Industry 4.0, Lean Management and Organizational Support: A Case of Supply Chain Operations

Tiep, Nguyen Cong; Oanh, Thai Thi Kim; Thuan, Tran Duc; Tien, Dinh Van; Ha, Thai Van

doi:10.17512/pjms.2020.22.1.37

Cited by 9 publications

(9 citation statements)

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“…As many organisations have struggled with implementing Lean in the SC due to a lack of understanding and poor implementation approachessimilarly, it is important to understand how Cloud Computing, Big Data, IoT and artificial intelligence (AI) affect the LSC results at both the operations level of flexibility, improving quality, achieving delivery and service levels as well as its impact on the financial results of revenue, profits and increased market share (Bag, 2020). Organisational support and leadership are important for the LSC 4.0 successas they positively moderated the nexus of SCORM and LM (Tiep et al, 2020). Tay and Loh (2022) discussed the importance of having a conceptual framework based on a structured Define, Measure, Analyse, Improve and Control (DMAIC) problem-solving methodological approach to drive improvements in supply chains.…”

Section: Source(s): Authors' Own Workmentioning

confidence: 99%

“…Currently, Industry 4.0 is considered the essential improvement of business processes that could improve LM, high organisational support and effective supply chain practices (Tiep et al, 2020). Moreover, the synergistic effect between I4.0 and LSCM is high and impacts results positively (with benefits including agility, data sharing, increased synchronicity and Mapping Lean Supply Chain 4.0 partnerships, more speed, improved profits, on time deliveries, defect reduction, better inventory management and control, a pull system, enhanced, traceability, better risk management, improved quality of services and higher levels of customer satisfaction) (Bag, 2020).…”

Section: Ijlm 355mentioning

confidence: 99%

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Mapping the terrain for the Lean Supply Chain 4.0

McDermott,

Antony,

Sony

et al. 2023

IJLM

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PurposeThis study aims to carry out a systematic literature review (SLR) on the integration of Lean, Industry 4.0 and the supply chain or the Lean Supply Chain (LSC) 4.0. The research analyses the current research on the LSC 4.0 concept in an increasingly digitalised world. The authors present the benefits, motivations, critical success factors and challenges of integrating the LSC with Industry 4.0 technologies within this emerging area of research.Design/methodology/approachAn SLR is carried out on how Lean can be integrated with Supply Chain 4.0. Using the search strings of “Lean Supply Chain 4.0,” “Lean Supply Chain Management 4.0” and “Lean Supply Chain Digitalisation,” a review of published literature was carried out via searches on academic databases.FindingsIndustry 4.0 has a synergistic effect on the LSC and, depending on the technology and sector applied in, can complement and enhance the LSC. Similarly, the LSC is a precursor for digitalisation. There are considerable implications in the LSC 4.0 for green and sustainable processes.Practical implicationsOrganisations can use this study to understand what the LSC 4.0 means to industry, the benefits and motivating factors for implementation, the critical success factors (CSFs) to implementation and the challenges for implementation.Originality/valueThis study adds to state of the art around the LSC 4.0 and future directions in this nascent research area. This study will aid organisations in understanding how Lean, supply chain management and Industry 4.0 can be integrated.

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Section: Source(s): Authors' Own Workmentioning

confidence: 99%

Section: Ijlm 355mentioning

confidence: 99%

Mapping the terrain for the Lean Supply Chain 4.0

McDermott,

Antony,

Sony

et al. 2023

IJLM

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“…Buer, Strandhagen and Chan (2018) affirmed that ideas related to Industry 4.0 and lean practices reveal different gaps that guided this paper. The authors highlighted the paradox between continuous improvement, which considers the employee possibilities to get involved in projects for continuous improvement and optimised processes, leading to a decrease in lowskilled work and an increase in high-skilled activities, and making the human aspect the biggest challenge to achieving excellence in this new industrial age (Ebrahimi, Baboli, & Rother, 2019;Tiep et al, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Challenges and barriers to connecting World Class Manufacturing and continuous improvement processes to Industry 4.0 paradigms

