Submitted Successfully!
To reward your contribution, here is a gift for you: A free trial for our video production service.
Thank you for your contribution! You can also upload a video entry or images related to this topic.
Version Summary Created by Modification Content Size Created at Operation
1
MOHAMED RAFIK NOOR MOHAMED QURESHI
 -- 1126 2023-12-15 19:51:46 |
2 format correct
Catherine Yang
 Meta information modification 1126 2023-12-18 01:49:15 |

Video Upload Options

Do you have a full video?
Send video materials Upload full video

Confirm

Are you sure to Delete?
Yes No
Cite
If you have any further questions, please contact Encyclopedia Editorial Office.
Qureshi, K.M.; Mewada, B.G.; Buniya, M.K.; Qureshi, M.R.N.M. Lean 4.0 for Industry 4.0. Encyclopedia. Available online: https://encyclopedia.pub/entry/52823 (accessed on 02 July 2024).
Qureshi KM, Mewada BG, Buniya MK, Qureshi MRNM. Lean 4.0 for Industry 4.0. Encyclopedia. Available at: https://encyclopedia.pub/entry/52823. Accessed July 02, 2024.
Qureshi, Karishma M., Bhavesh G. Mewada, Mohanad Kamil Buniya, Mohamed Rafik Noor Mohamed Qureshi. "Lean 4.0 for Industry 4.0" Encyclopedia, https://encyclopedia.pub/entry/52823 (accessed July 02, 2024).
Qureshi, K.M., Mewada, B.G., Buniya, M.K., & Qureshi, M.R.N.M. (2023, December 15). Lean 4.0 for Industry 4.0. In Encyclopedia. https://encyclopedia.pub/entry/52823
Qureshi, Karishma M., et al. "Lean 4.0 for Industry 4.0." Encyclopedia. Web. 15 December, 2023.
Lean 4.0 for Industry 4.0
Edit
This entry is adapted from the peer-reviewed paper 10.3390/su15065528

Lean 4.0 (L4.0) is a transformed form of traditional lean to suit Industry 4.0’s (I4.0) requirements. The L4.0 has a great deal of potential to match the I4.0’s challenges in terms of speed, dynamics, and efficacy once it has been digitalized.

Industry 4.0 Lean 4.0 sustainable manufacturing supply

1. Introduction

Small and medium enterprise (SME) businesses make a substantial contribution to a nation’s sustainable growth [1]. There are several factors, such as factory size, number of employees, annual revenue, fiscal year, size, etc., that differentiate SMEs from large network units [2]. The distinction between SMEs and micro, small, and medium-sized firms (MSMEs) differs from one nation to another [3]. When it comes to the kind of expertise needed, organizational structure, culture, types of resources, total assets involved, etc., SMEs may have varied requirements. SMEs compete with larger companies in building a strong economy by creating jobs, and they are significant economic units on a global scale. Thus, there is a considerable role for SMEs in boosting the country’s GDP [4]. However, the increasing production costs, market competition, and product pricing mean that SMEs struggle to maintain sustainable manufacturing supply chain management. Hence, there are many SMEs found performing organizational reforms to accomplish long-term manufacturing sustainability. To assure profitability, resilience, and social and environmental benefits internationally, SMEs employ a variety of business practices and initiatives [5].
The top management of SMEs may plan their investment in infrastructure, technology, and employee building for I4.0. Process innovations have been shown to considerably improve performance efforts, green supply chain management (GSCM), and lean approaches. Process innovation, because of I4.0 technologies, influences performance [6]. SMEs adopt lean manufacturing into their manufacturing systems to avert global challenges [7]. The prevailing global business pressure compels Indian SMEs to adopt lean-based manufacturing practices to survive the global pressure [8]. Lean manufacturing systems help in responding to local and global demand and maintaining sustainability in manufacturing SC. Lean implementation in SMEs must consider the lean barriers to avert lean failures [1]. It is investigated that the performance of I4.0 is influenced by L4.0. Lean also enhances organizational competitiveness to strengthen its readiness for I4.0 [8].

