Integration of Industry 4.0 technologies into Lean Six Sigma DMAIC: a systematic review

Pongboonchai-Empl, Tanawadee; Antony, Jiju; Garza‐Reyes, Jose Arturo; Komkowski, Tim; Tortorella, Guilherme Luz

doi:10.1080/09537287.2023.2188496

Cited by 37 publications

(14 citation statements)

References 75 publications

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“…These applications allow capturing and processing of data from various organizational sources such as production departments, supply chains, human resources and marketing (Sony et al , 2021). The main goal of these applications is to find new, unique and innovative solutions that enable firms to achieve greater returns and reduce operational costs (Pongboonchai-Empl et al , 2023), enhancing the position of these firms and creating competitive advantages.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Antecedents of Industry 4.0 capabilities and technological innovation: a dynamic capabilities perspective

AL-Khatib,

Shuhaiber,

Mashal

et al. 2023

EBR

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Purpose This paper aims to empirically examine the impact of dynamic capabilities on Industry 4.0 capabilities in small and medium enterprises (SMEs) in Jordan. It also aims to examine the potential impact of industry 4.0 capabilities on technological innovation. Design/methodology/approach Data were collected from 210 respondents who work and own SMEs in Jordan. SmartPLS software based on the partial least squares-structural equation modeling approach was used to test hypotheses. Findings The findings reveal the positive effects of the three components of dynamic capabilities, including sensing, seizing and reconfiguring, on Industry 4.0 capabilities. They also confirm the positive effect of Industry 4.0 capabilities on technological innovation. Originality/value This study provides valuable practical implications and enriches the literature on the determinants of Industry 4.0 capabilities and its role in developing the dynamic capabilities of SMEs, such as technological innovation.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

Antecedents of Industry 4.0 capabilities and technological innovation: a dynamic capabilities perspective

AL-Khatib,

Shuhaiber,

Mashal

et al. 2023

EBR

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“…Since then, the concept of SS has attracted the attention of scientists, researchers, and practitioners and has been widely adopted in many enterprises from various industries [15,72,94].…”

Section: Six Sigma and Maintenancementioning

confidence: 99%

“…This also applies to the benefits [94]. Literature analysis indicates benefits in areas such as finance (cost reduction), quality (defect reduction), production (efficiency improvement, cycle time reduction), customer satisfaction, and increase in market share [70,72,94,99,109].…”

Section: Six Sigma and Maintenancementioning

confidence: 99%

Application of Principle Component Analysis and logistic regression to support Six Sigma implementation in maintenance

Antosz,

Jasiulewicz - Kaczmarek,

Machado

et al. 2023

Eksploatacja i Niezawodność – Maintenance and Reliability

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Improving the efficiency of maintenance processes is one of the goals of companies. Improvement activities in this area require not only an appropriate maintenance strategy but also the use of a new approach to increase the efficiency of the process. This article focuses on using Six Sigma (SS) to improve maintenance processes. As an introduction, the generations of SS development are identified, and traditional and advanced analytical tools that can be useful in SS projects are reviewed. As part of the research, an example of the implementation of the SS project in the maintenance process using the DMAIC and selected advanced analytical methods, such as PCA and logistic regression, was presented. The PCA results showed that it was enough to have seven main components to keep about 84% of the information on variability. In developed logistic regression explained the impact of the individual factors affecting the availability of the machines. The identified factors and their interactions made it possible to define maintenance activities requiring improvements.

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“…These principles, derived from successful companies like Motorola and Toyota (Daniyana et al, 2022), address seven waste factors by effectively reducing defects, overproduction, transportation, waiting, inventory, motion, and processing. The concept of "non-value-added time" (NVAT) was introduced, referring to time spent on non-essential project activities (Pongboonchai-Empl et al, 2023). Womack & Jones (1996) introduced five core lean principles, including specifying customer value, identifying value streams, making value flow by eliminating waste, allowing customers to pull the flow, and continuous improvement in the pursuit of perfection.…”

Section: Lean Six Sigma and Dmaicmentioning

confidence: 99%

Enhancing Project Management for SMEs: A Hybrid Approach

Sibiya,

Jordaan

et al. 2023

jmer

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Objective: South Africa's economic growth and development are closely intertwined with government-prioritized infrastructure development projects. However, SMEs in this sector often grapple with insufficient project management processes, impeding their efficacy and economic contributions. The issue stems from the inadequate implementation of project management methodologies by SMEs, which adversely affects project outcomes and consequently their economic impact. Research Design & Methods: A literature review was conducted to assess the implementation of project management methodologies by SMEs in South African infrastructure development projects. The objective is to highlight areas for improvement, rectify the deficiency in project management practices among SMEs, and bolster their effectiveness and economic contributions. Findings: Preliminary findings accentuate the critical role of project management as a discipline for SMEs involved in infrastructure projects. Its absence or inadequate implementation hampers the growth and sustainability of organizations aiming to make substantial economic contributions and create employment. A hybrid project management model tailored for SMEs in infrastructure development emerges as a mechanism for effectively managing infrastructure projects. Implications and Recommendations: The conceptualization of a hybrid project management model for infrastructure development projects holds the potential to enhance project value by facilitating adaptability. By incorporating agile project management components, this model also stands to improve client engagement, consequently elevating the prospects of success in infrastructure development projects. Contribution & Value Added: This study contributes to the understanding of how SMEs can improve their effectiveness and economic contributions in South Africa's infrastructure development sector. The proposed hybrid project management model offers valuable insights for practitioners and policymakers in South Africa, ultimately fostering economic development and sustainable growth in the country.

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Integration of Industry 4.0 technologies into Lean Six Sigma DMAIC: a systematic review

Cited by 37 publications

References 75 publications

Antecedents of Industry 4.0 capabilities and technological innovation: a dynamic capabilities perspective

Antecedents of Industry 4.0 capabilities and technological innovation: a dynamic capabilities perspective

Application of Principle Component Analysis and logistic regression to support Six Sigma implementation in maintenance

Enhancing Project Management for SMEs: A Hybrid Approach

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