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This study investigates the effects of Smart manufacturing implementation on shop-floor employees’ autonomy and empowerment in Lean companies, an area that has largely remained unexplored in the existing literature. A theoretical framework based on the Job Characteristics Model is used to assess the impact of ‘soft’ Lean practices, such as teamwork and group problem-solving, on employees’ job perceptions. The framework is then used to assess the effects of Smart manufacturing adoption, in terms of changes in shop floor employees’ perceptions. To this aim, a multiple case-study methodology is employed, collecting data from four large manufacturing companies with established Lean systems and varying degrees of Smart manufacturing adoption, as well as a consultant company specializing in their integration. This study’s findings show that Smart manufacturing supports job rotation in the shop-floor. In relation to employees’ autonomy, it supports faster and more informed decisions, as well as (Lean) practices related to employee controls, with no significant alteration of problem-solving. The speed of process feedback has increased with the use of Smart Manufacturing technologies, while other forms of feedback appear to be unaffected at this time, such as in-person coaching and person-to-person feedback. Overall, these findings support that many of the “soft” Lean practices are maintained when adopting Smart manufacturing, which the latter being adapted to support the existing Lean systems. By showcasing the effects of Smart manufacturing on shop-floor employees’ work, our insights provide valuable information for practitioners who are considering implementing Smart manufacturing in their organizations.

Technological advancements are increasingly integrated into industrial processes. This integration leads to enhanced adaptability and connectivity within the manufacturing sector, commonly referred to as Industry 4.0. As Industry 4.0 remains in its nascent stage, its impact on operational, social, and environmental performance – the Triple Bottom Line dimensions – is relatively understudied. In contrast, Lean has a more established presence in numerous companies. However, potential synergies or conflicts between Lean practices and Industry 4.0 remain largely unexplored. This research aims to examine the effects of Industry 4.0 on the Triple Bottom Line performance dimensions, and the possible synergies when combined with Lean. This study analyzes data from the High-Performance Manufacturing (HPM) database. The findings provide evidence supporting Industry 4.0's positive impact on the Triple Bottom Line performance dimensions, identifying areas where Lean contributes to synergizing effects.

Since its inception in 1978, the IFIP Working Group (WG) 5.7 on Advances in Production Management Systems (APMS) has played an active role in the fields of production and production management. The Working Group has focused on the conception, development, strategies, frameworks, architectures, processes, methods, and tools needed for the advancement of both fields. The associated standards created by the IFIP WG5.7 have always been impacted by the latest developments of scientific rigour, academic research, and industrial practices. The most recent of those developments involves the Fourth Industrial Revolution, which is having remarkable (r)evolutionary and disruptive changes in both the fields and the standards. These changes are triggered by the fusion of advanced operational and informational technologies, innovative operating and business models, as well as social and environmental pressures for more sustainable production systems. This chapter reviews past, current, and future issues and trends to establish a coherent vision and research agenda for the IFIP WG5.7 and its international community. The chapter covers a wide range of production aspects and resources required to design, engineer, and manage the next generation of sustainable and smart production systems.

Since its inception in 1978, the IFIP Working Group (WG) 5.7 on Advances in Production Management Systems (APMS) has played an active role in the fields of production and production management. The Working Group has focused on the conception, development, strategies, frameworks, architectures, processes, methods, and tools needed for the advancement of both fields. The associated standards created by the IFIP WG5.7 have always been impacted by the latest developments of scientific rigour, academic research, and industrial practices. The most recent of those developments involves the Fourth Industrial Revolution, which is having remarkable (r)evolutionary and disruptive changes in both the fields and the standards. These changes are triggered by the fusion of advanced operational and informational technologies, innovative operating and business models, as well as social and environmental pressures for more sustainable production systems. This chapter reviews past, current, and future issues and trends to establish a coherent vision and research agenda for the IFIP WG5.7 and its international community. The chapter covers a wide range of production aspects and resources required to design, engineer, and manage the next generation of sustainable and smart production systems.