Evaluating the effects of Industry 4.

0 technologies on Lean
Manufacturing processes

PROJECT REPORT

Submitted in partial fulfilment of the requirements of the course

MF F418

By

ANUBHAV GOYAL 2017A4PS0285P

BOTLAGUDURU SATVIK 2017A8PS0421P
HARSHRAJ KAUSHIK 2017ABPS1046P
KUNAL RAJ VATS 2017A1PS0795P
PRATHAM JAIN 2017A1PS0846P
PRATIK SRIVASTAVA 2017A1PS0901P
SAMARPIT SWAIN 2017A4PS0562P

Submitted to
Dr Abhijeet K. Digalwar
Associate Professor, Department of Mechanical Engineering

Birla Institute of Technology and Science, Pilani

Pilani Campus

April 2020
 Acknowledgement

First and foremost, we would like to thank our professor for this project, Dr Abhijeet K
Digalwar for valuable guidance and advice. He inspired us greatly to work in this project. His
willingness to motivate us contributed tremendously to our project. We also would like to thank
him for showing us some examples that relate to the topic of our research.

Besides, we would like to thank the authority of BITS Pilani, Pilani Campus for providing us
with a good environment and facilities to complete this project. It allowed us to participate and
learn about Industry 4.0 and its application on Lean manufacturing.

Finally, an honourable mention goes to our families and friends for their understanding and
support in completing this project. Without the help of those mentioned above, we would face
many difficulties while doing this.
Table of Contents
Acknowledgement......................................................................................................................... 2
Table of Contents .......................................................................................................................... 3
List of Tables and Figures ............................................................................................................... 3
Abstract ......................................................................................................................................... 4
Introduction .................................................................................................................................. 5
The emergence of Industry 4.0 .................................................................................................. 6
Literature Review .......................................................................................................................... 7
Indian Literature Review ............................................................................................................ 7
International Literature Review ................................................................................................. 9
Methodology ............................................................................................................................... 12
Results......................................................................................................................................... 13
Discussion ................................................................................................................................... 13
Linking Industry 4.0 and Lean manufacturing ........................................................................... 15
Conclusion ................................................................................................................................... 16
References .................................................................................................................................. 19

List of Tables and Figures

Table 1. Impact of various I4T on Lean tools in Indian Context……………………………...9

Table 2. Impact of various I4T on Lean tools in International Context……………………...10

Table 3: Research done by authors on Industry 4.0 impacts on Lean System……………….11

Fig 1. Methodology for implementation of Lean Systems and Industry 4.0…………………12

Fig 2: Conceptual framework illustrating the relationships between Industry 4.0, Lean
manufacturing, performance and environmental factors……………………………………..16
 Abstract
In the past few years, Industry 4.0 has become one of the most discussed concepts and has
gained considerable popularity in the academic and industrial sectors. Industry 4.0 makes the
factory smarter by applying advanced information and communication systems and future-
oriented technologies. On the other hand, Lean manufacturing is widely considered a potential
methodology for productivity improvement and cost reduction in manufacturing companies.
The success of Lean manufacturing requires constant and conscious effort from the company
and overcoming many obstacles. Both Industry 4.0 and Lean Manufacturing use decentralized
controls and are aimed at increasing productivity and flexibility. Though few studies are
examining the links between these two domains, this report explores this new area and maps
the current literature. Lean production is first defined, and the various dimensions of the Lean
are displayed. Industry 4.0 is described along with its current state of affairs in Germany. The
barriers to Lean implementation from the point of view of resource integration are analyzed.
The literature associated with Industry 4.0 is studied, and appropriate solution principles are
identified to address the obstacles of Lean implementation. This is achieved through a
systematic methodology. This report identifies four major research streams related to the
relationship between industry 4.0 and Lean manufacturing. It is acknowledged that researches
and publications in the field of Industry 4.0 have provided answers to overcome barriers to the
implementation of Lean manufacturing. These hypothesis theories prove that Industry 4.0 can
implement Lean. This highlights the fact that adherence to Industry 4.0 makes the factory Lean
as well as smart. There have been individual investigations into various technologies associated
with Industry 4.0, but the ability to carry out Lean manufacturing is not complete. This report
will narrow the gap between these two worlds and identify which aspects of Industry 4.0
contribute to the relevant measurements of Lean manufacturing.
 Introduction
Lean manufacturing is undoubtedly the most prominent paradise of recent times. Lean
manufacturing supports manufacturing companies in many areas, including lower
manufacturing costs, better quality, better accountability, and lower flexibility by lower time
standards.

