Interpretive framework by analysing the enablers for implementation of Industry 4.0: an ISM approach

K, Sivananda Devi; Paranitharan, K.P.; A, Inigo Agniveesh

doi:10.1080/14783363.2020.1735933

Cited by 50 publications

(26 citation statements)

References 62 publications

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“…2.2.1 Situation. There are various organizational challenges in manufacturing companies arising from rapid technological advances and increased globalization, and competitive pressures (Devi et al, 2020). There has been an evolving market scenario related to satisfying ever-increasing customer needs for customized, environmentally sustainable and economically viable products.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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An analysis of Industry 4.0 implementation-variables by using SAP-LAP and e-IRP approach

Kumar

Shankar

Vrat

2021

BIJ

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PurposeIn today’s uncertain business environment, Industry 4.0 is regarded as a viable strategic plan for addressing a wide range of manufacturing-related challenges. However, it appears that its level of adoption varies across many countries. In the case of a developing economy like India, practitioners are still in the early stages of implementation. The implementation of Industry 4.0 appears to be complex, and it must be investigated holistically in order to gain a better understanding of it. Therefore, an attempt has been made to examine the Industry 4.0 implementation for the Indian manufacturing organization in a detailed way by analyzing the complexities of relevant variables.Design/methodology/approachSAP-LAP (situation-actor-process and learning-action-performance) and an efficient interpretive ranking process (e-IRP) were used to analyze the various variables influencing Industry 4.0 implementation. The variables were identified, as per SAP-LAP, through a thorough review of the literature and based on the perspectives of various experts. The e-IRP has been used to prioritize the selected elements (i.e. actors with respect to processes and actions with respect to performance) of SAP-LAP.FindingsThis study ranked five stakeholders according to their priority in Industry 4.0 implementation: government policymakers, industry associations, research and academic institutions, manufacturers and customers. In addition, the study also prioritized important actions that need to be taken by these stakeholders.Practical implicationsThe results of this study would be useful in identifying and managing the various actors and actions related to Industry 4.0 implementation. Accordingly, their prioritized sequence would be useful to the practitioners in preparing the well-defined and comprehensive strategic roadmap for Industry 4.0.Originality/valueThis study has adopted qualitative and quantitative approaches for identifying and prioritizing different variables of Industry 4.0 implementation. This, in turn, helps the stakeholder to comprehend the concept of Industry 4.0 in a much simpler way.

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Section: Theoretical Backgroundmentioning

confidence: 99%

“…Therefore, an adequate strategic plan/national-level policy plan is needed for its effective implementation (Devi et al , 2020). Accordingly, government policymakers can draft a policy framework based on their enabling environment and considering adequate synergies between people, processes, regulatory mechanisms and technology.…”

Section: Introductionmentioning

confidence: 99%

An analysis of Industry 4.0 implementation-variables by using SAP-LAP and e-IRP approach

Kumar

Shankar

Vrat

2021

BIJ

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“…ISM is a widely used approach, adopted by researchers for decision-making, in management and engineering research (Kumar et al , 2013; Mathiyazhagan et al , 2013; Bhadani et al , 2016; Hussain et al , 2019; Devi et al , 2020). ISM methodology is capable of understanding complex relationships and represents them for decision-makers in the form of a well-defined multi-level structured model.…”

Section: Methodsmentioning

confidence: 99%

“…A decision-based system is pursued as the objective is to support the decision-maker to rank and prioritize the barriers in the application of GLSS in Indian construction sector and identify their contextual links. Interpretive structural modelling (ISM) is a well-established and a highly advisable methodology to explore the links amidst the barriers, and establish a well-structured hierarchical model with a precise technique (Kumar et al , 2016; Hussain et al , 2019; Devi et al , 2020). While ISM is capable of identifying driving and driven barriers, yet identifying areas of stress require the barriers to be prioritized so that decision-makers can develop strategies to face challenges across all horizons by integration with analytical network process (ANP) methodology (Bhadani et al , 2016) which has proven to be successful in areas other than construction (Digalwar et al , 2020; Kumar et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

ISM–ANP hybrid approach to prioritize the barriers in green lean Six Sigma implementation in construction sector

