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Productivity, quality, and flexibility are key production targets pursued by companies that adopt Industry 4.0. However, it is unclear how Industry 4.0 technologies can help achieve these different and sometimes competing targets. This study investigates this relationship through a survey of 92 manufacturers. The study employs Exploratory Factor Analysis to define four main technology arrangements based on 18 Industry 4.0 technologies: Vertical Integration, Virtual Manufacturing, Advanced Manufacturing Processing Technologies, and Online Traceability. Then, independent samples tests were conducted to compare the implementation status of these arrangements when manufacturing flexibility, process quality, and productivity are (or are not) pursued as the main production targets. The results show that Vertical Integration is a general-purpose technology arrangement because it supports all targets. On the other hand, Virtual Manufacturing and Online Traceability are specific-purpose arrangements, adopted especially for flexibility and productivity targets, respectively. Advanced Manufacturing Processing Technologies, in turn, is an integrative-purpose technology arrangement since it is adopted when two competing targets are pursued: productivity and manufacturing flexibility. The study ends with a decision model to implement Industry 4.0 based on the production targets a company may pursue. It shows the interconnection and trade-offs between these production targets and the Industry 4.0 technologies adopted. [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]

Purpose: This study aims to provide an overall framework that connects and explains a macro-perspective of the findings from the five studies of this special issue. Through this, we aim to answer two main questions: How can Lean and Industry 4.0 be integrated, and what are the outcomes for workers from such integration? Design/methodology/approach: The special issue received 64 papers that were evaluated in multiple stages until this final sample of five papers that describe different facets of the integration between Lean and Industry 4.0 and their relationship with worker activities. In this introduction, we review the main findings of these five studies and propose an integrative view and associated propositions. A discussion provides directions to advance the field further. Findings: The framework shows that when Lean and Industry 4.0 are integrated, companies will face two types of tensions, dialectical and paradoxical, which require different managerial approaches. By managing such tensions, the Lean-Industry 4.0 integration can help improve social performance, as well as develop systematic problem-solving and cumulative learning capabilities. Five important themes for this field of research are outlined: the importance of work routines, legitimation, competence, sense and mental flexibility. Originality/value: This study brings a new theoretical perspective to the integration of Lean with Industry 4.0-related digital technologies. The results go beyond the usual view of improving operational performance and dig into the effects on workers. It also shows that the integration process relies on and can enhance human capabilities such as learning and problem-solving. [ABSTRACT FROM AUTHOR]

Many hospitals have achieved high levels of lean performance only to lose it later on. This research develops a theoretical understanding of how organisations can sustain lean in healthcare, through a practical and innovative framework to assess the maturity level of lean in healthcare that can be used by both practitioners and academics. Through the analysis of the literature, it was possible to compile 22 main critical success factors of lean sustainability in hospitals. A comparative case study provides evidence to confirm these 22 theoretical propositions, and also to add other 3 new success factors to the framework. The proposed framework allows hospitals to conduct a structured process of change, with all the foundation needed to succeed and sustain the lean journey in the long-term. New insights are revealed by studying hospitals after minimum 18 months of lean implementation and comparing the ones that have achieved a high level of lean sustainability with those that did not. To the best of our knowledge, this article is the first to attempt to bring together the key factors that influence hospitals to sustain lean improvements in the long term. [ABSTRACT FROM AUTHOR]

The main goal of the present research is to understand how the association between lean production and information and communication technologies (ICTs) (both internal- and external-oriented) impact on operational performance. A survey was conducted with data from 110 Brazilian manufacturers. The research constructs were validated through rigorous procedures (convergent and discriminant validity, and reliability), and hypotheses were tested using Ordinary Least Square regression. Our results indicate a mix of contradictory results, such as: (i) internal-oriented ICTs positively moderate the effect of lean on operational performance; and (ii) external-oriented ICTs negatively moderate the effect of lean on operational performance. These results evidence the importance of understanding the systemic relationships between lean and ICTs, both internally and externally, that were not tested before. As practical implications, findings suggest that managers should prioritise internal ICTs implementation if they intend to increase the impact of lean on operational performance. [ABSTRACT FROM AUTHOR]

The lean product development (LPD) approach uses lean principles and enablers (tools, techniques and practices) to reduce waste and continuously improve the product development processes (PDP). Other than reducing product development lead time, LPD also aims at improving quality by reducing problems that might occur during the process. Several LPD enablers are proposed in the existing literature; however, there is limited knowledge on how these enablers may effectively counteract the occurrence of problems in the PDP. We empirically tested the association between 4 groups of LPD enablers and 11 groups of LPD problems in a sample of 64 companies that are undergoing lean implementation in the shop floor and administrative areas. There are two major contributions here. First, we propose an empirically validated instrument for assessing the adoption of LPD enablers and the incidence of LPD problems in companies filling an existing gap in the literature. Second, we provide understanding on how LPD enablers can mitigate the incidence of LPD problems, allowing companies undergoing lean implementation to better manage their PDP. Moreover, some results demonstrate that the association between enablers and problems may not be as suggested in the existing literature. [ABSTRACT FROM AUTHOR]