However, even though Lean manufacturing has helped many companies reduce waste and thus
improve on several operating activities, there are still a lot of them struggling to turn into a
successful Lean company. Some companies fail to look for the best form of Lean strategies,
trying to use it in places where they don't work. Some may find that basic methods of Lean
production are inadequate and, therefore, do not meet the operating requirements of the
company. Also, even though it seems to be successful in their initial phase of implementation,
many companies find it challenging to maintain the initial momentum of their Lean project. To
address these issues, it is crucial to investigate the solutions offered by information and
communication technology (ICT).

Since the 1950s, with the introduction of the Toyota Production System, Lean production in its
purest form is entirely independent of any ICT. However, the development of more advanced
ICT solutions has increased the research effort in how Lean manufacturing and ICT can work
together to deliver better performance. Industry evidence points out that companies can create
hybrid solutions, where they can take advantage of both production and ICT services such as
business enterprise planning (ERP) and manufacturing execution systems (MES).

Despite many recent studies investigating the interaction between ICT and Lean manufacturing,
few of them are looking at the new opportunities presented by Industry 4.0, also known as
smart manufacturing. It has not yet been explored how the introduction of Industry 4.0 would
affect already established management practices such as Lean production and how existing
Lean systems can influence the operation of Industry 4.0. Although they have different
procedures, Industry 4.0 and Lean manufacturing share the same goals of increasing
productivity and flexibility. The introduction of cyber-physical systems (CPS) and the Internet
of Things (IoT), key components of Industry 4.0, allow for the distributed computing and
autonomy that are often not found in global ICT systems. This is similar to traditional Lean
thinking, which favours decentralized structures with small modules and low levels of
complexity.

The emergence of Industry 4.0

Leading proponents of the future factory have found that flexible and dedicated production
lines need to be quickly replaced with flexible machines, and computers can contribute to this
endeavour. The ubiquitous computing concept was implemented 25 years ago by Mark Weiser
(1991) (40). It creates the idea that computers are embedded throughout the ubiquitous
computing environment, making them invisible to the user. Rapid advances in ICT, with the
introduction of technology solutions such as CPS and IoT, will ensure that this vision is
reaching reality. The idea of a mutual world also drew attention from the industry, and a fourth
industrial revolution, called Industry 4.0, emerged. Inexpensive hardware and software
solutions accelerate the transition towards a smart and interconnected factory implemented by
Industry 4.0. Industry 4.0 has gained considerable popularity in the academic and industrial
sectors, promising to make customized products at a cost equal to the bulk; Companies around
the world are investing a significant amount of time in exploring how they can benefit from
this emerging technology-based manufacturing model.

Launched as a German government program to boost the competitiveness of its manufacturing

industry, Industry 4.0 was announced in 2011 at the Hannover Messe. It is a collaborative
project between the private sector, academia, and government, and revolves around 'networks.'
Production resources (manufacturing machines, robots, conveyors, and warehouse systems and
production facilities) that are autonomous in controlling themselves in response to various
conditions are self-configured, knowledge-based, sensor-equipped, and spatially dispersed.
And management systems. Over time, however, the term industry 4.0 has evolved into an
overall label to describe the next era of manufacturing. In the process, it has become an ill-
defined debate for the future of the product. Although Industry 4.0 has been one of the most
discussed topics among practitioners and educators in the last few years, there is no clear
definition for this concept; Therefore, the generally accepted understanding of industry 4.0 has
not yet been published. Researchers and practitioners have different opinions on what makes
Industry 4.0, how these factors are associated with each other, and where Industry 4.0 applies.
Surveys suggest that some practitioners can provide an accurate definition of Industry 4.0.
Some have claimed that Industry 4.0 does not bring anything new; it merely combines existing
technologies and concepts into a new package in the name of attractive marketing. This lack of
a clear definition makes it more difficult for companies to identify and implement Industry 4.0
solutions, along with communication difficulties, which complicate research and education on
the subject.

