This study examines the differences in implementation level of both Industry 4.0 (I4.0) and Lean Production (LP), whose integration is denoted here as Lean Automation (LA), between manufacturers ...located in emerging and developed economies. A survey-based research was carried out with a total of 249 Brazilian (emerging economy) and Italian (developed economy) companies that are implementing LP and have initiated the adoption of I4.0 technologies. Collected data was analysed through multivariate data techniques. Results indicate that the socio-economic context where companies are located does influence the extension of LA implementation. However, they also suggest that, if properly managed, a high level of LA implementation is feasible regardless the socio-economic barriers and challenges that manufacturers may face. Further, companies' characteristics that favour higher LA levels might also vary between emerging and developed economies, emphasising the importance of a clear understanding of the socio-economic specificities of the contexts. This study sheds light on how pervasive LA implementation can be in manufacturers from both socio-economic contexts. Moreover, these outcomes demystify assumptions related to management approaches that may only prevail if certain socio-economic conditions are present. This evidence is especially important for multinational companies that seek for highly competitive standards across all their sites.
PurposeThe integration between the traditional lean management and Industry 4.0, namely called Lean 4.0, is under the spotlight of both academia and practitioners. While we agree on the benefits Lean ...4.0 may bring to companies performance, we still lack a deep understanding of the characteristics of this paradigm, such as its effective application space. Recalling traditional lean better suits repetitive companies, we are keen to understand whether the anew Lean 4.0 will enlarge its application space.Design/methodology/approachWe performed an exploratory study, using a quantitative analysis based on Bayesian network approach to investigate whether Lean 4.0 results to be as effective in repetitive companies as in non-repetitive ones, in terms of operational performance.FindingsWhile our findings confirm that Lean 4.0 will enhance companies' performance regardless their production strategies, companies adopting a repetitive strategy do benefit from a much higher improvement. Our findings provide an insight on the true applicability space of Lean 4.0, which seems to be the same as the traditional lean.Originality/valueWe contribute to the ongoing debate of Lean 4.0 providing initial empirical evidence on how to improve the operational performance in non-repetitive companies, seeing that Lean 4.0 might not be the best choice in its current format.
This study aims at investigating whether EI (Employees' Involvement) constitutes the mediating link relating Industry 4.0 technologies to operational performance improvement in emerging countries. ...When manufacturing companies within this socio-economic context adopt Industry 4.0 technologies, they may either reinforce or undermine the importance of practices related to EI, hence affecting the level of operational performance improvement. In this sense, we carried out a survey with 147 Brazilian manufacturers that have already started to implement Industry 4.0 technologies concurrently with their existing continuous improvement programmes, which are highly based on EI practices. Findings indicate the EI indeed has a positive mediating effect on the relationship between Industry 4.0 adoption and operational performance improvement. This outcome suggests that the high-tech movement promoted by Industry 4.0 advent does not disregard the need for empowering and committing employees. This fact is also true even in contexts where employees' condition may rise additional barriers for Industry 4.0 implementation such as emerging economies. Therefore, the implementation of Industry 4.0 seems to be a promising approach for assisting employees on continuous improvement and reinforcing the need for their participation and engagement, especially in manufacturers from sectors with higher levels of technological intensity.
Despite its potentialities, Lean Automation (LA) has not attracted attention for over two decades. However, due to the new opportunities offered by Industry 4.0 technologies, LA revives expectations ...and enthusiasm. This paper aims to test empirically the association of LA, in the form of integration of Lean practices and Industry 4.0 technologies, and operational performance. The paper used a rigorous, multi-stage empirical method and data from a set of more than 200 manufacturing firms; one representative from each of the studied companies filled in a survey on Lean practices and Industry 4.0 technology bundles, with productivity, delivery, inventory, quality as performance indicators. The extensive survey results helped in identifying underlying components of LA: one focuses on operational stability and includes practices and technologies supporting efficiency along the supply chain; the other focuses on streamlining the flow, on fastening the process to reach the customer. Moreover, it demonstrates the positive correlation between LA and operational performance. Besides its contribution to the body of knowledge on LA, this research paves the base of improving academics and practitioners understanding of the integration of new technologies with Lean Production systems.
The integration of Industry 4.0 (I4.0) technologies and Lean Manufacturing (LM) principles has emerged as a significant strategy for industries seeking to improve precision, customization, ...competitiveness, and environmental sustainability. However, existing literature lacks a comprehensive model that incorporates these approaches and guides companies towards a green paradigm (GP) transition. This study aims to address the gap in literature by developing a comprehensive model that integrates I4.0 and LM practices and examines how this integration can enhance companies' ability to achieve a green transition. A Systematic Literature Review was conducted to identify 27 critical variables related to I4.0, LM, and GP. The ISM-MICMAC method was applied for analysis. Validation of the model was performed through interview with a sample company. The developed model provides a comprehensive framework for integrating I4.0 and LM practices to facilitate companies' transition towards environmental sustainability. The analysis revealed critical variables and their interactions, highlighting areas of focus for organizations aiming to adopt a green paradigm. The integration of I4.0 and LM practices offers significant potential for enhancing companies' ability to achieve environmental sustainability goals. By identifying critical variables and their relationships, this study provides valuable insights for organizations seeking to navigate the transition towards a green paradigm. This research contributes to the existing literature by presenting a novel model that bridges the gap between I4.0, LM, and environmental sustainability. The findings offer practical guidance for industries aiming to leverage technology and operational strategies to address sustainability challenges.