2. Lean 4.0 Implementation in Small and Medium Enterprises for Sustainable Manufacturing Supply Chain for Industry 4.0

In contrast to large businesses, lean studies in SMEs are frequently disregarded by academics that study lean implementations [8]. Because of this, the literature on the use of lean in SMEs is not particularly noticeable. It has also come to light that many Indian SMEs have difficulty grasping lean concepts clearly due to their lack of knowledge and awareness of the lean concept. Lean and its fundamental tenets (flow, value, pull, minimizing waste, etc.) are now widely used in a variety of industrial and service industries on a worldwide scale. Thus, lean becomes mandatory for many manufacturing (and service) operations [9]. Lean thinking encourages firms to eliminate waste and generate profit [10]. Lean practices are considered the first choice for management to improve organizational performance, ultimately leading to sustainability. Hence, SMEs are adopting lean principles in their operations [8]. Additionally, businesses should implement lean and eco-friendly approaches in product management as they face new challenges in production processes [11].
A DEMATEL-based study that examined 18 factors concluded that the industrial journey toward excellence is fueled by big data analytics and technology-based talent [12]. Employee motivation has been noted to vary between nations and between companies; hence, they must be motivated towards lean practices using the new technology in I4.0 [13]. A combined approach of fuzzy DEMATEL and fuzzy Delphi was used in deciding the CSFs for I4.0 to achieve organizational excellence [14]. The IoT, AI, 3D printing, robotics, real-time data, cloud computing, predictive analytics, and augmented reality are beneficial for achieving L4.0. Later, the study revealed 14 significant I4.0 applications in manufacturing industries [15].
L4.0 CSFs have been modeled to investigate their internal relationships using a nonlinear fuzzy-based approach [16]. The effect of lean CSFs on lean success in hospital services has been investigated using structural equation modeling (SEM) [17]. The study concluded that CSFs play a moderating role and provide good support in building relationships between implementation factors and lean outcomes.
Worker-enabled technology in I4.0 helps in productively accomplishing the required task. To make employees technology-enabled, employee training, skill, and motivation must provide flexibility to fulfill the work requirement in dynamic conditions. The industrial revolution posed many challenges and demanded a different set of skills and knowledge to work more efficiently than before. According to an exploratory study, knowledge transfer inside a company and cross-training of employees are positively correlated. Further research revealed that lean tools widen employees’ knowledge and competencies and assist businesses in managing tacit knowledge [18]. Employee training provides workers with the ability to perform a set of tasks with the required productivity. The I4.0-based changes need changes in employee knowledge, skill, and training to make them adaptable to new challenges [19]. The revolutionary changes due to I4.0 necessitate changes in the general skills of employees due to digitalization [19]. I4.0 relies heavily on employee talents (both general and specialized) to perform challenging tasks based on new technology. Employee skills may be enhanced by adopting a set of dimensions for I4.0 requirements [20]. Another issue to think about is that the advantages of Industry 4.0 technology may be hampered due to a lack of skills. This can affect the operations of the firm.
Less than 30% of digital transformation activities within a business are successful [20]. A successful digital transformation demands a proactive approach from the organization in supporting computer-savvy leaders, systematic workforce nurturing, flexible worker empowerment, an effective incentive-based suggestion scheme to promote digitalization, and continuous evaluation of digital tool usage using a Kaizen approach for continuous improvement. There is a significant role for workers in the successful digitalization-based transformation at the grass-roots level. Employee adaptability will support the digitalization process in I4.0 [20]. The employee must undergo sustained changes in behavior to adapt to the new work environment in I4.0 and meet the performance standard of the task [21]. I4.0 provides the adoption of revolutionizing technologies that dive into a safer workplace. The morale of the employee depends on a safe and sustainable workplace [22]. I4.0 employs a vast range of new technologies and thus necessitates the integration of information technology and data [13].
Wi-Fi-enabled technology such as IoT plays a significant role in I4.0 [23]. Several advanced technologies such as cyber-physical systems (CPS), big data analytics (BDA), virtual reality and augmented reality (VR & AR), machine-to-machine communication (M2M), cloud computing (CC), additive manufacturing (AM), robots in manufacturing (RM), and ‘security of data and foolproof cyber security’ help in accomplishing quality 4.0 [8] and a sustainable manufacturing supply chain [24]. CSFs related to management consist of ‘top management support’, ‘long-term vision’, ‘funds/resource availability’, and ‘I4.0 strategy implementations’ which play a significant role in I4.0 [25][26]. L4.0-related CSFs include various CSFs of ‘L4.0 awareness’, ‘employee readiness for change’, ‘prioritizing the lean tools and practices’, and ‘competition pressure’ [27][28].

