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Despite the envisioned interrelations, the way Industry 4.0 (I4.0) technologies can influence the design and implementation of lean value streams is still unknown and little empirical evidence is found in the literature. This article aims at proposing guidelines integrated with I4.0 technologies for designing lean value streams. We gathered experts' opinions regarding the relationship between guidelines for designing a lean value stream and I4.0 technologies. The identification of the most important relationships provided arguments for the proposition of enhanced guidelines for designing lean value streams within the Fourth Industrial Revolution context. The integration of I4.0 technologies into the guidelines for designing a lean value stream raises a distinct approach that benefits from the simplicity and efficiency of Lean Production with ease and agility of the technologies typical of the Fourth Industrial Revolution. Such technology-integrated guidelines may allow overcoming existing barriers while lead companies to superior performance results.

Purpose The purpose of this paper is to discuss factors to support ISO 9001:2015 implementation. A framework for identification and prioritization of factors is applied in Brazilian power train suppliers (Tier 1). Brazil is the eighth largest vehicle manufacturer in the world. Design/methodology/approach The data analysis presented in this paper is grounded in an empirical study involving ISO 9001 certified Brazilian companies (47 plants) that supply auto parts to power train assembly plants. They represent almost 50 percent of the Tier 1 Brazilian power train suppliers. Data collection and analysis is performed with the participation of managers who are experts in quality management systems and ISO 9001. Analytic hierarchy process (AHP) supports the mixed methods approach. The data analysis is broken down by electrical components, machining, sub-components and small parts manufacturers. Findings The factors assessed are top management commitment, team commitment, training, responsibilities and authorities defined, schedule for implementation, quality culture, resource availability, integration between departments, level of bureaucracy as well as level of awareness regarding the ISO 9001 significance. A new factor was identified, which was not cited in the literature, quality staff reliability. Research limitations/implications The research is applied to suppliers of powertrain manufacturers and could reflect other sectors. It is important observe that the automotive sector represents a microcosm of the organization in general and many production models stem from there. Practical implications Understanding the critical factors is important to ensure that managers allocate resources appropriately during implementation and maintenance of ISO 9001:2015. Social implications Organizations around the world have, until 2018, to upgrade their quality systems to ISO 9001:2015 and the results of this paper can support strategies and decision making about that. Originality/value This paper evidences the relative importance among factors and ranks item in order of importance for ISO 9001:2015 implementation. Prior studies indicate the need to develop a mixed methods study to examine the role of the critical factors to support the ISO 9001:2015 implementation as done in this paper.

Supply chains are prone to several operational and disruption risks. In order to design a resilient supply chain network capable of responding to such potential risks suitably, this paper proposes a novel framework for the business continuity-inspired resilient supply chain network design (BCRSCND) problem, which includes three steps. First, four resilience dimensions including Anticipation, Preparation, Robustness, and Recovery are considered to quantify the resilience score of each facility using a multi-criteria decision-making technique and considering a comprehensive set of resilience strategies. In the second step, the critical processes and their business continuity metrics (which are vital for supply chain continuity), are identified. The outputs of the first two steps provide the inputs of a novel two-stage mixed possibilistic-stochastic programing (TSMPSP) model. The model aims to design a multi-echelon, multi-product resilient supply chain network under both operational and disruption risks. The proposed TSMPSP model allows decision makers to incorporate their risk attitudes into the design process. After converting the original TSMPSP model into the crisp counterpart, several sensitivity analyses are conducted on different features of hypothetical disruptions (i.e. their severity, likelihood and location) and DM's risk attitudes from which useful managerial insights are provided.