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

This review examines which Industry 4.0 (I4.0) technologies are suitable for improving Lean Six Sigma (LSS) tasks and the benefits of integrating these technologies into improvement projects. Also, it explores existing integration frameworks and discusses their relevance. A quantitative analysis of 692 papers and an in-depth analysis of 41 papers revealed that “Analyse” is by far the best-supported DMAICs phase through techniques such as Data Mining, Machine Learning, Big Data Analytics, Internet of Things, and Process Mining. This paper also proposes a DMAIC 4.0 framework based on multiple technologies. The mapping of I4.0 related techniques to DMAIC phases and tools is a novelty compared to previous studies regarding the diversity of digital technologies applied. LSS practitioners facing the challenges of increasing complexity and data volumes can benefit from understanding how I4.0 technology can support their DMAIC projects and which of the suggested approaches they can adopt for their context

The integration of Industry 4.0 and Lean Management: A systematic review and constituting elements perspective

This paper explores the prevalent themes for integrating Industry 4.0 and Lean Management to provide a red thread concerning ‘what’ and ‘how’ to execute their integration. Furthermore, gaps in current literature are identified, and an agenda for future research is developed. The research is based on a systematic literature review of 111 papers that were published in academic journals between 2015 and 2021. In contrast to previous reviews, we focus on constituting elements of Lean Management and Industry 4.0 to offer a perspective closely related to practical implementations. The findings suggest Total Productive Maintenance as one exemplary constituting element representing the ‘what’ level and Change Management as a discipline with answers concerning the ‘how’ level. The paper offers a holistic view for practitioners facing the need for an integrated implementation of Industry 4.0 and Lean Management. Prevalent themes can be included in organisational transformation efforts to increase success rates in change projects. Deriving gaps in the current literature and developing an agenda for future research focused on operational concepts offers possibilities for further research with high practical relevance

A Systematic Review of the Integration of Industry 4.0 with Quality-related Operational Excellence Methodologies

This study examines the common themes for integrating Industry 4.0 with quality-related Operational Excellence methodologies to provide a comprehensive overview of ‘what’ and ‘how’ to combine them in an initial integration process. In addition, the gaps in the present literature are aggregated, and a research plan for the future is proposed. The study is based on a systematic review of 37 papers published in academic journals between 2015 and 2021. Unlike previous reviews, this study concentrates on the ‘what’ and ‘how’ level of Total Quality Management, Lean Six Sigma, and Business Process Management as quality-related Operational Excellence methodologies integrated with Industry 4.0 to provide a practical perspective when executing their integration and implementation. Findings indicate a strong technical and data-driven integration focus across the three themes. Furthermore, modes of action as moderators of success were derived as initial variables to be included in quality-driven Industry 4.0 transitions. Identifying gaps in the present literature and defining a research agenda centred on operational principles opens up opportunities for future study with significant practical value

Integrating Lean Management with Industry 4.0: An Explorative Dynamic Capabilities Theory Perspective

This study examines the modes of action for integrating Lean Management with Industry 4.0 through the lens of the Dynamic Capabilities theory. In addition, the gaps in the present knowledge base are aggregated, and a research plan for the future is proposed. The study is based on a Thematic Analysis of 16 in-depth interviews with industry experts engaged in large German manufacturing firms. Unlike previous analyses, this study concentrates on the ‘how’ level to inform practical executions and support firms in their journeys of integrating these two transformational paradigms of Operations Management. The findings indicate a strong methodological and capability-driven focus across the views of industrial experts. Furthermore, modes of action as moderators of success were derived from proposing a processual model to be evaluated through quantitative research. Identifying gaps in the present knowledge base and defining a research agenda centred on operational principles opens up opportunities for future research with significant practical value