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Lean and industry 4.0: A leading harmony

Article  in  Procedia Computer Science · January 2022

DOI: 10.1016/j.procs.2022.01.238

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Procedia Computer Science 200 (2022) 394–406

3rd International
International Conference
Conference onon Industry
Industry 4.04.0 and
and Smart
Smart Manufacturing
Manufacturing

Lean and industry 4.0: A leading harmony

L. Naciria,*, Z. Mouhiba, M. Gallabb, M. Nalia, R. Abboua, A. Kebea

SmartiLab. Moroccan School of Engineering Sciences (EMSI), Rabat, Morocco

a
a

b MIS-LISTD Laboratory, Computer Science Department, Mines-Rabat School (ENSMR), Avenue Hadj Ahmed Cherkaoui, Agdal, Rabat,
Morocco

Abstract

Avoid waste, get rid of non-value-added operations, keep processes and equipment simple and easy to maintain, these are the major
assets of the Lean Manufacturing philosophy of the Toyota Production System (TPS). If Industry 4.0 offers a whole new way of
considering decision-making in terms of problem solving, Lean Manufacturing multiplies the opportunities to integrate into
continuous improvement. Digitalization being the trend of this new era where everything is connected, a new version of Lean has
emerged: Lean 4.0. It is a combination of Industry 4.0 technologies and Lean Manufacturing principles that allows the benefits of
these two paradigms to be fully exploited. The objective of this article is therefore to present what Lean Manufacturing is and how
it has adapted to new technologies to make way for Lean 4.0. It constitutes a literature review based on some authors statements
regarding this new concept, and a reflection paper proposing some practical cases of Lean 4.0 concretized by a simulation based
on the case study that shows time and productivity gains within a Moroccan company, serving as an example to demonstrate the
power of Lean 4.0.

© 2022 The Authors. Published by Elsevier B.V.

© 2022 The Authors. Published by ELSEVIER B.V.
This is
This is an
an open
open access
access article
article under
under the
the CC
CC BY-NC-ND
BY-NC-ND license
license (https://creativecommons.org/licenses/by-nc-nd/4.0)
(https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee of the 3rd International Conference on Industry 4.0 and Smart
Peer-review
Manufacturingunder responsibility of the scientific committee of the 3rd International Conference on Industry 4.0 and Smart
Manufacturing
Keywords: Lean Manufacturing, Industry 4.0; Lean 4.0; Wastes; TPS; Continuous improvement.

1. Introduction

In the 1950s, when an engineer named Taiichi Ohno focused his attention on value streams, production flows and
the various forms of waste within Toyota Motor Corporation where he was an executive member, he developed, in

*
*Corresponding author. Tel.: 0656471982
E-mail address: lina.naciry@gmail.com

1877-0509 © 2022 The Authors. Published by ELSEVIER B.V.

This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee of the 3rd International Conference on Industry 4.0 and Smart Manufacturing

1877-0509 © 2022 The Authors. Published by Elsevier B.V.

This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee of the 3rd International Conference on Industry 4.0 and Smart Manufacturing
10.1016/j.procs.2022.01.238
 L. Naciri et al. / Procedia Computer Science 200 (2022) 394–406 395
2 Abbou, R. and al/ Procedia Computer Science 00 (2021) 000–000

collaboration with his colleagues, tools and methods aimed at increasing the competitiveness of the company, thus
giving birth to a whole new system: the Toyota Production System (TPS) [1]. The latter was then introduced under
the name Lean [2] [3] [4] [5].
It is about a principle of the TPS invented by Krafcik [6] which directs the companies towards the continuous
improvement through many methods and various tools, aiming to eliminate all that does not bring added value like
waste, reduce time, facilitate operations while avoiding human errors etc., allowing the company to benefit from
considerable competitive advantages [3] [7].
With today's trend being digitization, the world has witnessed the birth of a new revolution called Industry 4.0,
whose technologies ensure the intelligence aspect of today's factories [8]. In this sense, and in line with the concept of
Lean Manufacturing, an implementation of Industry 4.0 also means integrating new technologies into existing Lean
Manufacturing systems and not replacing them [9]. The result of this integration is none other than Lean 4.0, an
effective way to achieve the next level of operational excellence.
This new concept forms the heart of this article which first describes the TPS from its foundations to its objectives
through its pillars, before focusing on Lean through its advantages and its evolution to Lean 4.0. At this stage, it is
appropriate to describe in the second place the tools of Lean 4.0 by emphasizing its links with Industry 4.0. A
realization of these intelligent tools will be presented through the modeling of useful and effective solutions for
companies wishing to implement Lean 4.0. Finally, to better demonstrate the advantages of applying this concept, a
simulation of one of the proposed solutions is presented, describing a real case that companies are facing.