Thomas

Khanduja

2021

IJLSS

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Purpose The purpose of this paper is to prioritize and establish relationships among the barriers that affect green, lean and Six Sigma (GLSS) implementation in the Indian construction sector. Design/methodology/approach A hierarchal model consisting of several levels is generated by the interpretive structural modelling (ISM) methodology. For establishing the priority weights and the ranking of the barriers, the relationships among barriers from the model in ISM are used to provide an output from the analytic network process (ANP). The 12 vital barriers that affect implementation of GLSS adoption were shortlisted from literature and then finalized in consultation with experts belonging from both industry and academia. Findings Based on the ISM model “Lack of awareness for green products, Lack of top management commitment and involvement as well as Lack of funds along with an improper estimation” are at the highest level. Similar results were found while ranking the barriers through ISM–ANP integration. Originality/value This study identified and prioritized the barriers that affect GLSS implementation using ISM–ANP approach, such a study has not been attempted previously for the construction sector. The ISM model and ANP ranks are based on the inputs gathered from experts and academicians so as to ensure practical validity. This approach is assists decision-makers to focus on the key barriers priority basis and enables them to implement GLSS smoothly.

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“…(1) Sjödin et al [80] developed a model based on (i) People-to create and maintain a digital culture associated with innovation, (ii) Process-to establish agile processes, based on data, and (iii) Technology-to configure modular technology to manage the complexity of digital systems, introducing systems to view and monitor critical operational analytics and integrate them with relevant stakeholders; (2) Mueller et al [81] created a model considering: (i) Manufacturing process-controlled in real time, (ii) Devices-physical devices that automatically connect to the information system, (iii) Software-to control business management, production management, regulation and control and other software and (iv) Engineering-to analyze the need for resources in terms of human resources and machinery; (3) Martinez [82] generated a model that considers the following steps (i) Define operational efficiency and (ii) understand customer orientation, (iii) analyze the operation, (iv) develop technological solutions, (v) implement solutions and (vi) integrate them, (vii) review, (viii) adjust and (ix) improve the solutions. (4) Devi et al [83] designed a model in which the implementation process was based on high level management that encourages the supply chain and the horizontal and vertical integration, then, use big data, Internet of Things (IoT), and Visual computing to lean on Cyber Physical Systems, which provides the basis for new technologies, as well as management and training systems to reach new steps for the implementation of Industry 4.0. (5) Rybski and Jochem [84]) developed a model based on companies that have already implemented lean manufacturing.…”

Section: General Approachesmentioning

confidence: 99%

Implementing Industry 4.0 through Cleaner Production and Social Stakeholders: Holistic and Sustainable Model

Sátyro

Contador

et al. 2021

Sustainability

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Although Industry 4.0 has received much attention in recent years due to the possibility of increasing companies’ productivity, the implementation process is complex. The aim of this study is to present a holistic model for implementing Industry 4.0 based on cleaner production as a fundamental tool for the development of production systems that meet the Sustainable Development 04026-002Goals (SDGs), and social stakeholders that cooperate with this implementation process, helping to develop sustainable infrastructure, processes and technologies to increase the sustainable transformation of these companies towards Industry 4.0. The method used was literature research, and the Delphi technique was used to ask specialists to contribute with their experience to evaluate and propose improvements to the model, in the form of a consensus. The model contributes to the Sustainable Development Goals 9, 12 and 15. This holistic and sustainable model is a contribution to theory and practice, helping executives, technicians, entrepreneurs and those involved with Industry 4.0 to base the implementation process in the needs and specificities of each company, avoiding the “one fits all” models, considering the peculiarities of each company and the complexity of the implementation process in a more efficient and collaborative digital production ecosystems base, seeking to reduce inequalities, through the joint effort of social stakeholders to find ways to restore and/or improve social harmony, impacted by Industry 4.0.

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Interpretive framework by analysing the enablers for implementation of Industry 4.0: an ISM approach

Cited by 50 publications

References 62 publications

An analysis of Industry 4.0 implementation-variables by using SAP-LAP and e-IRP approach

An analysis of Industry 4.0 implementation-variables by using SAP-LAP and e-IRP approach

ISM–ANP hybrid approach to prioritize the barriers in green lean Six Sigma implementation in construction sector

Implementing Industry 4.0 through Cleaner Production and Social Stakeholders: Holistic and Sustainable Model

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