Lean Production Systems for Industry 4.0

Satoğlu, Şule Itır; Üstündağ, Alp; Çevikcan, Emre; Durmuşoğlu, Mehmet

doi:10.1007/978-3-319-57870-5_3

Cited by 36 publications

(47 citation statements)

References 28 publications

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“…Those publications may be labelled together as related to the smart lean transformation enabled through Industry 4.0 tools and technologies and vice versa. Two papers (Satoglu et al, 2018a(Satoglu et al, , 2018b address relation between particular (subjectively chosen by the authors) Industry 4.0 technologies and lean manufacturing tools or wastes. Authors discussed how specific technologies can support specific tools or lead to elimination of specific waste.…”

Section: Cluster 1 Cna: Smart Lean Transformation Using Industry 40 Solutionsmentioning

confidence: 99%

“…Many authors have confirmed in their papers that Lean Manufacturing and Industry 4.0 are not mutually exclusive. They can be integrated with each other for effective production management (Duarte & Cruz-Machado, 2018;Sanders et al, 2016;Satoglu et al, 2018a). Industry 4.0 can provide support through continuous resource management due to the availability of detailed information in real time at every stage of the production process (Gabriel & Pessl, 2016).…”

Section: Cluster 1 Author's Abstract: Learning Factory Lean Management Lean Production Management Optimization Discrete Event Simulationmentioning

confidence: 99%

“…The next stage will be the integration of a larger number of available LP methods with the developed interface and the creation of other LA solutions using this interface (Kolberg et al, 2017). LA levels are presented in (Satoglu et al, 2018a(Satoglu et al, , 2018b.…”

Section: Cluster 5 Author's Abstract: Lean Production Lean Automationmentioning

confidence: 99%

See 2 more Smart Citations

Towards ‘Lean Industry 4.0ʹ – Current trends and future perspectives

Ejsmont

Gładysz

Corti

et al. 2020

Cogent Business & Management

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The enterprises to be competitive are constantly looking for continuous increase of productivity, quality and level of services. With the development of Industry 4.0 concept, manufacturers are more confident about new advantages of automation and systems integration. Lean management is well developed and empirically proven effective managerial approach. Combining Lean and Industry 4.0 practices seems to be necessary evolutionary step for further raise the level of operational excellence (exploitation of finance, workload, materials, machines/ devices). There is an increasing number of Industry 4.0 solutions used to reduce waste (as known from Lean Management). Therefore, the main objective of this article aims at presenting the results of a literature review on the concept of 'Lean Industry 4.0ʹ. Dynamic methodology called "Systematic Literature Network Analysis (SLNA)" was used. It combines the Systematic Literature Review approach with the quantitative analysis of bibliographic networks to detect emerging topics and the dynamic evolution of the topics. The paper is a comprehensive systematization and rationalization of knowledge about the integration of LM and I4.0 concepts, identifies the most important research trends and defines directions for future research. The article contains a framework that presents the current state of knowledge in the area of Lean Industry 4.0.

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Section: Cluster 1 Cna: Smart Lean Transformation Using Industry 40 Solutionsmentioning

confidence: 99%

Section: Cluster 1 Author's Abstract: Learning Factory Lean Management Lean Production Management Optimization Discrete Event Simulationmentioning

confidence: 99%

See 1 more Smart Citation

Towards ‘Lean Industry 4.0ʹ – Current trends and future perspectives

Ejsmont

Gładysz

Corti

et al. 2020

Cogent Business & Management

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“…The main motivation of Industry 4.0 (I4.0) is the connection and integration of manufacturing and service systems to provide effectiveness, adaptability, cooperation, coordination, and efficiency [1,2]. The concept is based on the emergence of new technologies that enable production to operate in a flexible, efficient, and greenway with high quality at low cost [3,4].…”

Section: Introductionmentioning

confidence: 99%

A Conceptual Model for Deploying E-Service in SMEs through Capability Building: A Comparative Case Study

Chavez¹,

Hauge²,

Bellgran³

et al. 2021

Digital Service Platforms

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This paper proposes a conceptual implementation model for small and medium enterprises (SMEs) to follow as part of their digital transformation. The conceptual model can be translated into a practical step-by-step guide for SMEs to apply during their digital transformation. The model is based on gradually developing industrial capabilities that can influence production processes performance. We employed a comparative case study approach to capture the lessons learned by SMEs in their journey to develop and implement a production digitalization system for deviation management and performance improvement. The model was validated in the cases of study capturing the actual SMEs’ needs. Managerial capabilities of production processes such as monitoring and control demonstrate to influence the performance positively. The proposed model aims for a full digital transformation by following a gradual approach to being resource-efficient and integrating their business needs. This paper is an extension of work originally presented in APMS 2020, IFIP AICT 592.

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“…The same applies to the concept of Lean Management, which has been supported by the 4.0 industry either through its technologies or through the development and improvement of Lean toolbox. Reference [8]addressed the evolution of Lean tools in the context of Industry 4.0 to take advantage of technology and industry automation 4.0, le Poka-Yoke which became Automation in Error-Proofing where the system is interconnected via bar code scanners, electric fastening tools and RFID tags , Standardized work to Augmented Reality based work standardization , Heijunka to Digitized Heijunka and the same thing for the other tools which were reinforced by the advantages of this industrial revolution.…”

Section: Introductionmentioning

confidence: 99%

Lean Maintenance 4.0: An application of the IoT Technology in the facility management industry

2020

IJATCSE

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Industry 4.0 technologies and techniques have contributed to the companies' improvement and business management strategy. Maintenance and Lean are two real examples that have benefited from this fourth revolution advantages, hence the creation of these strong and powerful new versions: Maintenance 4.0, Lean 4.0 or Lean Maintenance 4.0 which reflects a strategy of maintenance without waste and supported by the latest technologies. This article presents an example of the Lean Maintenance 4.0 project framework implementation with the use of the internet of things IoT. The case study describes the different stages of the IoT solution choice as well as its internal functioning in the company, precisely for the FM Facility Management sector.

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Lean Production Systems for Industry 4.0

Cited by 36 publications

References 28 publications

Towards ‘Lean Industry 4.0ʹ – Current trends and future perspectives

Towards ‘Lean Industry 4.0ʹ – Current trends and future perspectives

A Conceptual Model for Deploying E-Service in SMEs through Capability Building: A Comparative Case Study

Lean Maintenance 4.0: An application of the IoT Technology in the facility management industry

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