Investigating the Integration of Industry 4.0 and Lean Principles on Supply Chain: A Multi-Perspective Systematic Literature Review

The development of digital technologies in all aspects of human life leads to increasing the necessity for investigating them in the Supply Chain (SC) as the main channel to provide products. Moreover, Lean principles, with the aim of reducing wastes, could be one of the main research streams in SC in recent years. Therefore, it is valuable to figure out the mutual effects of Lean principles and digital technologies as two growing areas in SC. Previous works did not pay attention to investigating this relationship at the SC level and were more focused on the production level. However, the present work addresses this issue by conducting a multi-perspective Systematic Literature Review (SLR). Additionally, in the present SLR, the impact of individual Industry 4.0 technologies in relation to Lean principles was investigated from various SC perspectives. The results reveal the necessity of studying single SC processes in Lean Digital SC. Moreover, the applicability of each technology should be illustrated to alleviate SC operational and organizational issues. The results provide useful insights about applying single digital technologies as well as a combination of them to each SC process to solve specific issues.

Industrial Case Study on Lean Manufacturing Implemented on Manufacturing Polypropylene Ropes Industry Amravati

Lean manufacturing has been one of the most standard method in the manufacturing and service industry for elimination of waste. Every manufacturing industry has to put in continuous effort for its survival in the current impulsive and competitive economy. The purpose of this paper is to investigate the adoption of lean manufacturing tools and techniques in the manufacturing industries. This paper is based on actual implementation of lean manufacturing techniques. It focuses on the execution of flow from the start until the end of the implementation, types of analysis and tools applied, evaluation methods and how the industry benefited from the implementation. In this case study we particularly focused on Shop floor management, Quality Management (QM), Supplier and Customer Management (SCM) and Workforce Management (WM). After going through various testing on implementation of Lean Manufacturing principles in Micro Small medium Enterprise (MSME), researcher studied thoughts of some author where they discussed pragmatic problems they overcome while implementing lean principles in developing economies MSME. At the end, the result shows that there is monthly increment in capital productivity and labour productivity. And decrement in inhouse rejection, breakdown hours and customer complaint from the implementation of lean.

Achieving Sustainability in Solar Energy Firms in Turkey through Adopting Lean Principles

Lean principles and sustainability are considered important terms in business. Solar firms are witnessing great competition to fulfill energy requirements, suffering from a huge amount of waste, negatively affecting the sustainability dimensions. Thus, the aim of the study is to build a framework for solar energy firms to achieve sustainability through adopting lean principles, which will help to fix many problems as waste and costs. The method included reviewing the literature to explore the founding of the relation between the two terms, and using a questionnaire that was directed to the responsible people in Turkish solar energy firms. The results of the survey were analyzed to: (1) Find out what the responsible people think about the two terms lean and sustainability; (2) Measure the probable relationship between lean principles and sustainability dimensions by applying a linear regression test; (3) Use the results of point number two to build the framework. The result showed there was a high level of relative importance about the two terms from the point of view of managers and experts in solar firms. In addition, the study found a relationship between adopting pull and flow principles of lean, and achieving economic and social dimensions of sustainability, this finding is represented in a framework.

Leveling the Workload for Radiologists in Diagnostic Mammography: Application of Lean Principles and Heijunka

To facilitate the delivery of accurate and timely care to patients in complex environments, process improvement methodologies such as Lean can be very effective. Lean is a quality improvement methodology that seeks to add value for patients and employees by continuously improving processes and eliminating waste. At our institution, Lean principles were applied to improve efficiency and minimize waste in the diagnostic breast imaging reading room. This paper describes how we applied Lean principles, including plan-do-study-act testing, level-loading (heijunka), and visual management, to level the workload of the diagnostic radiologists in our practice. Implementation of these principles to improve the diagnostic workflow in breast imaging is described along with examples from our practice, including challenges and future opportunities.

Evaluation of Pull Production Control Mechanisms by Simulation

Today, companies need to continuously improve their production processes, which is a complex task. Lean manufacturing is one of the methodologies for production improvement, and one of the basic goals of any lean implementation is to reduce work-in-process (WIP) and shorten the production lead time. One of the basic lean principles for achieving these goals is pull principle. The adoption of this principle is quite challenging, as it requires a long-term commitment in the application and adoption of various lean techniques and tools that are prerequisites for the successful introduction of the pull principle. Kanban is the most well-known pull production control mechanism, and the first one developed within Toyota production system, but later, other pull control mechanisms were developed. Some of them include Conwip, Hybrid Kanban/Conwip, and Drum Buffer Rope (DBR), and those three, together with Kanban, were the research topic of this study. These four mechanisms were not explored and compared all together not for these specific production configurations considered in this research but also with regard to optimal parameters of control mechanisms. The goal was to analyze and compare how these pull control mechanisms affect lead time in different production conditions. For this purpose, simulation experiments were performed. The results showed that for different production conditions, different pull control mechanisms are optimal in terms of shortening lead time. This finding could help companies as a guideline for making a decision in terms of which pull control mechanism to choose.