2. Literature review: Analysis of Lean 4.0 concept

2.1. TPS system: foundations and pillars

The foundations of the TPS structure are built from four principles [10]. On the one hand, there is Heijunka, a
scheduling method that consists of smoothing production by volume or by product mix and whose principle is based
on simple and repetitive work, rather than a variation of orders [11]. Then Kaizen, which can be translated as
Continuous Improvement, is (according to the book Kaizen: The Key to Japan's Competitive Success published in
1986) much more than a simple approach to change. It is an indisputable philosophy of continuous development
without precipitation or major drastic reform, an absolutely cooperative approach, based on the adhesion and
involvement of all staff [12]. On the other hand, we cite the stability of 4M which is represented by the stability of
Manpower, Method, Machine and Materials, the 4 categories grouping together the bases of the problems of
production companies. Mastery of these elements represents mastery of improving the performance of the company.
The remaining principle is standardization, the objective of which is to make the best use of the various resources,
while maintaining a productive rate appropriate to customer demands. It describes a set of validated and accepted
procedures, which defines the best and most reliable practices, as well as the steps of each process and the tasks of
each employee [10].
As for the pillars, they are divided into two [10]. The first one called Jidoka, or empowerment, means automation
with a human touch. This principle is based on the automatic and immediate shutdown of machines as soon as an
anomaly appears in the products during manufacture, while alerting the operator in charge of maintenance. The second
pillar is Just-in-Time and consists in producing strictly the quantity needed when needed to meet customer needs
immediately [13]. This concept depends on three elements which are the Continuous Flow, (end-to-end production of
the chain without intermediate outstanding), the production on demand represented by the Tended Flow and the Takt
Time or the synchronization of production rhythms on exact client demand. [10].
The purpose of these foundations and pillars is none other than the elimination of waste of all kinds. The model
developed by Toyota focuses mainly on the wastes represented by the term MUDA that correspond to any action taken
that does not create any added value, but is accepted, the most popular being overproduction, defective products,
waiting times, transport, stocks, human movements and unnecessary operations, without forgetting the 8th MUDA,
which arrived a little later but being one of the most important, evoked by the non-exploitation of human potential
[14].
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The implementation of this system within companies will make it possible to achieve interesting strategic,
economic and organizational objectives, such as increasing revenues and operating margin, reducing costs generated
by the production of bad quality products while maintaining a high level of quality, increasing productivity and gross
margin without creating waste, reduction in work-in-progress and stocks, etc. For this, many tools have been
developed over time in order to concretize the principles of TPS [2] [3] [5] [15].

2.2. Evolution of Lean Manufacturing

Since its creation, Lean has evolved over time with the evolution of industrial methods and tools. As a start, Lean
is seen as a toolbox that promotes staff participation through 5S, Kaizen and TPM, to then migrate to Lean 2.0 which
raises the need to consider production as a system, hence the use of VSM (Value Stream Mapping) and SMED (Single
Minute Exchange of Dies) and the implementation of Kanban and Heijunka systems. But this is not enough. The need
to align value streams and processes as well as ensure agreement of all stakeholders in the business has given rise to
a method known as Hoshin Kanri [16].
Today we live in a new era where digitization is topical. This is how a new version of Lean appeared, known as
Lean 4.0, Lean automation, smart Lean or even Lean industry 4.0 [17]. The emergence of this development has been
accompanied by three hypotheses. If the first considers Lean as a prerequisite for Industry 4.0 simplifying the
automation and digitalization of manufacturing processes [18], the second assumes the opposite. Indeed, it emphasizes
the limits of the Lean implementation in terms of flexibility and complexity of the processes, things that Industry 4.0
allows to solve through the collection of information in real time for example [18] [29]. Finally, a third hypothesis
merges the first two and considers Lean as the basis of production success and that Industry 4.0 optimizes its
implementation, which creates complementarity and mutual support between the two paradigms. Note that the basic
principles of Lean will not change, but will be supplemented and improved by new technologies accompanying
Industry 4.0 [9] [20].
What should be noted is that despite Industry 4.0's ability to lead companies towards a policy of improvement,
without the combination with the principles of Lean and its tools, its advantages will not be fully exploited [19].

