Digital Muda - The New Form of Waste by Industry 4.0

Alieva, Jamila; Haartman, Robin von

doi:10.31387/oscm0420268

Cited by 32 publications

(26 citation statements)

References 25 publications

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“…Following a brief introduction to lean thinking and practice, the company carried out a mapping of its administrative engineering processes and learned to see the extent of waste in such a system -including overproduction (producing too much documentation (Alieva and von Haartman, 2020)), inventory (storing documents in folders and inboxes), waiting (delays waiting for input from other functional representatives), and transportation (moving drawings and documents around -albeit in cyberspace). Eliminating some of this administrative waste allowed SweCo to reduce its lead times up to 50%.…”

Section: Company 2: Swecomentioning

confidence: 99%

Enhancing Supply Chain Capabilities in an ETO Context Through "Lean and Learn"

Bäckstrand

Powell

2021

OSCM: An Int. Journal

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In the operations management literature, organizational learning has recently begun to emerge as an important missing link to successful lean transformations. As such, drawing on insights from two case companies in the engineer to order (ETO) industry, we frame the successful enhancement of supply chain capabilities through a lens we call "Lean and Learn". Continuous improvement without learning is not lean thinking. Thus, lean thinking and practice is, in essence, a process of learning; where problems are identified and solutions are created, analysed, selected, and implemented; resulting not only in improved performance but also in improved capability. Since the ETO industry exhibits project-based production, there seems to be natural barriers and resistance to continuous improvement and learning. By building on the notion that an organization with an improved capability is an organization that has learned, this study examines the link between supply chain capabilities and organizational learning in an ETO context by combining analytical conceptual reasoning with meta-data collected from action research at two case companies. The study contributes to practice by pointing out how supply chain capabilities can be enhanced in an ETO context, and to academia by identifying and offering new knowledge to start filling the research gap between three specific research areas: ETO supply chains, organizational learning, and lean management.

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Section: Company 2: Swecomentioning

confidence: 99%

Enhancing Supply Chain Capabilities in an ETO Context Through "Lean and Learn"

Bäckstrand

Powell

2021

OSCM: An Int. Journal

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“…This study's findings may also encourage the workforce to develop alternative skills that are suitable for Industry 4.0. While a stream of scholars studies the impact of IoT on sustainability (de Vass et al 2020), another stream looks at the negative aspect of e-waste from technology application (Alieva & Haartman 2020). Our findings indicate a drive for consolidation of devices; the lack of RFID progression for item-level identification and exploration of less appliance-dependent alternative technologies such as video analytics and smartphones may create a nexus for the two research streams.…”

Section: Social Implicationsmentioning

confidence: 85%

“…Among the main barriers to adoption is the integration of logistics processes along the supply chains with heterogeneous technologies and data services (Haddud et al 2017), with security, ethical, privacy and standardisation considerations, among other vital barriers (Borgia 2014). Also, extra attention to reducing e-waste is necessary for environmental sustainability (Alieva & Haartman 2020). Alieva and Haartman (2020) suggest considering e-waste created by Industry 4.0 automation as a new type of e-waste to focus on its reduction and to generate new revenues via reversed logistics.…”

Section: Iot and Supply Chain Managementmentioning

confidence: 99%

“…Also, extra attention to reducing e-waste is necessary for environmental sustainability (Alieva & Haartman 2020). Alieva and Haartman (2020) suggest considering e-waste created by Industry 4.0 automation as a new type of e-waste to focus on its reduction and to generate new revenues via reversed logistics. Whitmore et al (2014), in their literature review, classify barriers into security, privacy, legal/accountability, and general; these prevent managers from benefiting from the IoT's potential for visibility (Haddud et al 2017).…”

Section: Iot and Supply Chain Managementmentioning

confidence: 99%

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IoT in Supply Chain Management: Opportunities and Challenges for Businesses in Early Industry 4.0 Context

Vass

Shee

Miah

2021

OSCM: An Int. Journal

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The Internet of Things (IoT) is a global network of smart devices that integrate physical and digital worlds. While the IoT is reported to be a foundation technology for the emerged Industry 4.0 era, empirical evidence related to IoT use in supply chain management is scant. This study, therefore, investigates the opportunities and challenges of IoT use in the supply chains using grounded theory based interviews with managers from the Australian retail industry. The thematic analysis using NVivo reveals that IoT deployment improves visibility of goods movement, data capture, partner communication, and business intelligence. However, retailers face challenges due to the lack of top management initiative, new technology acquisition cost, stakeholders' reluctance to accept change, unwillingness to share data, and inadequate interoperability between partner systems. The study offers a proof-of-concept of IoT benefits that strengthen the IoT-related investment decision, sheds light on adoption challenges and develops propositions for future research.

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“…There are lean techniques that can use only a few Industry 4.0 tools, such as 5S, cellular manufacturing and continuous flow (Ejsmont and Gładysz, 2020). Alieva and Haartman (2020) focus on the topic of waste under the influence of digital technologies, offering a definition of digital waste as uncollected, unprocessed or misinterpreted product and production data. Romero et al (2019d) discuss the issue of buffer waste in the cyber-physical production system.…”

Section: Digitalization Of Manufacturingmentioning

confidence: 99%

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

Alieva

Powell

2022

IJLSS

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Purpose The purpose of this study is to investigate the perceived effects between soft management practices, employee behaviours and the implementation of digital technologies in manufacturing plants, as well as how these relate to the emergence of digital waste. Design/methodology/approach This paper uses case-based research. Data was collected in two large manufacturing companies based in Norway and Sweden through semi-structured interviews with two management representatives and four shop-floor employees. The data was used to evaluate 29 variables describing lean- and total quality management (TQM)-associated employee behaviours and soft management practices, in light of digital transformation. Findings The results suggest that several variables were positively influenced by the digital transformation process. These were top management leadership, middle management involvement, employee education, corporate social responsibility focus, innovation, knowledge sharing, work-family balance, psychological capital, job satisfaction and career commitment. Training employees, creativity, discretionary effort, turnover intention and proactivity appear to be negatively influenced by digital transformation The findings also indicate that several soft management practices and employee behaviours were not only influenced by manufacturing digitalization but also themselves influenced the process. The potential for digital waste creation was also detected in several variables, including reward and recognition and training employees. Practical implications Managers, practitioners and academics may learn about the importance of certain managerial practices and employees’ behavioural needs during the digital transformation process. The findings may help in prioritizing TQM and soft lean management practices and certain employee behaviours during the digital transformation and in creating awareness of digital waste. Originality/value This study builds on several existing studies discussing the impact of digital transformation on soft management practices and employee behaviours. It provides insights from a lean and TQM angle and offers a means of prioritizing certain practices and behaviours during a digital transformation. This study also highlights the significance of digital waste.

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Digital Muda - The New Form of Waste by Industry 4.0

Cited by 32 publications

References 25 publications

Enhancing Supply Chain Capabilities in an ETO Context Through "Lean and Learn"

Enhancing Supply Chain Capabilities in an ETO Context Through "Lean and Learn"

IoT in Supply Chain Management: Opportunities and Challenges for Businesses in Early Industry 4.0 Context

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

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