Proposition of a method for stochastic analysis of value streams

This article aims at proposing a method to stochastically analyze values streams taking into consideration the effect of critical uncertainty sources on lead time. The proposed method combines value stream mapping (VSM) and Monte Carlo simulation to identify improvement opportunities. To illustrate this approach, we carried out a case study in the special nutrition value stream of a Brazilian public hospital. Results show that the proposed method allows the identification of improvement opportunities that would not be considered in the classical deterministic VSM approach. Further, the integration of the stochastic analysis enables the determination of a more realistic lead time, which supports a more assertive planning and scheduling of the value stream. The proposed method addresses a fundamental gap in traditional VSM without adding much complexity to the analysis procedure, which is a common practical issue in previous works that integrated other stochastic methods into VSM

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

Operational Practices for Integrating Lean and Industry 4.0 - a Dynamic Capabilities Perspective

This article presents the findings of an exploratory survey conducted among 256 experts engaged in German manufacturing firms to explore practices related to integrating Lean with Industry 4.0. Using the Dynamic Capabilities framework as a theoretical lens, the study validates 43 practices organised into six dimensions: ‘initiating’, ‘sensing’, ‘seizing’, ‘transforming’, ‘resources’, and ‘capabilities’. Theoretically, the research contributes by concretising the classical dimensions of Dynamic Capabilities and proposing the novel dimension of ‘initiating’, enhancing the theory's holism and applicability in the context of LM and I4.0 integrations. Managerially, the study provides a practical framework for self-assessment and strategic planning, emphasising the critical importance of early-stage practices related to ‘change’, ‘resources’, ‘capabilities’, and ‘initiating’. These elements are crucial for triggering subsequent integration phases and ensuring successful execution. The framework addresses technology adoption, organisational culture, process optimisation, and workforce engagement, offering comprehensive guidance for integrating LM and I4.0. The contributions of this research hold value for the field of Operations Management as it provides empirical evidence on essential practices for effectively integrating Lean with Industry 4.0. Additionally, the study highlights the significance of Dynamic Capabilities as a means to comprehend and manage the complex interplay between these two approaches

Unlocking the potential: a study on the role of operational excellence in Oman’s energy sector

Purpose: Operational Excellence (OpEx) is a proven philosophy focusing on continuous improvement in processes and systems for superior performance and efficiency. It plays a crucial role in the energy sector, acting as a catalyst for safety, customer satisfaction, sustainability, and competitiveness. This research assesses OpEx methodologies in Oman's energy sector, examining methods, approaches, motivations, and sustainability. Methodology: This study applies qualitative analysis methodology, involving interviews with 18 industry experts, from the energy sector in a sizable energy country. Findings: The analysis revealed a growing demand, particularly in the oil and gas industry, driven by emerging business needs. Qualitative data analysis has identified 10 themes such as implemented methodologies, motivation drivers, deployment approaches, sustainability factors, benefits, and challenges. Additionally, new themes emerged, including influencers to start OpEx, resource requirements, enablers for successful OpEx, and system. Implications These findings contribute to understanding OpEx dynamics in the Omani energy sector, offering valuable insights for effective utilization and organizational goal achievement. Furthermore, the study offers valuable insights on how to effectively employ OpEx initiatives in the energy sector to achieve their goals and create value. It is addressing the lack of knowledge, offers a framework for successful OpEx implementation, bridging the theory-practice gap and providing insights for optimal utilization. Originality: This is the first empirical study on assessing OpEx methodologies in the energy sector, and therefore it serves as a foundation for many future studies. The study provides a theoretical foundation for the OpEx methodologies in terms of organizational readiness for successful OpEx implementation. Limitations: This research was limited to Oman and the findings drawn from Omani energy companies may have limited applicability to energy companies in other regions. Therefore, if these findings were to be used, the validation of the findings in relation to other countries should be conducted, to ensure the validity of the context and outcome

Exploring industry 4.0 technologies to enable circular economy practices in a manufacturing context: a business model proposal.

Purpose - The purpose of this study was to explore how rising technologies from Industry 4.0 can be integrated with circular economy (CE) practices to establish a business model that reuses and recycles wasted material such as scrap metal or e-waste Design/methodology/approach – The qualitative research method was deployed in three stages. Stage one was a literature review of concepts, successful factors, and barriers related to the transition towards a CE along with sustainable supply chain management, smart production systems, and additive manufacturing. Stage two comprised a conceptual framework to integrate and evaluate the synergistic potential among these concepts. Finally, stage three validated the proposed model by collecting rich qualitative data based on semi-structured interviews with managers, researchers, and professors of operations management to gather insightful and relevant information. Findings – The outcome of the study is the recommendation of a circular model to reuse scrap electronic devices, integrating web technologies, reverse logistics, and additive manufacturing to support CE practices. Results suggest a positive influence from improving business sustainability by reinserting waste into the supply chain to manufacture products on demand. Research implications/originality – The impact of reusing wasted materials to manufacture new products is relevant to minimizing resource consumption and negative environmental impacts. Furthermore, it avoids hazardous materials ending up in landfills or in the oceans, seriously threatening life in ecosystems. In addition, reuse of wasted material enables the development of local business networks that generate jobs and improve economic performance.N/