2.3. Lean 4.0 tools and principles

Lean 4.0 tools are methods based on Industry 4.0 technologies which are proving to be more advantageous than
those adopted so far. In this sense, we can consider the example of additive manufacturing (3D printing), which, being
based on the principle of producing only the material necessary for the finished product, allows the elimination of a
large number of wastes compared to traditional machining that proceeds by elimination of material.
Among these tools are those based on the Jidoka concept which in turn encompasses several concepts namely
Andon 4.0, a method which ensures that the operator receives error messages in real time by being equipped with a
smart watch. This can reduce the time between the occurrence of the failure and the notification thereof. This principle
is consolidated by the concept of Poka Yoke which is based on technical installations that help employees to avoid
mistakes. Thanks to their computational capacity and connectable sensors, CPS (Cyber Physical Systems) are a perfect
example [21].
The 2nd concept is Just in Time 4.0. It is the basis of Lean and aims to produce a good quality product, at the right
time, in the quantity needed and at the right cost. Several Industry 4.0 tools that can contribute to this goal are available.
We can present them as follows [22]:
First of all, we cite automated guided vehicles (AGVs) which minimize all kinds of waste in terms of handling and
more generally lead to self-organization which allows the construction of robust logistics networks for production.
For example, in the event of obstacles, the transport system will lead the vehicle to another path.
Then RFID, an automatic identification technology, maybe a continuous inventory monitoring, which translates
into good management and reduced inventory levels. Applied in this way to identify, track and locate material in real
time and more precisely to properly control the value chain, the result is better transparency of the process and a
reduction in waste of material search time. In addition, product recognition helps identify components that are
incorrect in order to remove them.
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The ability to analyze detailed process information in real time provides insight and synthesis of parameters that
can be used to eliminate all kinds of waste. In this sense, Big Data helps to deduce the best rules for the production
system and allows to identify its trends. In general, it has the potential to help improve the performance of the
production system. Always in the logic of just in time, the use of Kanban 4.0 (e-kanban) [23] acts as a control panel
which gives an overview of the state of each workstation in the system, which allows a real-time visibility of demand
signals. The kanban 4.0 system is among the most reliable systems for production. In addition to eliminating errors in
decision making, it can be integrated into enterprise resource planning (ERP) which encompasses all company
information in a centralized database.
A 3rd concept of Lean that has evolved is the Heijunka which aims to level production at a constant rate, producing
only what the customer requests, which generates a reduction in waste in terms of overproduction. Today, thanks to
Heijunka 4.0, planning becomes automated and short-term adjustments can be integrated smoothly. For example,
AnaPro software gives the production schedule based on product specifications and characteristics, technological
process structure, workplace and sales [22].
As part of continuous improvement processes, Kaizen 4.0, products being intelligent and connected through IoT
can collect process analysis data during and at the end of production. With a better mapping of value flows, it is
possible to automatically collect information by production line and by product [21].
The tools presented so far, as numerous as they are, are not the only ones to have evolved in terms of digitization.
Virtual Reality (VR) and Augmented Reality (AR) facilitate maintenance instructions, with analysis in the form of
complex algorithms to predict faults based on the big data. Detection, isolation as well as identification of faults lead
to the prevention of collateral damage and therefore reduces downtime and improves the productivity and maintenance
rate, which leads us to a new form of the Total Productive Maintenance (TPM): TPM 4.0 [22].