References

  1. Qureshi, K.M.; Mewada, B.G.; Alghamdi, S.Y.; Almakayeel, N.; Qureshi, M.R.N.; Mansour, M. Accomplishing Sustainability in Manufacturing System for Small and Medium-Sized Enterprises (SMEs) through Lean Implementation. Sustainability 2022, 14, 9732.
  2. Tam, F.Y.; Moon, K.L.; Ng, S.F.; Hui, C.L. Production Sourcing Strategies and Buyer-Supplier Relationships: A Study of the Differences between Small and Large Enterprises in the Hong Kong Clothing Industry. J. Fash. Mark. Manag. Int. J. 2007, 11, 297–306.
  3. Bonavia, T.; Marin, J.A. An Empirical Study of Lean Production in the Ceramic Tile Industry in Spain. Int. J. Oper. Prod. Manag. 2006, 26, 505–531.
  4. Elkhairi, A.; Fedouaki, F.; El Alami, S. Barriers and Critical Success Factors for Implementing Lean Manufacturing in SMEs. IFAC-PapersOnLine 2019, 52, 565–570.
  5. Caldera, H.T.S.; Desha, C.; Dawes, L. Evaluating the Enablers and Barriers for Successful Implementation of Sustainable Business Practice in ‘Lean’ SMEs. J. Clean. Prod. 2019, 218, 575–590.
  6. De Giovanni, P.; Cariola, A. Process Innovation through Industry 4.0 Technologies, Lean Practices and Green Supply Chains. Res. Transp. Econ. 2021, 90, 100869.
  7. Bhadu, J.; Singh, D.; Bhamu, J. Analysis of Lean Implementation Barriers in Indian Ceramic Industries: Modeling through an Interpretive Ranking Process. Int. J. Product. Perform. Manag. 2021, 71, 3606–3635.
  8. Yadav, N.; Shankar, R.; Singh, S.P. Hierarchy of Critical Success Factors (CSF) for Lean Six Sigma (LSS) in Quality 4.0. Int. J. Glob. Bus. Compet. 2021, 16, 1–14.
  9. Lewis, M.A. Lean Production and Sustainable Competitive Advantage. Int. J. Oper. Prod. Manag. 2000, 20, 959–978.
  10. Womack, J.P.; Jones, D.T. Lean Thinking-Banish Waste and Create Wealth in Your Corporation. J. Oper. Res. Soc. 1997, 48, 1148.
  11. Oliveira, G.A.; Ta, G.; Setti, D.; Takechi, S.; Tan, K.H.; Tortorella, G.L. Lean and Green Product Development in SMEs: A Comparative Study between Small- and Medium-Sized Brazilian and Japanese Enterprises. J. Open Innov. Technol. Mark. Complex. 2022, 8, 123.
  12. Ojha, R. Lean in Industry 4.0 Is Accelerating Manufacturing Excellence—A DEMATEL Analysis. TQM J. 2022, 31, 874–907.
  13. McKie, M.G.; Jones, R.; Miles, J.; Jones, I.R. Improving Lean Manufacturing Systems and Tools Engagement Through the Utilisation of Industry 4.0, Improved Communication and a People Recognition Methodology in a UK Engine Manufacturing Centre. Procedia Manuf. 2021, 55, 371–382.
  14. Samanta, M.; Virmani, N.; Singh, R.K.; Haque, S.N.; Jamshed, M. Analysis of Critical Success Factors for Successful Integration of Lean Six Sigma and Industry 4.0 for Organizational Excellence. TQM J. 2023. ahead of print.
  15. Javaid, M.; Haleem, A.; Singh, R.P.; Rab, S.; Suman, R.; Khan, S. Exploring Relationships between Lean 4.0 and Manufacturing Industry. Ind. Robot Int. J. Robot. Res. Appl. 2022, 49, 402–414.
