Key performance indicator based dynamic decision-making framework for sustainable Industry 4.0 implementation risks evaluation: reference to the Indian manufacturing industries

Gadekar, Rimalini; Sarkar, Bijan; Gadekar, Ashish

doi:10.1007/s10479-022-04828-8

Cited by 18 publications

(8 citation statements)

References 156 publications

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“…On the other hand, the Covid-19 pandemic acts as a force that motivates companies to adopt digital technologies (Afonso et al , 2021; Kapoor et al , 2021; Gadekar et al , 2022), due to the necessity which emerged for a more automated shop floor which provides a safer workplace for people (Afonso et al , 2021), and remote handling of the companies’ functionalities (Gadekar et al , 2022; Kunju et al , 2022). The high demand for customized food products (Shahin et al , 2020) and the competitive nature of today’s industry also force more factories to move towards implementing high-tech methodologies (Chavez et al , 2022).…”

Section: Discussionmentioning

confidence: 99%

“…More specifically, the LM practices used in the present study have been adapted from the studies of Malmbrandt and Ahlstrom (2013), Bhamu and Sangwan (2014), Jasti and Kodali (2014, 2015), Narayanamurthy and Gurumurthy (2016), Rossini et al (2019) and Garay-Rondero et al (2019). The I4.0 technologies used in the present study have been adapted from the studies of Bibby and Dehe (2018), Rossini et al (2019), Cohen et al (2019), Pagliosa et al (2021), Nedjwa et al (2022), Chavez et al (2022), Gadekar et al (2022), Kunju et al (2022) and Raj and Jeyaraj (2023). So, in the first part of the questionnaire, there were questions with regard to the LM practices; in the second part, questions with regard to the I4.0 technologies, while in the last part of the questionnaire, there were questions with regard to the profiles of the respondents and their companies.…”

Section: Methodsmentioning

confidence: 99%

“…I4.0 paves the way for a progressive convergence of operational technologies which are adopted in operational departments such as the shop floor, and information technologies which are typically used in managerial departments for business control purposes (Modica and Foschini, 2023). The main I4.0 technologies are the following: cyber-physical system, internet of things, cloud computing, big data analytics, artificial intelligence, advanced robots, augmented reality, simulation and additive manufacturing and blockchain (Pagliosa et al , 2021; Kunju et al , 2022; Gadekar et al , 2022; Chavez et al , 2022; Nedjwa et al , 2022). These technologies enable better connectivity with customers (Koh et al , 2019), the design of smart products and services with features such as more insight into customer requirements, real-time product and process monitoring for better performance (Koh et al , 2019), and the collection, storage and analysis of massive data in a fast and efficient way (Angreani et al , 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Transnational companies are often at the top in deploying I4.0 features, learning primarily from their experimentation (Chavez et al , 2022). However, implementing I4.0 remains a significant challenge for many organizations, mainly due to the absence of a systematic and comprehensive framework (Gadekar et al , 2022) and the inability to understand and capitalize on the opportunities it presents (Albayrak and Erkayman, 2023).…”

Section: Literature Reviewmentioning

confidence: 99%

“…LM is a systematic approach to increasing value-adding activities through process optimization (Womack et al , 1990; Womack and Jones, 2003), thereby driving improvements in cost, quality, productivity, operational performance (Sharma et al , 2016; Ghobadian et al , 2018) and financial performance (Saurin et al , 2020), boosting competitiveness (Afonso et al , 2021; Ciccarelli et al , 2022) and ensuring long-term business sustainability (Saurin et al , 2020). Furthermore, many studies recommend the use of I4.0 technologies as a management intervention for dealing with the current difficult business environment (Shahin et al , 2020; Kapoor et al , 2021; Chavez et al , 2022; Gadekar et al , 2022; Sartal et al , 2022). These technologies can help companies, through the technological transformation known as factory digitization (Modica and Foschini, 2023), achieve enhanced, efficient and more varied throughput of current mass production lines (Cohen et al , 2019), smooth the information flow, coordinate better within the supply chain (Raj and Jeyaraj, 2023), be more responsive to customers (Khin and Kee, 2022) and improve their financial performance, sustainability (Raj and Jeyaraj, 2023) and competitiveness (Modica and Foschini, 2023).…”

Section: Introductionmentioning

confidence: 99%

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Lean manufacturing practices and industry 4.0 technologies in food manufacturing companies: the Greek case

Psomas,

Deliou

2023

IJLSS

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Purpose Food manufacturing companies which are essential for national economies, need to attach importance to the adoption of both the lean manufacturing (LM) operational excellence methodology and the Industry I4.0 (I4.0) technologies that empower LM to achieve operational improvement. This study aims to focus on the Greek food manufacturing companies and determine the degree of implementation of LM practices and I4.0 technologies and the impact of I4.0 on LM. Design/methodology/approach A survey was conducted based on a structured questionnaire which included items reflecting LM practices and I4.0 technologies. A sample of Greek food manufacturing companies were approached and 102 of them fully completed the questionnaire. Descriptive statistics were applied to determine the degree of implementation of LM practices and I4.0 technologies, while the impact of I4.0 on LM was determined through the linear regression analysis. Findings The degree of implementation of LM practices in the responding food manufacturing companies is high, while the degree of implementation of I4.0 technologies is low to medium. The findings also support a significant and positive impact of I4.0 on LM. Research limitations/implications The small size of the sample of the responding Greek food manufacturing companies, the subjective character of the data collected and the cross-sectional nature of the study, constitute the main limitations of the study. Based on these limitations, further studies can be designed. Practical implications The present study findings can guide the managers of the food manufacturing companies to further increase the degree of implementation of LM practices through adopting I4.0 technologies. Therefore, they can improve quality, eliminate waste, survive and be more competitive in the current difficult business environment. Academics can also benefit from the present study, given that it provides the LM practices and I4.0 technologies that can be further tested and validated in the food sector. Originality/value To the best of the authors’ knowledge, this is the first study that focuses on LM and I4.0 in the Greek food manufacturing companies operating in a business environment where the crises of finance, energy and the Covid-19 pandemic dominate.

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