It has been found that there exist more than 100 different definitions of Industry 4.0. Therefore,
it is essential to clarify the meaning used to establish authenticity. In the present study, Industry
4.0 serves as the use of intelligent products and processes, enabling interactions between
products, processes, suppliers, and consumers over the Internet, including autonomous data
collection and analysis.

The motive of the report is to look into this new area and present the current state of research
in the relationship between Industry 4.0 and Lean Manufacturing. As a prerequisite for this,
the main structures are introduced, and the relationships between them are displayed. The
report consists of the following: Section 2 introduces and defines the domain of Industry 4.0.
Section 3 describes the Indian literature review, and Section 4 contains the international
literature review. In Section 5, a methodology is established, Section 6 summarizes and
concludes the report.

Literature Review
Indian Literature Review
Research on Industry 4.0 is increasing rapidly from the past few years, also with its relation to
Lean manufacturing. Germany has the maximum contribution, accounting to most of the
research work done in this area. India, on the other hand, has a limited number of research
papers published in this area, the majority of them being used as a reference for this section.

Resource utilisation is improved from 30% to 70% by the elimination of different kinds of
waste, using Lean implementation in manufacturing industries (10). It is still a struggle for
many manufacturing organisations to transform themselves fully as Lean organisations (10).
Having a streamlined process flow ensures that the products are manufactured as per the
requirements of the customers with little or no waste. This is the main thrust of the Lean
Manufacturing Process. (37). Cost reduction and improved profits are essential considerations
in the Lean manufacturing processes, which further result in increased productivity and
competitive advantage (27). Value stream mapping, a crucial Lean tool, through the mapping
of raw materials, energy, and water usage by a process or product, is found to contribute to
environmental protection largely. (36). Lean Manufacturing Process results in minimized waste
increased ROIs and improvement in health and safety-related challenges (18).

According to Kaushik (1990) (11), optimizing resources by using advanced information and
new manufacturing technologies is the primary purpose of intelligent manufacturing. Design
processes, production and product life cycle management, are upgraded continuously in smart
manufacturing. Furthermore, the essential factor for being competitive is manufacturing
stability (30).

Industry 4.0 is a connected ecosystem that increases communication, monitoring and

automation (3). Industry 4.0 Tools (I4T) facilitate improvement in organisational performance
on all three sustainability dimensions by achieving a high level of process integration. (10).
Improved workspace and safe working conditions are offered by I4T to the employees of the
organisation. I4 T are also predicted to contribute to the sustainable objectives of the
organisation, apart from the others. (10)

Haleem(2019)(3), through a Bibliometric analysis and literature review, identified the different
components used for implementing Industry 4.0. The Internet of Things, Big Data Analytics,
Additive manufacturing, Retrieval Systems, Augmented Reality, Cloud Computing, and
Cyber-Physical Systems are the significant I4 T that enhance the process integration, leading
to an improved Standard Operating Procedure (SOP) (10).

Kamble, Gunasekaran (2018)(10) researched the relationship between I4T, SOP and LMP and
how each of these affects each other. They found out that SOP and LMP are directly and
positively influenced by I4T. LMP was also identified as a significant mediating variable
between the two.

