Procedure model to integrate digital elements into lean production systems

Abstract

Purpose Industry 4.0 is one of the most used terms in the current industrial discussion. There are several perspectives and approaches related to Industry 4.0 so far, but no universal definition. Often-mentioned basic requirements to “implement” Industry 4.0 are lean and well-organized processes. In the past and still until today, a lot of companies try to implement lean production systems (LPS) according to the example of Toyota to realize a systematic approach to ensure well-organized processes. The process model aims to support organizations to integrate Industry 4.0 elements into LPS, regardless of the size of the organization. The purpose of this paper to describe a model as a first basis for further elaborations that could focus on the detailed design of each model-phases. Furthermore, the identified digital elements of Industry 4.0 build a first foundation to choose pilot projects related to existing challenges of the organizations LPS. In this context, especially the suitability of LPS and Industry 4.0 elements should be further investigated. Design/methodology/approach To investigate the current status regarding the realization of Industry 4.0 approaches and related challenges in the German industry, the two authors realized a survey with over 300 participants from different sectors and company sizes, using an online questionnaire. The results of the survey will be a part of this paper and a technology analysis, which was the outcome of an extensive literature analysis. The results were summarized in a model to integrate digital elements into existing LPS. Practitioners can use the process model as a first orientation to integrate industry 4.0 technologies into their existing LPS, based on specific challenges with their LPS processes. Findings Even if most of the participating German companies recognize Industry 4.0 as an important or very important topic, many of them do not consider themselves well prepared. The participants see huge challenges with regard to the needed qualifications and investments Industry 4.0 requires. In general, the companies hope to improve productivity and customer satisfaction to name two main objectives of the implementation of digital elements of Industry 4.0. In addition to the survey, a profound literature analysis was made and identified eight core digital elements. On this basis a milestone-based model to integrate these digital elements into existing LPS was developed. Originality/value This paper considers results from a study and analysis regarding the potentials of digital elements of Industry 4.0 for production system from different angles and introduces a model for integrating these elements.

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

“…The objective of this study is to present an implementation model of Industry 4.0. A holistic model for implementing Industry 4.0 was proposed, based on cleaner production as a fundamental tool for the development of production systems that meet the Sustainable Development Goals (SDGs) and social stakeholders considered pillars for this implementation process, helping to develop sustainable infrastructure [74][75][76][77][78][79], processes [18,80] and technologies [16][17][18][19][20]47,[74][75][76]79,84] to increase the sustainable transformation of these companies towards Industry 4.0. The model was evaluated and improved by specialists through the Delphi technique.…”

“…(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. The process is divided into four phases: (i) Planning process-Goals, pilot areas, roles and responsibilities are defined, budget planning and the qualification of the workforce is established; (ii) Technical preparation-Qualify experts and technology, qualify skills; (iii) Pilot implementation-Implement one or two technologies in pilot areas, create knowledge; (iv) Control and improvement-Control project, transfer acquired knowledge to other areas.…”

“…In the companies the process must be conducted by ( 5) top executives, supported by qualified and committed technicians, as it involves substantial changes, requiring leaders who can move forward, correct directions and maintain the necessary change actions to minimize risks, keep investments within budget and keep everyone involved in this process of change and open to innovation [19,84].…”

“…The (6) needs and objectives of each company must be established from the beginning to propel the company on this journey to Industry 4.0. That is, companies should implement Industry 4.0 in an effort to achieve their goals [84], not by fad or impulse.…”

“…This holistic and sustainable model contributes to the theory of implementation of Industry 4.0, presenting that (i) it is possible to migrate from any stage to Industry 4.0, but to reduce risk exposure and investments it is advisable that companies have at least adopted Automation and Information Technologies; (ii) Cleaner production should be considered a strategic factor to base the implementation process, not as a result of this process, bringing environmental and economic gains, furthermore increasing efficiency and reducing risks to environment and people [5,[8][9][10][11]; (iii) Government, unions, banks, academic institutions, other organizations and institutions, as well as private companies, should join efforts by collaborating with this implementation process [18,47,72], helping to develop sustainable processes, infrastructure and technologies to increase sustainable transformation of these companies towards Industry 4.0; (iv) Due to the risks, complexity and volume of investments, the implementation process must be led by top executives supported by technicians [82,84]; (v) Needs and goals must be defined from the beginning to guide investments and the course of actions [84]; (vi) The peculiarities of each company must be considered before establishing an implementation process; (vii) The model directly contributes to the Sustainable Development Goals 9-Industry, innovation and infrastructure, 12-Responsible consumption and production, and 15-Life on land and, indirectly, to some others.…”