2.4. Statements and discussion

Various researches have explored the combination of Lean Manufacturing and Industry 4.0 from different tabs in
order to elucidate the nature of the relationship between these two paradigms.
Indeed, Industry 4.0 is essential in the implementation of Lean within a factory. This importance is presented by
the elimination of all limitations encountered during the implementation of Lean thanks to the deployment of the
different technologies offered by the new evolutionary industry. Likewise, companies can increase their productivity,
efficiency and performance compared to the competition by exploiting the tools of Industry 4.0. In particular IoT and
big data which are at the top of industry 4.0 technologies that can be integrated into Lean Manufacturing and thus
contribute to the continuous improvement of the company transforming it into an intelligent factory in line with the
concept of company 5.0 introduced in 2015 by the Japanese government. This integration gives birth to Lean
automation, and according to some authors this integration cannot be established without the human factor, the latter
being the major key to this change [24].
This important relationship goes back to Lean concepts. For example, standardization, organization and
transparency are fundamental in supporting the implementation and consolidation of Industry 4.0. [25]. On the other
hand, if we categorize industry 4.0 into 3 classes (technologies of industry 4.0, systems of industry 4.0 and
characteristics of processes of industry 4.0), we observe a great interaction between Class of technologies and Lean
represented mainly through the management and prevention of waste using cloud computing [26]. Moreover, digital
transformation has strengthened the Lean production system, the impact of this transformation is more significant in
terms of methods and tools which are in turn improved and become smarter, which has made Lean Production System
LPS processes more and more agile and adapted to the characteristics Industry 4.0 and thus allowing to acquire more
productivity and flexibility at the level of the workshops [27].
In addition, the use of Industry 4.0 technologies has made it possible to develop several smart tools that not only
improve business productivity, but also guarantee a healthy and reliable working environment by ensuring the safety
of operators in the industrial workplace and construction field. Citing for example, the ALI system (Active Leading
Indicators) allowing to follow the heartbeats and the temperature of the operators and to warn them once one of the
indicators exceeds the critical threshold, or the use of the PSIM (Physical Security Information Management) system
based on GPS technologies and cloud computing, to generate personalized instructions in real time to operators
indicating their physical characteristics and their location on the construction site. Another example to consider is that
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of SSU (Shadow Security Unit) technology based on technologies similar to the SCADA system and capable of
detecting deviations from production units. The use of Industry 4.0 technologies, more particularly the industrial
Internet of Things and cloud computing, have made it possible to solve several security problems and ensure its good
management [28].
Finally, Lean and Industry 4.0 are two complementary elements. On one hand, the application of Lean
Manufacturing concepts helps reduce waste, standardize processes, and organize work, which helps to facilitate the
implementation of the various technologies of Industry 4.0 in factories. On the other hand, the technological evolution
presented by the various tools of Industry 4.0 allowed Lean concepts to be developed and acquire increasingly
significant results and an exceptional level of maturity.
In the next section, we present different ideas combining the tools of Lean Manufacturing and new technologies of
Industry 4.0, with the aim of improving the productivity and efficiency of industrial companies.

3. Lean 4.0 proposals for Moroccan companies

A study was carried out by the Laboratory of Genetics, Neuroendocrinology and Biotechnology of the Ibn Tofail
University of Kenitra-Morocco, in order to measure the level of implementation of Lean Manufacturing within
Moroccan food industry companies, and showed that this approach is only adopted in 3rd place in Morocco. This
comes down to several reasons, in particular the lack of skills, especially for small businesses, the difficulty of
involving employees and convincing managers of the actions to be taken, thus putting significant brakes on change
[29].
However, some companies, especially in the automotive and aerospace industries, have started adopting this policy
in their factories after realizing the advantages and benefits they can reap. We are now starting to find departments
specializing in Lean and Improvement, and new positions have been created.
In this sense, the following presents a selection of ideas that can be applied in order to introduce Lean 4.0 within
Moroccan companies. These proposals require a significant investment. The targets are therefore the subsidiaries of
automotive equipment manufacturers, the latter having a strong presence in the industrial sector in Morocco. In
addition, these equipment manufacturers most often have a varied (several references) and important production,
which makes them more exposed to waste, hence the need to implement Lean. For each proposed solution, we present
a model of its operation.