Narula et al. (2019) (16) established a relationship between I4.0 technologies and Lean tools.
Both I4.0 and Lean in tandem help achieve common goals, i.e. process simplification, waste
elimination across the supply chain, customer value optimization, meeting customer demands
through quick product redesigning, and making mass customization at minimum cost. The
summary of the relationship between the two concepts was found out to be as shown in the
following table. “+” indicates that the two are related and the I4T has a positive impact on the
Lean tool.
 Table 1: Impact of various I4T on Lean tools in Indian Context

An extensive literature review of Industry 4.0 was undertaken by Javaid and Haleem (2019)(8)
in different medical fields, elaborating full applications for the manufacturing of customized
implants, tools and instruments. The development of the medical field through innovative
technologies, smart machines, materials and associated software is achieved using this
innovative approach to manufacturing. In the near future, we can expect the creation of
intelligent hospitals which can provide proper information and monitoring systems.

Kamble et al. (2018)(10) identified that manufacturing organisations would have to analyse the
different potential barriers if they want to embrace Industry 4.0 fully. Using inputs from a group
of industry experts and academia to develop contextual relationships, they have used
Interpretive Structural Modelling (ISM). An ISM model shows the interaction of different
barriers to Industry 4.0 adoption, and further analysis of the direct and indirect effects of each
identified barrier is also performed. A significant finding is that there are very few barriers in
this soon-to-come revolution.

International Literature Review

The Toyota production system, which is also called Lean production, was developed by Taiichi
Ohno and Eiji Toyoda in the 1970s. After the Japanese developed their management
philosophy[1,5,26], western countries began to build their production systems and
implementation approaches [17].

Industry 4.0 is put into international context as China, USA, United Kingdom, Germany, and
South Korea are dominating research publication databases revolving around industry 4.0.
These countries research on different technologies with a variation in intensities. [24]
 Table 2: Impact of various I4T on Lean tools in the International Context.

A general idea on the global impact of industry 4.0 on Lean production systems is given by
[38] the above figure. [38] provides this matrix which was made with the help of 24
international industry 4.0 project leaders from the cooperating automotive company, and 8 of
these were Lean production experts, who added viewpoints of both the systems. The Lean
principles are stated in the left column, the first row gives the clusters of industry 4.0, and the
second row gives the allocated technologies, as indicated by [38].

“+” means a low positive impact, “++” means a high estimated impact and “+++” stands for
highest possible impact on the technology by the Lean principles, as determined in the
workshop[38]

It is argued that the introduction of industry 4.0 will not replace Lean manufacturing, but
instead, it will increase the maturity of the Lean program.me of the company [19]. Based on a
survey of 179 German industrial companies, it was found that the common thing between all
industry 4.0 frontrunners is that they already had a Lean programme implemented in their
industries, which may tell us that Lean is an ideal base for the shift to industry 4.0 [31].

It is already known that Lean manufacturing is based on eliminating all kinds of wastes in the
production stage, and to facilitate automation and digitalization, low levels of complexity is
required in the machines and workstations which is a trademark of Lean systems [12]. To make
it easier to find problems in the process, Lean methods put a priority on visual control and
transparency. All these points have led researchers from different parts of the world to claim
that the Lean system is an ideal base for industry 4.0 [21, 31].
[39] also argue that a production process which has implemented the Lean system and therefore
is waste-free and efficient, much more comfortable to automate and enforce principles of
industry 4.0.

All industry programmes are implemented as they have a positive effect on their performance.
Researchers either gestate performance measures of industry 4.0 and Lean systems based on
their principles or have empirical performance measures based on experimental demonstrations,
case studies or research done in production environments.

[38] describes how just in time (JIT) can be used with big data, data analytics and vertical
integration of machine to machine communication, for a high positive impact. [7] show how
to improve system flexibility by using Cyber-Physical System (CPS) based smart Jidoka. A
few other benefits are increased reliability and reduced cost.

Table 3: Research done by authors on Industry 4.0 impacts on Lean System.