Despite the fact that Lean Manufacturing (LM) implementation has been widely discussed in the literature, a reduced number of works focus on medium-sized enterprises (MEs). Such gap becomes more evident when searching for works exploring the dimensions of learning organisation (DLO) that surround LM implementation in MEs. This paper aims at assessing DLO maturity and the importance of human resources management (HRM) practices in MEs that are starting LM implementation. We verify the applicability of a method for assessing maturity levels of DLO and HRM practices in seven different MEs. The method was originally conceived for large enterprises well advanced in the lean implementation process; it combines concepts of HRM and organisational learning with lean implementation roadmaps. Adapting the method for application in MEs allows such companies to anticipate and minimise organisational learning problems by conducting appropriate HRM practices, leading to a more effective LM implementation. We conclude that the method is a suitable diagnostic tool for MEs, indicating which phases of the lean roadmap are better prepared to be implemented. [ABSTRACT FROM PUBLISHER]

As the barriers to lean production implementation (LPI) are influenced by the context, the search for generalisable barriers, relationships, priorities and control measures is to some extent elusive. This study introduces a framework for managing barriers to LPI in specific companies, which is comprised of five stages: (i) description of the context; (ii) identification of the barriers; (iii) analysis of the influence of the context on the barriers; (iv) analysis of the relationships among the barriers using interpretive structural modelling – this sets a basis for prioritising the barriers; and (v) a feedback meeting to discuss the results of data collection, which also informs on the development of an action plan to control the barriers. The use of the framework is illustrated by a case study of a manufacturing plant. Data collection involved interviews, observations and document analysis. A follow-up visit to the company was conducted 18 months after the initial data collection, in order to identify changes in the context. The framework is a contribution in terms of prescriptive theory related to LPI, and is also a means for the generation of data for developing descriptive theory related to the barriers to LPI. [ABSTRACT FROM PUBLISHER]

The increasing use of lean production (LP) by companies from several sectors has substantially increased the amount of publications and different emphases on the subject, which amplifies the need for organisation of that knowledge. This article aims to identify the research areas on LP implementation and to propose research opportunities. The literature review was based on 102 studies published in the years between 1996 and 2012. The studies were divided into six research areas, named: (a) structure and scope of LP systems; (b) factors that influence in the LP implementation; (c) methods for implementing LP systems; (d) LP assessment methods; (e) results of implementing LP systems; and (f) adaptation of LP to particular sectors. The findings suggested that the substantial increase on the amount of publications on LP implementation has created fragmented and dissociated areas that would benefit from integration. [ABSTRACT FROM PUBLISHER]

This study introduces a framework for assessing the use of lean production (LP) practices in manufacturing cells (MCs). The development of the framework included four stages: (a) defining LP practices applicable to MC, based on criteria such as the inclusion of practices that workers could observe, interact with and use on a daily basis; (b) defining attributes for each practice, emphasising the dimensions which were typical of their implementation in LP environments; (c) defining a set of evidence and sources of evidence for assessing the existence of each attribute-the sources of evidence included direct observations, analysis of documents, interviews and a feedback meeting to validate the assessment results with company representatives; (d) drawing up a model of the relationships among the LP practices, based on a survey with LP experts. This model supports the identification of improvement opportunities in MC performance based on the analysis of their interfaces. A case study of an MC from an automobile parts supplier is presented to illustrate the application of the framework. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to understand how lean production (LP) practices are associated with operational performance in the Brazilian automotive supply chain. A survey was carried out to identify the effect of 11 lean practices on five operational performance metrics. The sample comprised 64 companies of the Brazilian automotive supply chain. Results suggest that Brazilian companies are experiencing reduction of Lead time due to the implementation of total productive maintenance practices; and reducing inventory based on the adoption of just-in-time practices. Nevertheless, there appears to be a significant gap in the way these companies are implementing LP practices, which may hinder the achievement of better operational performance results. The survey was limited to companies from Brazil and, therefore, its findings might not be expanded to other companies or sectors. The results also provide a better understanding regarding LP practices and their individual effect on performance metrics. [ABSTRACT FROM AUTHOR]

During the last decade, there has been a demand for public services to enhance management practices and attain results comparable to those experienced in the private sector. The need for achieving higher quality standards in public services has highlighted the importance of exploring new management techniques to account for the obsolescence in those organisations’ administrative models, with particular emphasis on healthcare services. This paper reports the application of one such new management technique, named value stream mapping (VSM), in the sterilised materials unit of a public healthcare organisation. In the case study presented here, we demonstrate the benefits of analysing healthcare processes using VSM; most notably reduction of wastes, inventory levels, and production lead times. The contribution of this article is twofold. First, it adds to the existing body of knowledge on lean management by examining the validity of applying lean principles and practices in contexts other than manufacturing. Second, it provides a detailed description of VSM applied in a hospital sterilisation unit; even though lean healthcare applications have been increasingly reported in the literature, to the best of our knowledge this is the first study to address the use of VSM in such context. [ABSTRACT FROM AUTHOR]

This paper introduces a literature review of 83 studies dealing with the degree of adoption of lean manufacturing practices around the world, and the links between those practices and organisation performance. The results of this study revealed that lean practices application still occurs in a fragmented way, disregarding the systemic linkage that is essential to lean manufacturing. Forty-one articles have suggested a positive effect of lean practices in at least one operational, financial and/or environmental performance metric. Nevertheless, five studies indicated that some lean practices had a negative effect on operational or financial performance. High demand variability, a perceived result of long-term lean manufacturing implementation, a country/company’s organisational culture and the difficulty of traditional costing production systems to measure and compare investments and economic gains from adopting lean manufacturing over time are some of the reasons to explain that negative effect of lean practice on performance. [ABSTRACT FROM AUTHOR]