Abstract
Have you ever noticed that during a production process, unecessary waste occurs, or excessive time is spent in particular areas? Or have you ever encountered a situation in your work environment where a machine could be performing manual labor, while human time would be better spent in other situations? These questions are related to two current chains of thoughts: (1) Lean Thinking and (2) The Fourth Industrial Revolution or Industry 4.0. The first question has been answered by the Lean Thinking philosophy, which has been used since the 1940s by Toyota factories in Japan. Lean Thinking is a form of thinking that seeks to reduce what is called waste in a value stream. The Fourth Industrial Revolution assists in answering the second question since it is based on the automation of production and the integration of sectors of an industry, among several other purposes. This chapter aims to clarify the integration of both chains and, at the same time, to demystify any emerging doubts such as: Would Industry 4.0 be responsible for the end of Lean, or would Lean mentality be the key for companies to succeed in this new industrial revolution? To answer these questions a systematic literature review has been developed. Some findings indicate that the integration of both concepts has resulted in a synergetic relationship benefiting companies and contributing directly to three of the 17 Sustainable Development Goals: Goal 8—Decent Work and Economic Growth, Goal 9—Industry, Innovation, and Infrastructure, and Goal 12—Responsible Consumption and Production.
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This work has been supported by COMPETE: POCI-01-0145-FEDER-007043 and FCT—Fundação para a Ciência e Tecnologia within the Project Scope: UID/CEC/00319/2013.
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Annex I. Articles Selected and Analyzed
Annex I. Articles Selected and Analyzed
Authors | Year | Articles | Different aspects of I4.0 were addressed | Lean principles and tools had a focus on integration with I4.0 | Improvements from integration of both concepts | Barriers or difficulties related with integration of both concepts |
|---|---|---|---|---|---|---|
Dombrowski et al. | 2017 | Interdependencies of Industrie 4.0 & Lean Production Systems—a use case analysis | 1 | 1 | 1 | – |
Enke et al. | 2018 | Industrie 4.0—Competencies for a modern production system: a curriculum for learning | 1 | 1 | 1 | – |
Prinz et al. | 2018 | Lean meets Industrie 4.0—a practical approach to interlink the method world and cyber-physical world | 1 | 1 | 1 | – |
Wagner et al. | 2017 | Industry 4.0 impacts on lean production systems | 1 | 1 | 1 | – |
Mayr et al. | 2018 | Lean 4.0—a conceptual conjunction of lean management and Industry 4.0 | 1 | 1 | 1 | – |
Wagner et al. | 2018 | Identifying target oriented Industrie 4.0 potentials in Lean automotive electronics value streams | 1 | 1 | 1 | – |
Kolberg and Zühlke | 2015 | Lean automation enabled by Industry 4.0 technologies | 1 | 1 | 1 | – |
Davies et al. | 2017 | Review of socio-technical considerations to ensure successful implementation of Industry 4.0 | 1 | 1 | 1 | 1 |
Mrugalska and Wyrwicka | 2017 | Towards lean production in Industry 4.0 | 1 | 1 | 1 | – |
Bauer et al. | 2018 | Integration of Industrie 4.0 in lean manufacturing learning factories | 1 | 1 | 1 | – |
Buer at al | 2018 | The link between Industry 4.0 and Lean manufacturing: mapping current research and establishing a research agenda | 1 | 1 | 1 | 1 |
Leyh et al. | 2018 | Analyzing industry 4.0 models with focus on lean production aspects | 1 | 1 | 1 | – |
Lugert et al. | 2018 | Empirical assessment of the future adequacy of value stream mapping in manufacturing industries | 1 | 1 | 1 | 1 |
Tortorella & Fettermann | 2017 | Implementation of Industry 4.0 and lean production in Brazilian manufacturing companies | 1 | 1 | 1 | 1 |
Ma et al. | 2017 | SLAE–CPS: Smart lean automation engine enabled by cyber-physical systems technologies | 1 | 1 | 1 | 1 |
Kolberg et al. | 2017 | Towards a lean automation interface for workstations | 1 | 1 | 1 | 1 |
Meudt et al. | 2016 | Value stream mapping 4.0: Holistic examination of value stream and information logistics in production | 1 | 1 | 1 | – |
Jayaram | 2016 | Lean six sigma approach for global supply chain management using industry 4.0 and IIoT | 1 | 1 | 1 | – |
Sanders et al. | 2016 | Industry 4.0 implies Lean manufacturing: Research activities in industry 4.0 function as enablers for Lean manufacturing | 1 | 1 | 1 | - |
Yin et al. | 2017 | The evolution of production systems from Industry 2.0 through Industry 4.0 | 1 | 1 | 1 | – |
Hannola et al. | 2018 | Empowering production workers with digitally facilitated knowledge processes a conceptual framework | 1 | 1 | 1 | - |
Fettermann et al. | 2018 | How does Industry 4.0 contribute to operations management? | 1 | 1 | 1 | – |
Beifert et al. | 2018 | Industry 4.0—For sustainable development of lean manufacturing companies in the shipbuilding sector | 1 | 1 | 1 | 1 |
Hofmann and Rüsch | 2017 | Industry 4.0 and the current status as well as future prospects on logistics | 1 | 1 | 1 | – |
Uriarte et al. | 2018 | Supporting the Lean journey with simulation and optimization in the context of Industry 4.0 | – | 1 | 1 | 1 |
Hambach et al. | 2017 | Development of a digital continuous improvement system for production | 1 | 1 | 1 | – |
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Bittencourt, V., Saldanha, F., Alves, A.C., Leão, C.P. (2019). Contributions of Lean Thinking Principles to Foster Industry 4.0 and Sustainable Development Goals. In: Alves, A., Kahlen, FJ., Flumerfelt, S., Siriban-Manalang, A. (eds) Lean Engineering for Global Development. Springer, Cham. https://doi.org/10.1007/978-3-030-13515-7_5
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