The table shows current studies showing the performance impacts of combining Lean system
and industry 4.0. These studies only give indications on potential performance; more in-depth
investigation must be done for an actual Lean system and industry 4.0 integration.
 Methodology
To study the effect of Industry 4.0 technologies on Lean manufacturing processes, the course
of actions performed are described as follows. Initially, we carried out a comprehensive study
in the field of Lean manufacturing and its principles. Since various interpretations and
opinions exist across different academia and industrial researchers, we tried to formulate a
proper definition for Lean manufacturing and conceptualized it. Then we introduced the term
Industry 4.0 and discussed its current scenario. The major hurdles faced by factories and
manufacturing units to implement principles of Lean manufacturing are lack of resources,
improper communication, insufficient workforce skills. These difficulties are investigated,
then national and international pieces of literature associated with Industry 4.0 are broadly
studied and examined regarding their functionalities and results.

Executing this study as a theoretical, qualitative literature review is one of the most suitable
approaches for this subject due to very little concrete and statistical evidence and the conceptual
nature of Industry 4.0 to the manufacturing industry in general. Understanding the theoretical
side of Industry 4.0 helps in comprehending how the technology and Lean manufacturing
concepts offered by Industry 4.0 will possibly be implemented in the industry.

Design of Lean System Challenges in Lean System

Implementation of Lean Industry 4.0

Principles and Industry 4.0

Fig 1. Methodology for implementation of Lean Systems and Industry 4.0

Then the linking of Industry 4.0 and Lean manufacturing principles are established. A
conceptual framework is developed that explains the major constructs and the relationships
between the two. Examining all these theoretical aspects, the way these technologies of today
and tomorrow can help in their proper integration is established. Many independent researchers
in various fields believe that Industry 4.0 holds the potential for solutions for the barriers, as
mentioned above, for the implementation of Lean principles. We extracted these solutions and
represented them as the enablers for the implementation of Lean manufacturing.
 Results
The purpose of this paper is to comprehend the theoretical aspect of industry 4.0, Lean
manufacturing principles and the way that technologies of today and tomorrow can help in their
proper integration. Lean is a well-established concept which has been around for more than
half a century, developed by Toyota from 1950 onward by the name of Toyota Production
System. Like Industry 4.0, Lean is also not that well defined; however, its implementation has
improved productivity and the customer experience for a myriad of organizations. Now, with
the technologies that strengthen industry 4.0 like IoT, IT-OT integration, and advanced data
analysis, organizations are trying to get a better understanding of the entire value chain to check
for Lean improvement opportunities and ultimately gain competitive advantage. To make the
theoretical study more concrete, we developed a step by step methodology for implementation
of the Lean principles to the industry 4.0.

Discussion
The realisation of Lean manufacturing approaches in India has happened at a much slower pace.
The Indian industries face several obstacles in adopting Lean thinking as a standard
manufacturing practice. From the extensive research done from time to time, it has been found
that implementation of Lean thinking in the manufacturing sector is highly useful in terms of
proper utilization of workspace, elimination of waste, proper organization of workforce,
reduction in inventory, increase productivity, and to increase customer satisfaction.

According to a study published by PWC India in 2016, more than 80 percent of the
manufacturing industry is expecting an improvement of more than 10 percent in efficiency,
while over 60 percent of the surveyed respondents expect an increment of 10 percent in
additional revenue. The effective usage of the resources has increased by a factor of 30% to
70 % for most of the industries who have managed to implement the Lean principles at the
workplace. However, there are very few organizations today that have completely transformed
themselves into a Lean organization. Industry 4.0 will also gain the benefit of a faster learning
cycle which will provide an edge to the Indian companies that are trying to compete with the
European and American legacy producers, which already have had a head start.

