Journey Readiness of Industry 4.0 from Revolutionary Idea to Evolutionary Implementation: A Lean Management Perspective

Abstract

In the context of manufacturing technology, continual or continuous improvement has been part of the system from the stone-age to this date. Actually, it is in pursuance of a gradual never-ending change to meet the real-time needs. Objective of this study is to review the changing manufacturing technology starting from a stage of 'one item at a time' for decorative art piece to mass production to lean-one piece flow and again back to individual single-item production like an exotic sports car as current-day example. Opportunities, challenges, and risks associated with different technologies are included in the scope of study. The intent of this paper is to find relationship between Lean Automation and Industry 4.0. The paper neither defends Lean manufacturing nor promotes the Industry 4.0 initiatives. Upcoming Industry 4.0 technology has been discussed beyond the present automation and past computer integrated manufacturing (CIM) with their relevant characteristics as enablers. The result indicates that Industry 4.0 will not make Lean obsolete. Both manufacturing systems will stay generating mutual dependency. They will have their specific domain of application based on the product variability and values. Secondary research with method for analysis of existing data has been studied and adopted as a recommended methodology for enhancing the overall efficiency of this research.

The Situation of Technology Companies in Industry 4.0 and the Open Innovation

“…By all means, digital technology is the driving force for Industry 4.0, and nearly all the innovations of Industry 4.0 come through digitalization [7]. However, Sharma and Gandhi observed risks in adopting these digital technologies, in the areas of data security and job loss [8]. In a similar vein, Fatorachian and Kazemi studied three challenges in adopting Industry 4.0 technologies [9].…”

Lean techniques impact evaluation methodology based on a co-simulation framework for manufacturing systems

“…Recently, Bortolotti, Boscari, and Danese (2015) stated that it is not only the choice of Lean practice that influences Lean manufacturing measures but also the situation and context, the complexity of products, the production typology strategy, and the demand variability. Angelis et al (2011) andLaureani, Antony, andSetijono (2012) argued that any organization willing to implement Lean should be careful to prioritize implementing the vital tools: Cellular structures, as it is important for efficiency to group the elements required to produce products (Lee 2007); Kanban methodology needs to be fully embraced (Smalley and Harada 2009); Kaizen, which pursues the constant quest of improving quality, cost, delivery, and design; and Single-piece flow systems need to be geared towards adding value (Sharma and Gandhi 2018). Based on these findings, we would take the opportunity to build a theory on Lean tool relevance to specific industrial contexts.…”

Embracing Industry 4.0: Empirical Insights from Malaysia

“…The popularity of these nine pillars of Industry 4.0 has increased in recent times, but several firms are still struggling to make use of them [15]. Sharma and Gandhi observed risks in adopting these technology pillars in the areas of data security and job loss [16]. Digital technology is the driving force for Industry 4.0.…”