3.1. Smart machine

In order to reduce the burden on operators and minimize the time spent looking for the source of the problem, the
company can set up an intelligent machine which, when a failure occurs, by applying the principle of Jidoka 4.0,
automatically stops production, warns the production and maintenance departments and then distributes its load to
other identical machines in order to ensure the continuity of production.
In addition, and in a more autonomous discipline, it detects the source of the failure (electrical, mechanical,
hydraulic problem, sensors, etc.) and, thanks to the integration of Big Data, searches the database if the problem has
already occurred. In this case, it displays information describing the problem and how to repair it to facilitate
intervention. Otherwise, an alert message is sent to the maintenance department so that an operator can come and find
the source of the fault. Once the repair is complete, the information about this failure and the intervention performed
are recorded and added to the database for use in the event of a new occurrence of the same failure.
This intelligent machine, being autonomous, automatically detects failures which reduces the rate of non-
conformities, while load sharing ensures continuity of production. In addition, archiving information about faults and
operating procedures plays an important role in reducing downtime and increasing machine efficiency.
Fig. 1 illustrates the modeling of this process through BPMN (Business Process Model and Notation), a graphical
representation of business processes from a model built by notations in the form of a set of symbols representing
actions, flows or behavior of the process described [30].
 L. Naciri et al. / Procedia Computer Science 200 (2022) 394–406 399
6 Abbou, R. and al/ Procedia Computer Science 00 (2021) 000–000

Fig. 1. BPMN model of the smart machine process

3.2. Andon 4.0

The Andon 4.0 system is primarily based on establishing a real-time, continuous connection between machine and
human. Following the logic of the intelligent machine described in section 3.1, the maintenance operator must be
notified of the fault that has occurred so that it can be repaired. In the current case, this warning is given in a traditional
way using a light system and an audible signal indicating the degraded state of the machine, which requires the
permanent presence of an operator whose main function would be to monitor the machine. Which is not obvious.
The Andon 4.0 system not only allows us to free this operator who can devote himself to other tasks while
remaining aware of the state of the machine, but also to directly target the department that needs to intervene in order
to resolve the problem. But how can this be possible?
Fig. 2 models the sequence where the machine, following the detection of an anomaly (failure, lack of parts, lack
of raw material, etc.) blocking its operation or affecting production, sends a notification to the Andon central server
which, connected to the various departments that may be concerned (maintenance, production, quality, etc.),
automatically sends an SMS / Mail to employees (operators and managers alike, depending on the type of failure)
warning them of the details (production line and machine / equipment concerned, problem observed, etc.), for
immediate intervention. Actors will be able to acknowledge receipt for better communication between staff.
Team
Cloud concerned

Notification
Team
leader

Machine out
of order
Andon Team
server manager

Fig. 2. First sequence of Andon system

Then, as shown in Fig. 3 (a), the operator or crew moves to the point of impact to repair the fault and restart the
machine. Finally, the operator or team who performed the intervention sends a new notification to notify the staff and
an archive of the operations carried out is created in the cloud for future use in accordance with Fig. 3 (b).
400 L. Naciri et al. / Procedia Computer Science 200 (2022) 394–406
Abbou, R. and al/ Procedia Computer Science 00 (2021) 000–000 7

a b

Fig. 3. (a) second sequence of Andon system; (b) Third sequence of Andon system.

This communication can be done thanks to the IoT (Internet of Things) through connected watches that employees
will have to wear during their presence in the field. Through the IoT, we research the potential of new technologies
and their impact on the continuous improvement of the real world. It mainly involves connecting physical objects to
the Internet in order to get the right service at the right time and in the right place. A 2014 study showed that nearly
20% of global companies (1,500 surveyed) invest in IoT compared to only 17% in 2013, and 14% of them indicate
that they have placed sensors at the top of their priority for the following five years [31].
In addition, the IoT satisfies the growing demand for connected devices to provide information that can be accessed
anytime, anywhere [32]. With their small size, low cost, ease of use and multiple features, smartwatches are the perfect
example of connected devices that can be used for our case study. As the connection is established via WIFI and
through a dedicated application, the user can move around with ease and confidence while remaining informed unlike
the case of the connection via Bluetooth, the latter having a short range. Thanks to this connection, we can ensure a
real-time and continuous flow of information between the sensors of the intelligent machine and the connected
watches. In the event of a failure, a notification is sent in a loop until acknowledgment on the smartwatch, in the form
of a strong vibration and a pop-up window indicating the details of the failure.
This system allows us to minimize the time and effort spent looking for the origin of the problem and to directly
target the department that can ensure the repair of the fault in addition to keeping traceability to facilitate future
interventions and to have visibility in real-time machine status (effective supervision). It also allows us to predict the
occurrence of a failure and therefore to avoid it (overheating, overvoltage, ...).