Though we are aware of the advantages of industry 4.0, there are several challenges that the
industry is going to face. Data has become a new currency for most of the companies. Large
amounts of data from sensors and equipment though of immense value will hold no importance
at all if data is inaccurate or not well organized To maximize their gain from their class of
assets, industries will need to integrate their IT & OT and make data easily available but secure
at the same time. They should be able to run artificially intelligent models that can predict or
correlate, ultimately augmenting human decision-making. Apart from this, the success of
Industry 4.0 technologies depends on several factors including usability, selective provision of
information, acceptance of users, consideration of ethical, legal, and social impacts, and
profitability. Hence, the use of Industry 4.0 tools and techniques should be well-considered,
thoroughly analyzed, and flexible hybrid electronics. However, despite the fast pace of
digitalization in some countries, others are still in their infant stage. For example, Italy, until
now has only launched an official initiative in the last few years and has yet to get the required
funding. Similarly, while France has shown some progress in the development of autonomous
energy-harvesting sensors, it must overcome its technology skills gap before it can develop a
truly prosperous digital industry. gauged against the process improvements. Although
companies still remain reluctant to invest their money in new upcoming technologies, this
revolution cannot be overlooked.

Rather than replacing the workforce, the need of the hour is to increase the talent quotient
within factories. Adding to that, it is important to invest in capability building and bring in
cultural change. Increasing the expertise of a company in the areas of data analytics and digital
technologies will train the workforce for the changing and uncertain surroundings and also
make them ready for future learning, thus not letting them go obsolete.

It is also essential to maximize the benefit of these emerging technologies into the entire value
chain of the organization and their external diffusion into inter-organizational supply-chain
networks. This would be a clever use of AI and machine learning technologies from real-time
data acquired from those across the value chain, thus providing the company with intelligent
insights that would eventually lead to smarter decisions.

Taking a look at the developed countries in regard to industry 4.0 it can be easily estimated that
they are already past their first stage in the development of smart industries. For example, The
UK launched its industrial strategy which focuses on pushing the boundaries of renewable
energy and artificial intelligence. This strategy will see investment in many new areas of
technology which support the smart systems in one way or the other, including technologies
like mobile connectivity and electric vehicle charging infrastructure. Also, the U.S. has already
started using digitalization to help itself break the shackles of their two-decade-long fall in its
manufacturing sector; The Manufacturing USA program has involved technology institutes
that are acting as breaking ground in the field of research and commercialization of
technologies such as composites, semiconductors, clean energy, materials, and linking both the
domains of industry 4.0 and Lean manufacturing, this is an important research field that needs
to be extensively explored. New possibilities from information and communication
technologies also act as an advantage to the Lean production environment.

Linking Industry 4.0 and Lean manufacturing

One of the major points of interest for this report is to analyse the link between Industry 4.0
and Lean manufacturing. Likewise, examining its implications on performance and therefore
the environmental factors influencing these relationships. Now, the primary step is to develop
a conceptual framework that explains the major constructs and the relationships between them.

From the literature presented above, Figure 6.1 illustrates the various theoretical lenses
regarding the relationships between Industry 4.0, Lean manufacturing, performance, and
environmental factors. The aim of the conceptual framework in Figure 6.1 is to ascertain a
structure for summarising the literature findings presented. The four relationships within the
framework are described as follows:

A. Industry 4.0 technologies can help and further develop popular Lean manufacturing
practices; that is, Industry 4.0 supports Lean manufacturing.
B. Accomplished Lean manufacturing systems impose streamlining effects on Industry 4.0
implementations, that is, Lean Manufacturing vice versa supports Industry 4.0.
C. The alterations inflicted on the production system by the integration of Industry 4.0 and
Lean manufacturing affects different performance dimensions of the system, that is, it
demonstrates the performance implications of the Industry 4.0 and Lean
manufacturing integration.
D. Based on comparable studies, it is expected that environmental factors influence the
potential to integrate Industry 4.0 and Lean manufacturing, as well as the resulting
performance of such integration, that is, it describes the impacts of environmental
factors on an Industry 4.0 and Lean manufacturing integration.
 (a)
Industry 4.0 Lean Manufacturing
Environmental (b)
Factors
d

(c)

Performance

Figure 2: Conceptual framework illustrating the relationships between Industry 4.0, Lean
manufacturing, performance and environmental factors

Conclusion
The current article has proposed a conceptual framework that may be wont to classify the
studies published up to now and has given a summary of these findings and research gaps. The
literature findings are classified into four research streams:

(1) Industry 4.0 supports Lean manufacturing,

(2) Lean manufacturing supports Industry 4.0,
(3) performance implications of an Industry 4.0 and Lean manufacturing integration, and
(4) the effect of environmental factors on an Industry 4.0 and Lean manufacturing integration.