  16. Nozari, H.; Aliahmadi, A. Lean Supply Chain Based on IoT and Blockchain: Quantitative Analysis of Critical Success Factors (CSF). J. Ind. Syst. Eng. 2022, 14, 149–167.
  17. Noori, B. The Critical Success Factors for Successful Lean Implementation in Hospitals. Int. J. Product. Qual. Manag. 2015, 15, 108.
  18. Stanica, S.; Peydro, J. How Does the Employee Cross-Training Lean Tool Affect the Knowledge Transfer in Product Development Processes? VINE J. Inf. Knowl. Manag. Syst. 2016, 46, 371–385.
  19. Saniuk, S.; Caganova, D.; Saniuk, A. Knowledge and Skills of Industrial Employees and Managerial Staff for the Industry 4.0 Implementation. Mob. Networks Appl. 2021.
  20. Sony, M.; Mekoth, N. Employee Adaptability Skills for Industry 4.0 Success: A Road Map. Prod. Manuf. Res. 2022, 10, 24–41.
  21. Tan, S.K.; Rajah, S. Evoking Work Motivation in Industry 4.0. SAGE Open 2019, 9, 215824401988513.
  22. Pasi, B.N.; Mahajan, S.K.; Rane, S.B. The Current Sustainability Scenario of Industry 4.0 Enabling Technologies in Indian Manufacturing Industries. Int. J. Product. Perform. Manag. 2021, 70, 1017–1048.
  23. Khan, I.H.; Javaid, M. Role of Internet of Things (IoT) in Adoption of Industry 4.0. J. Ind. Integr. Manag. 2022, 07, 515–533.
  24. Tjahjono, B.; Esplugues, C.; Ares, E.; Pelaez, G. What Does Industry 4.0 Mean to Supply Chain? Procedia Manuf. 2017, 13, 1175–1182.
  25. Salma, A.; Anas, C.; Mohammed, E.H. How Can Top Management Succeed in a Lean Manufacturing Implementation in the Small and Medium Sized Enterprises? In Proceedings of the 2018 International Colloquium on Logistics and Supply Chain Management (LOGISTIQUA), Tangier, Morocco, 26–27 April 2018; IEEE: Piscataway, NJ, USA, 2018; pp. 176–181.
  26. Qureshi, K.M.; Mewada, B.G.; Alghamdi, S.Y.; Almakayeel, N.; Mansour, M.; Qureshi, M.R.N. Exploring the Lean Implementation Barriers in Small and Medium-Sized Enterprises Using Interpretive Structure Modeling and Interpretive Ranking Process. Appl. Syst. Innov. 2022, 5, 84.
  27. Bittencourt, V.L.; Alves, A.C.; Leão, C.P. Industry 4.0 Triggered by Lean Thinking: Insights from a Systematic Literature Review. Int. J. Prod. Res. 2021, 59, 1496–1510.
  28. Qureshi, K.M.; Mewada, B.G.; Kaur, S.; Qureshi, M.R.N.M. Assessing Lean 4.0 for Industry 4.0 Readiness Using PLS-SEM towards Sustainable Manufacturing Supply Chain. Sustainability 2023, 15, 3950.
More
© Text is available under the terms and conditions of the Creative Commons Attribution (CC BY) license; additional terms may apply. By using this site, you agree to the Terms and Conditions and Privacy Policy.
Upload a video for this entry
Information
Subjects: Management
Contributors MDPI registered users' name will be linked to their SciProfiles pages. To register with us, please refer to https://encyclopedia.pub/register :
Karishma M. Qureshi
,
Bhavesh G. Mewada
,
Mohanad Kamil Buniya
,
Mohamed Rafik Noor Mohamed Qureshi
View Times: 267
Revisions: 2 times (View History)
Update Date: 18 Dec 2023
Table of Contents
    1000/1000
    Hot Most Recent
    Video Production Service
    Feedback