Industry 4.0 triggered by Lean Thinking: insights from a systematic literature review
04 Mar 2021-International Journal of Production Research (Informa UK Limited)-Vol. 59, Iss: 5, pp 1496-1510
TL;DR: A systematic literature review was carried out in order to identify the role of Lean in this scenario and demonstrated this as an emerging research area with most of the studies published in recent years (2017–2019).
Abstract: Lean Thinking has successfully challenged mass production practices, by providing ‘leaner’ processes and supply chains, i.e. with less waste. Industry 4.0 has become an important strategic approach...
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TL;DR: In this article, a systematic literature review of related articles, published online within the Industry 4.0 discipline until November 2020, identified 745 eligible articles and applied extensive qualitative and quantitative data analysis methodically.
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TL;DR: The term Operational Excellence (OE) has been widely applied over the past few decades, but its meaning is still ill-defined and may be especially aggravated after the advent of the In...
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Cites background from "Industry 4.0 triggered by Lean Thin..."
...More recently, those continuous improvement practices have been complemented or supported by the integration of new digital technologies, which tend to lead organizations to superior patterns of performance (Tortorella and Fettermann 2018; Bittencourt, Alves, and Leão 2021)....
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TL;DR: Moher et al. as mentioned in this paper introduce PRISMA, an update of the QUOROM guidelines for reporting systematic reviews and meta-analyses, which is used in this paper.
Abstract: David Moher and colleagues introduce PRISMA, an update of the QUOROM guidelines for reporting systematic reviews and meta-analyses
62,157 citations
Journal Article•
26,749 citations
Book•
01 Jan 2003
TL;DR: The authors describe in detail how managers in a wide range of companies and industries - small, medium and large, North American, European and Japanese - transformed their business by applying the principles of lean thinking.
Abstract: If The Machine That Changed the World is a description of the Toyota system in the industry of its origin, Lean Thinking is a generalization of the basic concepts so they can be applied to any company in any industry. The authors begin by summarizing the five inherent principles in any lean system: 1 correctly specify value so you are providing what the customer actually wants, 2 identify the value stream for each product family and remove the wasted steps that don't create value but do create muda (waste), 3 make the remaining value-creating flow continuously to drastically shorten throughput times, 4 allow customer to pull value from your rapid-response value streams as needed (rather than pushing products toward the customer on the basis of forecasts), and 5 never relax until you reach perfection, which is the delivery of pure value instantaneously with zero muda. (The first part of Lean Thinking devotes a chapter to each of these principles.) In the second part, the authors describe in detail how managers in a wide range of companies and industries - small, medium and large, North American, European and Japanese - transformed their business by applying the principles of lean thinking. Chapters are devoted to Pratt and Whitney, Wiremold, Lantech in North America, Porsche in Germany, and Showa Manufacturing in Japan. Lean Thinking has sold more than 300,000 copies in the English language hard-cover version alone, because it's an indispensable companion for every manager making the lean journey.
5,071 citations
Book•
01 Mar 1988
TL;DR: In this paper, Taiichi Ohno shares the genius that sets him apart as one of the most disciplined and creative thinkers of our time, and combines his candid insights with a rigorous analysis of Toyota's attempts at Lean production.
Abstract: In this classic text, Taiichi Ohno--inventor of the Toyota Production System and Lean manufacturing--shares the genius that sets him apart as one of the most disciplined and creative thinkers of our time. Combining his candid insights with a rigorous analysis of Toyota's attempts at Lean production, Ohno's book explains how Lean principles can improve any production endeavor. A historical and philosophical description of just-in-time and Lean manufacturing, this work is a must read for all students of human progress. On a more practical level, it continues to provide inspiration and instruction for those seeking to improve efficiency through the elimination of waste.
3,273 citations
Book•
01 Jan 2004
TL;DR: The "Toyota Way" as mentioned in this paper is a set of 14 management principles and philosophy that drive Toyota's quality and efficiency-obsessed culture, and can be applied to any business process, whether in services or manufacturing.
Abstract: 'This book will give you an understanding of what has made Toyota successful and some practical ideas that you can use to develop your own approach to business' - Gary Convis, Managing Office of Toyota. Fewer man-hours. Less inventory. The highest quality cars with the fewest defects of any competing manufacturer. In factories around the globe, Toyota consistently raises the bar for manufacturing, product development, and process excellence. The result is an amazing business success story: steadily taking market share from price-cutting competitors, earning far more profit than any other automaker, and winning the praise of business leaders worldwide."The Toyota Way" reveals the management principles behind Toyota's worldwide reputation for quality and reliability. Dr. Jeffrey Liker, a renowned authority on Toyota's Lean methods, explains how you can adopt these principles - known as the 'Toyota Production System' or 'Lean Production' - to improve the speed of your business processes, improve product and service quality, and cut costs, no matter what your industry.Drawing on his extensive research on Toyota, Dr.Liker shares his insights into the foundational principles at work in the Toyota culture. He explains how the Toyota Production System evolved as a new paradigm of manufacturing excellence, transforming businesses across industries. You'll learn how Toyota fosters employee involvement at all levels, discover the difference between traditional process improvement and Toyota's Lean improvement, and learn why companies often think they are Lean-but aren't. The fourteen management principles of the "Toyota Way" create the ideal environment for implementing Lean techniques and tools.Dr. Liker explains each key principle with detailed, examples from Toyota and other Lean companies on how to: foster an atmosphere of continuous improvement and learning; create continuous process 'flow' to unearth problems; satisfy customers (and eliminate waste at the same time); grow your leaders rather than purchase them; get quality right the first time; and grow together with your suppliers and partners for mutual benefit.Dr.Liker shows the Toyota Way in action, then outlines how to apply the "Toyota Way" in your organization, with examples of how other companies have rebuilt their culture to create a Lean, learning enterprise. "The Toyota Way" is an inspiring guide to taking the steps necessary to emulate Toyota's remarkable success. What can your business learn from Toyota? How to double or triple the speed of any business process? How to build quality into workplace systems? How to eliminate the huge costs of hidden waste? How to turn every employee into a quality control inspector? How to dramatically improve your products and services! With a market capitalization greater than the value of General Motors, Ford, and Chrysler combined, Toyota is also, (by far), the world's most profitable automaker.Toyota's secret weapon is Lean production - the revolutionary approach to business processes that it invented in the 1950's and has spent decades perfecting. Today businesses around the world are implementing Toyota's radical system for speeding up processes, reducing waste, and improving quality. "The Toyota Way", explains Toyota's unique approach to lean - the 14 management principles and philosophy that drive Toyota's quality and efficiency-obsessed culture. You'll gain valuable insights that can be applied to any organization and any business process, whether in services or manufacturing.Professor Jeffrey Liker has been studying Toyota for twenty years, and was given unprecedented access to Toyota executives, employees and factories, both in Japan and the United States, for this landmark work. The book is full of examples of the 14 fundamental principles at work in the Toyota culture, and how these principles create a culture of continuous learning and improvement. You'll discover how the right combination of long-term philosophy, process, people, and problem solving can transform your organization into a Lean, learning enterprise - the Toyota Way.
3,174 citations