This study aims at examining the impact of the interrelation between the adoption of Industry 4.0 technologies and the implementation of lean production (LP) practices on the improvement level of ...European manufacturers’ operational performance. To achieve that, we conducted a survey with 108 European manufacturers that have been implementing LP and initiated their Industry 4.0 adoption. The collected data was analyzed through multivariate techniques, allowing to identify the effect of this relationship according to different contextual factors deemed as influential by previous literature, such as company size, LP implementation experience, type of ownership, and business operating model. Results underpin the idea of a wide applicability of both approaches, indicating that higher adoption levels of Industry 4.0 may be easier to achieve when LP practices are extensively implemented in the company. In opposition, when processes are not robustly designed and continuous improvement practices are not established, companies’ readiness for adopting novel technologies may be lower. By comprehending that Industry 4.0 technologies are highly related to LP practices, disregarding the context, managers from EU manufacturers can address the implementation of both approaches in a more assertive way.
Lean Management (LM) represents a complex socio-technical system where both technical and social practices should be consistently implemented and integrated in order to foster a Continuous ...Improvement (CI) culture. Despite initial gains in operational performances due to the implementation of the most common and well-established Lean techniques, the great majority of the companies approaching Lean Manufacturing fail in achieving sustainable outcomes in the long term, and most of them eventually come back to their traditional way of doing business. Recognized the pivotal role of soft practices, the purpose of this study is to investigate the role played by the human factor in fostering the establishment of a Sustainable Continuous Improvement (SCI) environment. Starting from surveying the literature, a comprehensive framework including all the relevant soft practices related to LM has been developed. Then, authors proposed, for the first time, Decision-Making Trail and Evaluation Laboratory (DEMATEL) analysis applied to soft practices of SCI, that provides an innovative understanding of the relevant soft practices which foster SCI by showing cause-effect association among them. The proposed methodology reveals precious insights for scholars and practitioners who intend to approach and apply SCI. The impact relations map shows that some soft practices are initiators and some others enablers of the SCI and allows to identify the most relevant Critical Success Factors (CSF) and interrelationships amongst them. Results show that the key for a SCI is represented by a full engagement of the workforce, which must be triggered and supported by Top Management with the use of some leverages such as an effective communication, training and use of Kaizen events.
Purpose While Digitalisation is gaining momentum among practitioners and the scientific world, there is still a struggle to embark on the digitalisation journey successfully. The struggles are more ...significant for SMEs compared to large companies. Such transformation could face internal resistance, which evokes the need to put it into a socio-technical perspective such as lean. This paper investigates how SMEs could implement digital tools and technologies in their operations. Design/methodology/approach We relied on a multiple case study design in three SME manufacturing companies in Italy. Based on the experience of those companies, the struggles in the implementation and the lessons learned, we formulate an implementation model of digital tools driven by lean thinking. Findings Companies tend to implement first digital tools that help with real-time data collection and stress that introducing digital tools becomes challenging without reducing waste in production. The model stresses top management commitment, middle-line involvement and operator training to resist change. All these factors coincide with socio-technical lean bundles developed by seminal works. In addition, the study highlights that financial incentives are not necessarily the common barrier to digital tools implementation in SMEs but rather the cultural aspect. Originality/value Our paper enriches the extant body of knowledge by deriving knowledge around digitalisation implementation through lessons learned and corrective actions. It allows managers to benchmark and compare the current state of the implementation process with that of other companies and the one proposed to make corrective actions when necessary.
PurposeThis paper aims at examining the impact that COVID-19 pandemic and its related work implications have on the relationship between lean implementation and service ...performance.Design/methodology/approachThe author surveyed service organizations that have been implementing lean for at least two years and remotely maintained their activities during the COVID-19 outbreak. Multivariate data techniques were applied to analyze the dataset. This study was grounded on sociotechnical systems theory.FindingsThe findings indicate that organizations that have been implementing lean services more extensively are also more likely to benefit from the effects that the COVID-19 had on work environments, especially in the case of home office. Nevertheless, social distancing does not appear to mediate the effects of lean services on both quality and delivery performances.Originality/valueSince the pandemic is a recent phenomenon with unprecedented effects, this research is an initial effort to determine the effect the pandemic has on lean implementation and services' performance, providing both theoretical and practical contributions to the field.
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