Real-Time Data Utilization Barriers to Improving Production Performance: An In-depth Case Study Linking Lean Management and Industry 4.0 from a Learning Organization Perspective

Saabye, Henrik; Kristensen, Thomas Borup; Wæhrens, Brian Vejrum

doi:10.3390/su12218757

Cited by 24 publications

(33 citation statements)

References 51 publications

(113 reference statements)

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“…Therefore, this paper reports on an action learning project at the Danish rooftop windows manufacturer VELUX aimed at developing the learning-to-learn capabilities for adopting I4.0. Despite being a lean-intensive manufacturer, VELUX has been unsuccessful in improving operational performance by adopting I4.0 technologies (Saabye et al, 2020). VELUX realized through a failed I4.0 technology adoption project that it required the leaders to develop a learning-to-learn capability to acquire I4.0 knowledge, frame I4.0 projects and ensure collaboration across functions within their organization, in a way that moved beyond their current technocentric and cost-cutting approaches.…”

Section: Introductionmentioning

confidence: 99%

Developing a learning-to-learn capability: insights on conditions for Industry 4.0 adoption

Saabye

Kristensen

Wæhrens

2022

IJOPM

Self Cite

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PurposeThis paper investigates how manufacturers can develop a learning-to-learn capability for enabling Industry 4.0 adoption.Design/methodology/approachThis research design is guided by our research question: How can manufacturers develop a learning-to-learn capability that enables Industry 4.0 adoption? The authors adopt action research to generate actionable knowledge from a two-year-long action learning intervention at the Danish rooftop window manufacturer VELUX.FindingsDrawing on emergent insights from the action learning intervention, it was found that a learning-to-learn capability based on lean was a core construct and enabler for manufacturers to adopt Industry 4.0 successfully. Institutionalizing an organizational learning scaffold encompassing the intertwined learning processes of systems Alpha, Beta and Gamma served as a significant way to develop a learning-to-learn capability for Industry 4.0 adoption (systematic problem-solving abilities, leaders as learning facilitators, presence of a supportive learning environment and Industry 4.0 knowledge). Moreover, group coaching is a practical action learning intervention for invoking system Gamma and developing leaders to become learning facilitators – an essential leadership role during Industry 4.0 adoption.Originality/valueThe study contributes to theory and practice by adopting action research and action learning to explore learning-to-learn as a core construct for enabling Industry 4.0 adoption and providing a set of conditions for developing a learning-to-learn capability. Furthermore, the study reveals that leaders are required to act as learning facilitators instead of relying on learning about and implementing Industry 4.0 best practices for enabling adoption.

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Section: Introductionmentioning

confidence: 99%

Developing a learning-to-learn capability: insights on conditions for Industry 4.0 adoption

Saabye

Kristensen

Wæhrens

2022

IJOPM

Self Cite

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“…These tools can be used to discover new waste removal solutions when applied effectively. Manufacturers have figured out this and some of them are installing sensors on equipment for monitoring and predictive maintenance (Narula et al , 2019; Saabye et al , 2020; Sodhi, 2020; Chiarini and Kumar, 2020).…”

Section: Classical Strategies Of Lean 40 For Overall Enhancing the Ma...mentioning

confidence: 99%

Exploring relationships between Lean 4.0 and manufacturing industry

Javaid

Haleem

Singh

et al. 2021

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Purpose Over the past few decades, lean manufacturing has focussed on being customer-centred and now Lean 4.0 technologies have made it possible for manufacturers to have a deeper view of waste reduction. Technologies such as the internet of things, artificial intelligence, three-dimensional printing, robotics, real-time data, cloud computing, predictive analytics and augmented reality, are helpful to achieve Lean 4.0. This study aims to develop the conceptual understanding of Lean 4.0, related tools and linkage with Industry 4.0. Further, it provides the strategies for implementing Lean 4.0, developing lean culture and highlights the Lean 4.0 application in the manufacturing context. Design/methodology/approach This study relates to Lean 4.0 and its technologies. Prominent research is identified through Scopus, Web of Science, ScienceDirect and Google Scholar and studied as per the objective of this study. This lean revolution provides customers desire for personalisation, connectedness, high-quality and valuable products. Lean 4.0 provides valuable information on the value chain and production process. This revolution has significantly impacted refining production processes for a greater level of adaptability and cost reduction. Findings This paper is brief about Lean 4.0 and its capabilities for the reduction of waste. The authors discussed different tools used in Lean 4.0 and its relationship with Industry 4.0. The classical strategies and progressive features of Lean 4.0 for overall enhancing the manufacturing sphere are discussed diagrammatically. Finally, it identified and discussed 14 significant applications of Lean 4.0 for manufacturing industries. Originality/value This study provides a comprehensive understanding of Lean 4.0 and related tools and strategies that help the upcoming manufacturing industries.

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“…To dispense with these problems, various process optimization approaches have been implemented on the shop floors of many worldwide industries [3,4]. In recent years, lean manufacturing, kaizen, six sigma, total quality management, and lean six sigma have all been implemented as process optimization approaches for improving operational performance on the shop floor [4,5]. The process optimization approaches are implemented as production non-value-added activity (NVAA) eliminators, which arise along with the decline in the level of productivity [6,7].…”

Section: Introductionmentioning

confidence: 99%

An Agile System to Enhance Productivity through a Modified Value Stream Mapping Approach in Industry 4.0: A Novel Approach

Tripathi¹,

Chattopadhyaya

Bhadauria

et al. 2021

Sustainability

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Worldwide, industries are emphasizing the development of an agile system to sustain higher productivity, which can be applied to ensure improvements in all production conditions in industry 4.0. In the present scenario, several methods are used for improvements in production, such as value stream mapping, kaizen, just in time, Kanban, and total productive maintenance, etc., The objective of the present research article is to produce an agile system to sustain improvements in productivity through a methodology coupled with value stream mapping in industry 4.0. Value stream mapping is a lean-based method and is used for the maximization of productivity by the elimination of non-value-added activities. The proposed methodology has been validated by productivity enhancements achieved in a case study of the earthmoving machinery manufacturing sector. The study establishes that the proposed methodology would encourage industry personnel during decision-making processes, which would lead to improvements in production in industry 4.0.

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Real-Time Data Utilization Barriers to Improving Production Performance: An In-depth Case Study Linking Lean Management and Industry 4.0 from a Learning Organization Perspective

Cited by 24 publications

References 51 publications

Developing a learning-to-learn capability: insights on conditions for Industry 4.0 adoption

Developing a learning-to-learn capability: insights on conditions for Industry 4.0 adoption

Exploring relationships between Lean 4.0 and manufacturing industry

An Agile System to Enhance Productivity through a Modified Value Stream Mapping Approach in Industry 4.0: A Novel Approach

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