Strategies for Successful Project Execution – A Transformation in Project Delivery without Disruption

Cost overruns on lump sum turnkey projects have challenged Engineering, Procurement, and Construction (EPC) project implementations. Several causes can be attributed to this problem but common to all is that despite significant efforts spent in planning and estimating the job, most projects fail in the execution stage. A new approach to EPC projects execution and delivery combines better management of scope brought by the Advanced Work Packaging (AWP) procedure and efficiencies from the LEAN principles of an engaged workforce that was Toyota's success in manufacturing industry can be applied to construction industry. The implementation of this enhanced process supported by a digital tool, an end-to-end platform, can be extremely useful for projects in Petroleum Industry. Methods, Procedures, Process: The approach has been designed to tackle three crucial challenges of project execution: people (company culture), process inefficiencies and data handling. The sense of inclusion, empowerment of a worker and the clarity of scope of every activity to be performed have a profound impact on the performance of the worker. It is designed to involve all stakeholders (from the owner to the last member of the crew) giving them an opportunity to contribute to the project implementation. The proposed enhancement of the processes at every stage of the project (from engineering to completion) drastically reduces the traditional inefficiencies of EPC projects which are responsible for cost overruns, schedule delays and poor quality of work. Results, Observations, Conclusions: A plethora of digital tools used today in EPC industry create a large pool of data that can be leveraged to have an insight on the projects. However, all the data produced by different and disconnected tools are still used in silo and large data available creates complexity in analyzing and interpreting it. The AWP+LEAN approach brings transformation without disruption: an automated integration with existing systems used in the organization can be established in order to collect, give consistency and synchronize all the available information hassle-free. The novelty of the approach presented in the paper compared to the other practices is its non-disruptive nature. The idea is to combine in a consistent fashion, all the information collected during the project by different tools and orchestrate them to provide a deep insight and granular visibility to the project. This means that there are no switching costs for the EPC companies and less resistance from people in adopting the new processes, making the journey to improvement easy and smooth.

Architectural Design Management in Wellington - Attitudes and Behaviours of Architects Towards Construction Waste

<p>Previous New Zealand waste management studies have focused on the waste generated from construction activities. However, international research suggests about a third of the overall waste generated originates in the design phase. Internationally, lean design management claims to reduce the waste produced by inefficient design practices. In New Zealand, the literature reveals that the application of lean principles is still in a fledgling state, and even where they are used, waste minimization is not a business priority. This leads to the question: can lean design management be used by construction projects in New Zealand to reduce waste in the design phase? This paper investigates the attitudes, experiences and expectations towards construction waste minimization of a selection of architects using a semi-structured questionnaire. It was found that Wellington-based architects can be broadly classified into 3 categories of lean awareness—high, medium, and low. The medium group, largest in number, comprised architects who identified waste as a problem, but cited post-construction recycling and reuse as their preferred approach to waste minimization. This group notably had 20-25 years of experience in the industry, and related material reuse to residential construction only.</p>

Architectural Design Management in Wellington - Attitudes and Behaviours of Architects Towards Construction Waste

<p>Previous New Zealand waste management studies have focused on the waste generated from construction activities. However, international research suggests about a third of the overall waste generated originates in the design phase. Internationally, lean design management claims to reduce the waste produced by inefficient design practices. In New Zealand, the literature reveals that the application of lean principles is still in a fledgling state, and even where they are used, waste minimization is not a business priority. This leads to the question: can lean design management be used by construction projects in New Zealand to reduce waste in the design phase? This paper investigates the attitudes, experiences and expectations towards construction waste minimization of a selection of architects using a semi-structured questionnaire. It was found that Wellington-based architects can be broadly classified into 3 categories of lean awareness—high, medium, and low. The medium group, largest in number, comprised architects who identified waste as a problem, but cited post-construction recycling and reuse as their preferred approach to waste minimization. This group notably had 20-25 years of experience in the industry, and related material reuse to residential construction only.</p>

Adaptation of the Lean 6S Methodology in an Industrial Environment under Sustainability and Industry 4.0 Criteria

Industry 4.0 paradigms have a positive influence on standard operating procedures, methodologies used in Lean Manufacturing techniques and management models with sustainability criteria. Interdependencies and correlations have been found between Lean systems and Industry 4.0. The Lean principles of avoiding waste and zero defects are related to the cloud and big data paradigms. In a current workplace, there has been an exponential increase in digital information and the need to generate direct commitments to environmental management. This situation forces us to innovate and improve the management methodologies and models used in the industrial environment. The Lean 6S methodology must adapt and respond to new demands. In this work, an update of the Lean 6S methodology is carried out to guarantee increased productivity in the workplace through the organization of industrial resources, both physical and digital. A revision of the implementation procedure is proposed, which includes activities that generate a direct commitment to sustainability and the organization of digital information, through a proposal for an organizational architecture of Industry 4.0 technologies.