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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 'Analyze' 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. [ABSTRACT FROM AUTHOR]

In this paper, we investigate the relationship between organizational culture (OC) profiles and the adoption of Industry 4.0 (I4.0) design principles. We surveyed 153 middle and senior managers from Brazil and India, whose manufacturing companies have been implementing I4.0. Participants provided answers regarding the perceived OC characteristics that prevail in their companies, which were assessed based on the Competing Values Framework. We also collected data on the adoption levels of I4.0 design principles, whose analysis was conducted through the utilization of multivariate data analysis techniques. Our results indicated that, depending on the I4.0 design principle, OC profiles (Clan, Adhocracy, Market and Hierarchy) may either corroborate or impair its adoption, allowing the verification of the hypothesized relationships. The understanding of the association between OC profiles and I4.0 design principles provides practitioners with arguments to identify possible problems during their digital transformation. As changes in OC require significant efforts and are usually time-consuming, companies that can anticipate those issues might face a smoother transition towards the Fourth Industrial Revolution, hence, obtaining competitive advantages. [ABSTRACT FROM AUTHOR]

Sustainable operational excellence (OPEX) initiatives result in a competitive advantage by optimising the use of resources, contributing to profitability, and leading to expanded growth of organisations. OPEX being a practice-led initiative has no standard framework leading to sustainable OPEX efforts in organisations. In this study, we employ the Design Science Research (DSR) approach to develop a framework to assess the sustainability of OPEX initiatives in an organisation. The proposed framework evaluates OPEX initiatives based on operational, economic, environmental, and social sustainability criteria. Besides, the enablers for the sustainability of OPEX initiatives are identified. The enablers, as well as multidimensional assessment criteria of OPEX initiatives, help the organisation develop a methodological approach for implementing sustainable OPEX solutions. The current success rate for OPEX initiatives in organisations has been dismally poor, and the proposed framework will help improve the success of OPEX efforts. Practitioners can use the proposed framework first to assess their organisational readiness in terms of enablers before implementing OPEX initiatives and evaluate qualitatively and quantitatively to obtain a multidimensional perspective for sustainable solutions. The frameworks proposed in prior studies are predominantly conceptual. This study used the DSR methodology to demonstrate the validity of the proposed framework. [ABSTRACT FROM AUTHOR]

This research aims to empirically examine how Lean Supply Chains (LSC) have coped with the disruptive effects of the COVID-19 pandemic from the normal accidents theory (NAT) perspective. Initially, a literature review was conducted to identify the main dimensions of LSC. Then, four experts were interviewed, offering insight into how each of the LSC dimensions copes with disruptions in general. Finally, three case studies of manufacturing shed light on the LSC implications for the pandemic context in particular. From the NAT viewpoint, the effects of the pandemic are analyzed according to two dimensions of the interactions that make up an LSC: linear to non-linear, and loosely to tightly-coupled. The more non-linear and tightly-coupled the interactions the more vulnerable the LSC is to disruptions. Results indicated that LSC might effectively and quickly adapt to keep interactions as linear as possible through transparent information flows and collaborative work while at the same time temporarily reducing tight-couplings through inventory increases. Some of the countermeasures to cope with the disruptions caused by the COVID-19 pandemic conflict with LSC principles, such as inventory reduction, developing a solid customer-supplier relationship, and long-term orientation. This points out the contingent nature of some lean principles as well as the meta principle that guided companies' behaviours in the case studies, namely adding value to internal and external customers. [ABSTRACT FROM AUTHOR]

This study aimed at identifying applications of learning curve (LC) modelling at individual, group, and organisational levels in Industry 4.0 (I4.0) environments. For that, a scoping review on four databases was conducted using the Preferred Reporting Items for Systematic reviews and Meta-Analyses extension for Scoping Reviews (PRISMA-ScR) guidelines. Our results indicated that LCs are more prominently adopted in I4.0 to model learning at the individual level using technologies oriented to sensing and communication (e.g. big data, IoT, wireless sensors, cloud computing, remote control, or monitoring). However, the effect of a few processing and actuation technologies, such as augmented/virtual reality, collaborative robots, and machine learning/AI, on learning seems promising. Further, despite the number of studies investigated, few explicitly described the LC model used to represent the impact of I4.0 technologies on learning. Our findings allowed the proposition of five research directions. Literature on both LC and I4.0 is still fragmented, poorly addressing their relationship. As I4.0 is an innovative approach that allows more extensive information exchange and processing, new ways of using I4.0 technologies to expedite data collection, which has always constrained LC practical applications, should be devised to close the gap between I4.0 and learning. [ABSTRACT FROM AUTHOR]

This paper analyzes the joint adoption of Industry 4.0 (I4.0) technologies and Total Productive Maintenance (TPM) practices in manufacturing firms. For that, we surveyed 335 practitioners from firms currently implementing TPM and I4.0, located in sixteen countries. The collected dataset was analyzed using sets of partial correlation analyses, obtained when controlling the effect of three contextual variables, all assessed at the firm level: (i) socio-economic context, (ii) technological intensity, and (iii) size. Pairs of TPM practices and I4.0 technologies with significant positive correlations in all partial correlation sets indicate positive trends in the adoption of elements in the pairs, regardless of context, and may be viewed as indicators of TPM practices and I4.0 technologies more prone to be integrated. Our results identified 67 pairs of I4.0 technologies and TPM practices meeting the significance criterion. Four TPM practices (fostering operator ownership, standardization of AM checks, setting 3M—machine/man/material—conditions, and constant search for the next generation of technology) and two I4.0 technologies (Internet-of-Things, and big data) appeared in 26 of the 67 pairs. The study unveiled trends in the integration of I4.0 and TPM, pointing to pairs whose joint adoption is predominant and indicating pathways to the digitalization of maintenance. [ABSTRACT FROM AUTHOR]