It's clear from the findings that this area remains immature, with seemingly no common
platform of information to create the research on. Industries across the planet strive to realize
Lean manufacturing, but not every organization is successful in correctly implementing and
achieving the advantages of it. Though conceptualized initially for manufacturing industries,
Lean philosophy is being adopted even by service and maintenance sectors. This paper
presented a comprehensive framework of barriers and challenges for Lean implementation
from an integration perspective and evaluated how Lean manufacturing may be implemented
through the technologies of Industry 4.0. Through integrated information and communication
systems, the shortcomings of conventional practices may be overcome to boost productivity
and eliminate wastes. It implies that industries now have the combined benefits of real-time
integration of the whole factory together with the assurance of minimal waste generation. The
research alludes that SMEs in Germany can positively commit to Industry 4.0 with the attitude
of creating their production shop-floors Lean. However, there's a requirement for further
research to emphasize the importance of continuous improvement over the size of Lean
manufacturing. Increase in computing power and reduction of size ends up in nonstop evolution
of latest technologies. Improvements or adaptations of the development of those new
technologies have to be analyzed over their influence on Lean manufacturing. The quantity of
management effort and resources that may be dedicated to the implementation of Lean
production may shift over time. Neither is that the size of the horizontal dimension to be
interpreted literally. Lean manufacturing does not have an outlined endpoint but points to the
direction during which a corporation should continually move.
New possibilities from information and communication technologies are matching with Lean
production environments. The paper shows that Industry 4.0 applications can stabilize and
support Lean principles. The industry 4.0 impact matrix on Lean production systems gives a
framework to start out design and develop Industry 4.0 integrated applications. The utilization
case of the cyber-physical JIT delivery application shows an accessible example for Lean
process improvements with Industry 4.0 technologies supporting this impact matrix.
Furthermore, approaches to integrate sustainability into the Lean Production system are
available and will be expected to be extended by the integration of Industry 4.0 technologies.
This work seeks to acknowledge and analyse the challenges to Industry 4.0 initiatives for
accomplishing sustainability orientation in supply chains. Industry 4.0 based sustainability-
oriented concept helps industrial managers not only to include environmental protection and
control measures but also to couple process safety and employee and community welfare
measures in their supply chains. It also establishes the correlation between familiar drivers for
environmental sustainability in Industry 4.0 and the adoption of Industry 4.0. This study
addresses both challenges in the Indian context and provides insight for strategy formation for
organizations having the constraint of resources.
The success of introducing I4.0 technologies depends on several factors including usability,
selective provision of knowledge, acceptance of users, consideration of ethical, legal and
social impacts and profitability. Hence, the use of Industry 4.0 tools should be well-
considered and gauged against process improvements. Besides, the presented Lean methods
4.0 must not be single tools for cost reduction. If I4.0 tools are implemented as stand-alone
solutions, they may offer an extra value compared to establishment. However, the mixing in
an overall concept are going to be missed. Almost like LM, Lean 4.0 requires the
implementation of a philosophy that aims at perfection altogether daily activities by
considering benefits from I4.0 tools.

Nevertheless, there is a loss of a comprehensive framework that mixes industry 4.0 answers
with strategies of Lean manufacturing. A complete concept for bendy integration of manual as
well as automatic running stations is missing. With CPS, there are hardware solutions as an
interface for running stations to be had. Required communication protocols exist partly.
Only a site precisely widespread for automated decentralized manufacturing manipulation in
Lean production is absent. In short, industry 4.0 and Lean production do not take away from
each other. Collectively they can add to every other.
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