al, 2022;Enrique et al, 2022). Industry 4.0 is an emerging strategy, this reveals a need to further explore how it can promote the development of flexibility in supply chains.…”

Section: Theoretical Contributions and Implicationsmentioning

confidence: 99%

“…Oliveira-Dias et al (2022) point out that the set of emerging technologies such as Cloud Computing, Big Data, artificial intelligence and IoT improve SCF and highly recommend their deployment throughout the supply chain. Dalenogare et al (2018) explained the effect of Industry 4.0 technologies on operational flexibility, and Enrique et al (2022) investigated their impact on manufacturing flexibility. In view of the limited studies, the purpose of this research is to highlight the role of Industry 4.0 on both SCC and SCF.…”

Section: Introductionmentioning

confidence: 99%

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The role of Industry 4.0 on supply chain cost and supply chain flexibility

Erboz

Hüseyinoğlu

2023

BPMJ

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PurposeIndustry 4.0 accelerates the performance of supply chains, in particular, the reduction in supply chain cost (SCC) and improvement in supply chain flexibility (SCF). The aim of this study is to examine the role of Industry 4.0 on SCC and SCF, using network theory to explain the interrelationships.Design/methodology/approachData were collected from 182 manufacturing firms in Turkey. The partial least square structural equation modelling (PLS-SEM) was employed in testing the research hypotheses.FindingsThe results showed that Industry 4.0 positively affects SCC; however, no direct relationship was found between Industry 4.0 and SCF. Moreover, SCC was found to have a positive impact on SCF, while SCC was found to mediate the relationship between Industry 4.0 and SCF. An additional finding was that customer integration (CI) moderates the relationship between Industry 4.0 and SCC; however, CI does not moderate the relationship between Industry 4.0 and SCF.Practical implicationsThe research validates the role of Industry 4.0 on supply chain processes and thus provides valuable insights into supply chain practitioners and decision-makers interested in Industry 4.0 for supply chain management.Originality/valueIn view of the limited number of studies, this study empirically contributes to the literature on the relationships among Industry 4.0, SCC, SCF and CI.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Contributions and Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The role of Industry 4.0 on supply chain cost and supply chain flexibility

Erboz

Hüseyinoğlu

2023

BPMJ

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“…Far less attention has been given to what we could call “shop floor-level determinants” inducing industrial robots' adoption – or more in general digital production technologies adoption – and the potential heterogenous deployment of this technology from an organisational integration perspective. In fact, contributions have often stepped away from the shop floor analysis of robotisation to focus more on smart manufacturing (Ghobakhloo, 2020; Enrique et al ., 2022). Even when shop floor level analyses have been conducted, they hardly look at robots in particular.…”

Section: Introductionmentioning

confidence: 99%

Robotising, but how? Evidence from the automotive sector in South Africa

Anzolin

Andreoni

2023

JMTM

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PurposeThis paper focuses on understanding firm-level determinants of industrial robots' adoption and how these determinants result in heterogenous processes of robotisation across firms within the same sector. The paper presents results from in-depth case studies of final assemblers in the South African automotive sector.Design/methodology/approachThe research has been conducted through multiple case studies with a focus on final assemblers. During the case studies, as well as before and after it, data coming from in-depth semi-structured interviews were triangulated with secondary data available from the international database on industrial robots' adoption and documents provided by firms and institutions.FindingsThis paper identifies three firm-level determinants of robotisation – i.e. modularity of the production process, flexibility in the use of technology and stability in product design. The results also showed that firms' robotisation depend on each of these determinants as well as their interdependence. The authors introduce a framework to study interdependence between these technology–organisational choices, which reveals heterogenous patterns of technology deployment and related managerial implications.Originality/valueThis research introduces a new framework on factors driving industrial robotisation – a key digital production technology – and offers empirical evidence of the heterogenous deployment of this technology. The authors identify two main manufacturing approaches to robotisation in the automotive sector: one in which the firm designs a robotised process around a certain product design – i.e. the German/American way and one in which the firm designs its product based on certain robotised processes – i.e. the Japanese way. These findings are valuable for both industry, operational research and the scientific community as they reveal heterogeneity on the “how” of robotisation and implications for manufacturing technology management.

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“…, 2022). This smartness facilitates the flexibility of production systems, products and supply chains for addressing the variability challenge (Enrique et al ., 2022; Shahin et al ., 2020; Xie et al ., 2020).…”

Section: Introductionmentioning

confidence: 99%

Driving smartness for organizational performance through Industry 4.0: a systems perspective

Abiodun

Rampersad

Brinkworth

2023

JMTM

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PurposeThe internationalization of business has grown the production value chains and created performance challenges for industrial production. Industry 4.0, the digital transformation of industrial processes, promises to deliver performance improvements through smart functionalities. This study investigates how digital transformation translates to performance gain by adopting a systems perspective to drive smartness.Design/methodology/approachThis study uses qualitative research to collect data on the lived experiences of digital transformation practitioners for theory development. It uses semi-structured interviews with industry experts and applies the Gioia methodology for analysis.FindingsThe study determined that enterprise smartness is an organizational capability developed by digital transformation, it is a function of integration and the enabler of organizational performance gains in the Industry 4.0 context. The study determined that performance gains are experienced in productivity, sustainability, safety and customer experience, which represents performance metrics for Industry 4.0.Research limitations/implicationsThis study contributes a model that inserts smartness in the linkage between digital transformation and organizational outcomes to the digital transformation and production management literature.Practical implicationsThe study indicates that digital transformation programs should focus on developing smartness rather than technology implementations, which must be considered an enabling activity.Originality/valueExisting studies recognized the positive impact of technology on performance in industrial production. The study addresses a missing link in the Industry 4.0 value creation process. It adopts a systems perspective to establish the role of smartness in translating technology use to performance outcomes. Smart capabilities have been the critical missing link in the literature on harnessing digital transformation in organizations. The study advances theory development by contributing an Industry 4.0 value model that establishes a link between digital technologies, smartness and organizational performance.

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Industry 4.0 enabling manufacturing flexibility: technology contributions to individual resource and shop floor flexibility

Cited by 27 publications

References 36 publications

The role of Industry 4.0 on supply chain cost and supply chain flexibility

The role of Industry 4.0 on supply chain cost and supply chain flexibility

Robotising, but how? Evidence from the automotive sector in South Africa

Driving smartness for organizational performance through Industry 4.0: a systems perspective

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