Lean Manufacturing (LM) is about cultural change at all levels of an organization, which can be seen as the essence of leadership. This study aims to present a list of the main Lean leadership competencies with validated definitions and propose a practical roadmap to Lean leadership development and training. A Systematic Literature Review (SLR) was conducted to achieve this goal in which the Lean leadership competencies were identified. The Interpretive Structural Modelling (ISM) approach established the relations among the leadership competencies and result in a structural model that could be used for Lean leadership development. The analysis of leadership competencies' driving power and dependence power was done using the fuzzy Matriced' Impacts Croisés Multiplication Appliquée á un Classement (MICMAC), which improved the reliability of research. This study contributes to Lean leadership literature by proposing a validated roadmap to Lean leader development and training. A structural model was developed that shows the hierarchy among the competencies and indicates the ones that should be prioritized. Besides, the result shows that the main ways to improve a Lean leader are attending to the shop floor and developing self-awareness. Furthermore, a strong synergy among all competencies was observed, reinforcing the fact that Lean must be an endless journey of improvement. To the best of our knowledge, our study is the first to present the relationship between Lean leadership competencies. In addition, the results may guide the development of new leaders who work in Lean environments. [ABSTRACT FROM AUTHOR]

Lean Automation (LA) is defined as the combined use of Lean Production (LP) practices and Industry 4.0 (I4.0) technologies. This paper investigates the pairwise relationships between the LA practices and their corresponding implementation competences. A survey-based study with 110 practitioners from manufacturing companies was conducted. Multivariate data techniques were used to analyze the responses, which were categorized according to practitioners' LP experience and I4.0 knowledge. Findings indicate that the relationships between competences and LA practices become more prominent as practitioners' LP experience increases. A contrary trend was observed when I4.0 knowledge increases. Nevertheless, commonalities were found regardless respondents' characteristics, such as: (i) the significant relationships between LA practices and competences were all positive; (ii) supply chain-related LA practices are more likely to be extensively associated with all competences; and (iii) competences related to the ability of identifying, analyzing and solving problems through computer programming and data analytics were the most likely to support LA practices. To the best of our knowledge, this is the first study that empirically verifies the pairwise relationship between competences and LA practices. The understanding of this allows companies to foster and develop the proper competences on the employees, catalyzing the LA implementation. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

In this study, we identify bundles of technologies and associated implementation barriers that could be viewed as part of Healthcare 4.0 (H4.0) and test their impact on performance improvement in a sample of hospitals. For that, we carried out a cross-sectional study with 181 leaders from hospitals in different countries that have already started H4.0 implementation. The collected data were analyzed using multivariate statistical techniques. Results indicate that H4.0 technologies could be organized into two different bundles according to their role within the hospital. Common barriers to H4.0 implementation were also empirically organized in two groups, following the sociotechnical systems theory. Bundles of H4.0 technologies presented a positive and significant effect on hospitals' performance. As their interaction with H4.0 barriers displayed a significant effect on performance improvement, it is important to concurrently consider H4.0 technologies and barriers. Our results allow hospital managers to anticipate potential issues in H4.0 implementation, enabling more assertive efforts to improve performance and deliver high-quality and low-cost care in the fourth industrial revolution era. [ABSTRACT FROM AUTHOR]

This paper aims at identifying the combination of organisational culture profiles and leadership styles that best support companies implementing lean manufacturing practices. For that, 225 leaders from manufacturing companies at various stages of lean implementation were surveyed. The analytical approach clustered respondents and their respective firms according to prevailing organisational culture, leadership style and level of implementation of lean practices, testing for frequency differences among clusters. This study states that organisational culture profiles are related to leadership styles and lean manufacturing implementation level, suggesting different-from-expected effects of this relationship on lean manufacturing implementation. The study bridges a gap in the literature by exploring how the association between organisational culture and leadership styles occurs in companies that are adopting lean practices. [ABSTRACT FROM AUTHOR]

Value stream analysis is a very useful approach in the identification of non-value adding wastes and developing a systemic plan for achieving process improvement. However, traditional value stream mapping fails in considering the inherent variability of processes, hence reinforcing improvements that might not lead to significant results. In this sense, the uncertainties associated with value streams become an issue that can be curbed with the integration of stochastic methods. By conducting a systematic literature review, this research evaluates the level of integration of stochastic methods into value stream analysis and identifies those stochastic methods that are widely adopted to address uncertainties in the value stream analysis. Results from the review indicate that the application of the existing stochastic methods into value stream analysis is still at its infancy and is not systematically integrated. In addition, the few studies that consider stochasticity of value streams weakly examines the effect that uncertainty sources entail on each other. [ABSTRACT FROM AUTHOR]

This paper aims at examining the trends, challenges and theoretical gaps in the implementation of Healthcare 4.0 (H4.0) based on a scoping review of the literature. For that, we searched journal articles in four widely known databases and screened the retrieved articles to obtain a publications' portfolio. Our findings indicate that, despite the recency of the subject, research in H4.0 has been conducted in an interdisciplinary way with a diversified set of applications and functionalities. In terms of its implementation, H4.0 has been more commonly found in hospitals' information flows, especially the ones related to healthcare treatments. The identified implementation trends, however, neglect a more holistic approach for H4.0, which originated three main research directions for this topic. Although identified as a trending topic in the area of healthcare operations management, literature on H4.0 may be viewed as randomly conceived, lacking academic alignment and practical orientation based on a grounded theory, which we aim at providing with the present study. [ABSTRACT FROM AUTHOR]