Terra

Berssaneti

Quintanilha

2021

Engineering Management in Production and Services

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This paper exposes the difficulties in integrating “Industry 4.0 Practices” and “World-Class Manufacturing” due to the rapid expansion of production systems and the increasingly complex data monitoring. The applied methodology was to study multiple cases with the aid of a semi-structured questionnaire. The analysis comprised responses of 15 large companies with different expertise from five countries and three continents. The results show that when a company’s strategy is linked to Industry 4.0 practices and the World-Class Manufacturing method, they boost productivity by monitoring the shop floor, applying analytical tools, and spreading the organisational culture aimed at improving processes. The results also indicate that human resources are essential in this integration. The conclusion indicates robust barriers to the increasing progress of these procedures, such as the costs associated with the use of technologies, the lack of knowledge of the applied methods and tools, the lack of trained and qualified human resources, and the resistance of people to the use and application of the newly adopted practices. The continuous improvement practices do not keep up with the speed of development that the Industry 4.0 practices propose, requiring studies directed to “World-Class Manufacturing” and “Industry 4.0 practices”. Although there is a coexistence of improvement and innovation in world-class manufacturers, the literature has not yet provided a complete understanding of how this coexistence can be achieved at the manufacturing level. Therefore, the paper presents the main actions to overcome these barriers.

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“…The approach of manufacturing enterprises supplying consumers by being placed outside the large city, in the so-called industrial zones or industrial technology parks (ITPs), has led to new problems associated with traffic jams during rush hours, increased urban traffic, and difficulties in finding parking spaces for both passenger and freight vehicles [4][5][6]. It is obvious that the timely satisfaction of the needs of the population, the reduction of harmful emissions into the atmosphere, and the reduction of energy demand, due to such freight transportation, are associated with the placement of sustainable manufacturing directly in residential areas [7][8][9].…”

Section: Introductionmentioning

confidence: 99%

Smart Sustainable City Manufacturing and Logistics: A Framework for City Logistics Node 4.0 Operations

Deja

Dzhuguryan

et al. 2021

Energies

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The location of smart sustainable city multi-floor manufacturing (CMFM) directly in the residential area of a megapolis reduces the delivery time of goods to consumers, has a favorable effect on urban traffic and the environment, and contributes to the rational use of land resources. An important factor in the transformation of a smart city is the development of CMFM clusters and their city logistics nodes (CLNs); the key elements of the logistics system of a megapolis. The primary goal of this study was to examine the role of the CLN4.0, as a lead sustainability and smart service provider of a CMFM cluster within the Industry 4.0 paradigm, as well as its value in the system of logistics facilities and networks of a megalopolis. This paper presents an innovative model of a CLN4.0 under supply uncertainty using a material flow analysis (MFA) methodology, which allows for specific parameters of throughput capacity within the CMFM cluster and the management of supply chains (SCs) under uncertainty. The model was verified based on a case study (7th scenario) for various frameworks of a multi-floor CLN4.0. The validity of using a group of virtual CLNs4.0 to support the balanced operation of these framework operations under uncertainty, due to an uneven production workload of CMFM clusters, is discussed. The results may be useful for the decision-making and planning processes associated with supply chain management (SCM) within CMFM clusters in a megapolis.

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Industry 4.0, Lean Management and Organizational Support: A Case of Supply Chain Operations

Cited by 9 publications

References 0 publications

Mapping the terrain for the Lean Supply Chain 4.0

Mapping the terrain for the Lean Supply Chain 4.0

Challenges and barriers to connecting World Class Manufacturing and continuous improvement processes to Industry 4.0 paradigms

Smart Sustainable City Manufacturing and Logistics: A Framework for City Logistics Node 4.0 Operations

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