Lean and industry 4.0: Mapping determinants and barriers from a social, environmental, and operational perspective

Yilmaz, Aysegul; Dora, Manoj; Hezarkhani, Behzad; Kumar, Mukesh

doi:10.1016/j.techfore.2021.121320

Cited by 62 publications

(41 citation statements)

References 104 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Hence manufacturers should continue to improve and perfect their lean practices when adopting I4.0 to gain the potential benefits (Rossini et al, 2020). Yilmaz et al (2021) also perceive lean as a prerequisite for I4.0 adoption -in a manufacturing context and elsewhere. Likewise, Demeter et al (2020) propose that lean is recognised as a requirement during the early stages of I4.0 deployment.…”

Section: I40 and Lean Complementaritymentioning

confidence: 99%

“…These potentials, however, are challenging to obtain. Only 14 per cent of I4.0 initiatives were successful in 2019, according to a survey of over 1000 manufacturing companies (Yilmaz et al, 2021). According to Verma and Venkatesan (2022), these adoption challenges can, e.g., be attributed to organisational and managerial challenges of job design, competencies, organisational learning, organisational development, safety and work conditions.…”

Section: I40 (Iiot) Adoption Challengesmentioning

confidence: 99%

“…A majority of existing studies can be characterised as techno-centric since the focus is often purely on the technical implementation of I4.0 technologies, with the social aspects omitted (Buer et al, 2018). Adopting I4.0 is a socio-technical phenomenon that considers an organisation's capability to utilise digital technology, specifically using the digital data generated to improve and transform business processes (Dixit et al, 2021;Liker, 2020;Yilmaz et al, 2021).…”

mentioning

confidence: 99%

See 2 more Smart Citations

Fostering insights and improvements from IIoT systems at the shop floor: a case of industry 4.0 and lean complementarity enabled by action learning

Saabye

Powell

2022

IJLSS

View full text Add to dashboard Cite

PurposeThis paper aims to investigate how manufacturers can foster insights and improvements from real-time data among shop-floor workers by developing organisational “learning-to-learn” capabilities based on both the lean- and action learning principle of learning through problem-solving. Second, the purpose is to extrapolate findings on how action learning can enable the complementarity between lean and industry 4.0.Design/methodology/approachAn insider action research approach is adopted to investigate how manufacturers can enable their shop-floor workers to foster insights and improvements from real-time data at VELUX.FindingsThe findings report that enabling shop-floor workers to use real-time data consist of developing three consecutive organisational building blocks of learning-to-learn, learning-to-learn using real-time data and learning-to-learn generating real-time data − and helping others to learn (to learn).Originality/valueFirst, the study contributes to theory and practice by demonstrating that a learning-to-learn capability is a core construct for manufacturers seeking to enable shop-floor workers to use real-time data-capturing systems to drive improvement. Second, the study outlines how lean and industry 4.0 complementarity can be enabled by action learning. Moreover, the study allows us to deduce six necessary conditions for enabling shop-floor workers to foster insights and improvements from real-time data.

show abstract

Section: I40 and Lean Complementaritymentioning

confidence: 99%

Section: I40 (Iiot) Adoption Challengesmentioning

confidence: 99%

mentioning

confidence: 99%

See 1 more Smart Citation

Fostering insights and improvements from IIoT systems at the shop floor: a case of industry 4.0 and lean complementarity enabled by action learning

Saabye

Powell

2022

IJLSS

View full text Add to dashboard Cite

show abstract

“…Another key factor to implementing LSS in the manufacturing supply chains is technological infrastructure (TB2). The implementation of emerging digital technologies is highly essential in the pursuit of organizational objectives such as product quality improvement and waste minimization (Yilmaz et al, 2022). Moreover, the education and training of firms' employees are perquisites for any drastic organizational change (Ali et al, 2020).…”

Section: Lss In the Supply Chainmentioning

confidence: 99%

“…Thus, Periodic training to link LSS to customers' needs (TB3) is another critical factor in the successful implementation of LSS implementation in manufacturing supply chains. Indeed, training enhances employees' capability to sustain improvement (Yilmaz et al, 2022). Furthermore, some of the potential benefits of LSS implementation in supply chains include waste reduction, defeat rate LSS in the supply chain reduction, service quality increase, product quality increase and process variability reduction (Alhurashi et al, 2017;Galdino de Freita et al, 2017).…”

Section: Lss In the Supply Chainmentioning

confidence: 99%

Organizational change towards Lean Six Sigma implementation in the manufacturing supply chain: an integrated approach

Orji

U-Dominic

2022

BPMJ

View full text Add to dashboard Cite

PurposeThe topic of Lean Six Sigma (LSS) implementation in a supply chain context is an emerging research stream comprising of diverse objectives and complex processes thereby presenting opportunities for further exploration and organizational process improvement. Thus, this study proposes an integrated multi-criteria decision-making methodology to determine what can facilitate the successful implementation of LSS as an organizational change strategy in the manufacturing supply chain.Design/methodology/approachThe proposed methodology based on Decision-Making Trial and Evaluation Laboratory and hierarchical Evaluation Based on Distance to Average Solution is employed to ascertain the relative importance and priorities of an identified framework of factors with the aid of opinions of managers in the Nigerian plastics industry.FindingsThe results show a high significance of institution-based factors (e.g. government regulations) and present relevant implications to the policymakers as well as the managers and practitioners of the plastics manufacturing industry.Originality/valueThis study indicates a possible pathway to accurately evaluate a framework of critical factors to integrate and institutionalize LSS in the manufacturing supply chain for organizational performance improvement.

show abstract

Analysis of barriers to adopting Industry 4.0 to achieve agri‐food supply chain sustainability: A group‐based fuzzy analytic hierarchy process

Zhao,

Ye,

Dennehy

et al. 2024

Bus Strat Env

View full text Add to dashboard Cite

Agri‐food supply chains (AFSCs) need to become more sustainable, and Industry 4.0 (I4.0) is a crucial enabler. However, various barriers make adopting I4.0 technologies to achieve AFSC sustainability challenging. Few previous studies have examined China's agri‐food industry. Through a literature review and consultation of Chinese experts, we identify 27 barriers in six categories and prioritize these using a group‐based fuzzy analytic hierarchy process to produce novel results. First, we identify six new I4.0 adoption barriers closely linked with China's economic, social and cultural environments, including acquisition of intelligent agricultural equipment subsidies based on guanxi. Second, our prioritization of barriers reveals that the key challenges to applying I4.0 are the increased cost of terminal logistics, acquisition of intelligent agricultural equipment subsidies based on guanxi, low compatibility of I4.0 technologies with existing agricultural equipment, and problems with the government subsidy model. These results have managerial implications for governments and knowledge dissemination organizations.

show abstract

Lean and industry 4.0: Mapping determinants and barriers from a social, environmental, and operational perspective

Cited by 62 publications

References 104 publications

Fostering insights and improvements from IIoT systems at the shop floor: a case of industry 4.0 and lean complementarity enabled by action learning

Fostering insights and improvements from IIoT systems at the shop floor: a case of industry 4.0 and lean complementarity enabled by action learning

Organizational change towards Lean Six Sigma implementation in the manufacturing supply chain: an integrated approach

Analysis of barriers to adopting Industry 4.0 to achieve agri‐food supply chain sustainability: A group‐based fuzzy analytic hierarchy process

Contact Info

Product

Resources

About