3.3. Flow mastery

Controlling the flow is one of the major issues facing manufacturing companies. A large number of similar
products, a variety of storage space, high production load, etc. Several factors increase the risk of poor flow
management, of not knowing where is what, how much is available, and in what storage area, resulting in high search
time, unnecessary movements and even overproduction.
For this reason and in order to allow these companies to increase their productivity, their efficiency, and to ensure
the continuity of production, we offer a solution based on the RFID system (Radio Frequency Identification), an
automatic identification technology used in the recording and reception of data via electronic devices. This technology
will make it easier to control rooting of outstanding amounts to their specific location.
The term RFID encompasses all technologies that use radio waves to automatically identify objects or people. It is
a technology that allows information to be stored and retrieved remotely using a tag that emits radio waves. This is a
method used to transfer data from labels to objects, or to identify objects remotely. The tag contains electronically
stored information that can be read remotely [33].
In this sense, Fig. 4 shows the example of two production units (Cutting and Pre-assembly).
8 Abbou, L.
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Fig. 4. BPMN model of the RFID system

As soon as a batch is completed by the cutting unit, an operator routes the outstanding amounts to the near-assembly
supermarket. Once the semi-finished product is placed in its correct location, the RFID card reader detects the article,
and sends a signal to the MES (Manufacturing Execution System) software package which generates the launch of a
kanban order by specifying the exact location of the article to the 2nd production unit near-assembly before renewing
the kanban order for the 1st production unit (cut).
By adopting this concept, we can eliminate overproduction and thereby avoid overstocking because before, items
that were not in their location were considered missing and then reproduced in order to avoid stopping production for
the 2nd unit. In addition, there will be no more unnecessary movements of agents working in production lines who
waste a lot of time in finding the desired item.

3.4. Smart sensors

Thanks to smart sensors, powering the Kanbans will no longer be a problem for different companies wanting to
make their factories one of the smartest.
In fact, the distribution of the components necessary for production will take place following reception of the signal
transformed by the sensor. The latter will play the role of intermediary between production and the supply department,
so that once the threshold fixed in advance has been reached, it triggers a signal which will alert the operator
responsible for supplying the lines in it. indicating the desired reference.
In addition, the weight of the components applied to the test body which represents the sensitive element and whose
resistance changes according to the mechanical force exerted, is constantly compared with the value specified
beforehand, after the two values (the weight measured and the fixed value) are identical, this sensor converts this
resistance into an optical or sound output signal making it possible to specify the container requiring replenishment.
The supplier's alert is made through an exchange or sharing of resources using the network which connects the
transmitter (sensor) and the receiver (information device) by a message transmitting the data on the status containers.
This technology will facilitate communication between the two departments, eliminate unnecessary movement of
the distribution agent as its movement will depend on the signal received, and prevent operators working in production
lines from having to travel to resupply. Again, this communication can be provided by the Andon 4.0 system described
above.
As illustrated in Fig. 5, upon detection of the replenishment threshold, the sensor sends an alert message to the
provider so that the latter can feed the kanbans. Otherwise, if the containers are still full, the production function
continues until the threshold value is detected.
402 L. R.
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Procedia Computer
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00 (2021) 394–406
000–000 9

Fig. 5. BPMN model of the smart sensors system.

4. Case study: simulation of the intelligent machine and the Andon 4.0 systems within a Moroccan company

The use of a simulation model allows us to better understand the gains to be made by applying innovative solutions
without having to resort to physical models, which saves us the cost and time spent to materialize this system.
In order to materialize the ideas described in the previous section, we offer a simulation of a real case faced by
Moroccan companies. This simulation concerns the intelligent machine which, on the occurrence of a failure, by
applying the principle of Jidoka 4.0, automatically stops production and warns both the production department and
the maintenance department, by direct communication between the machine and the various agents by automatically
displaying the location and cause of the anomaly (Andon 4.0).
After the extrusion and stretching of the raw material, the semi-finished product is brought to a cooling basin, to
get to the last stage before storage: bar cutting using a tulip. This is how we have schematized through Fig. 6 the
manufacturing process of plastic tubes (plastic extrusion sector).

Fig. 6. Simulation of the plastic extrusion process.

The anomalies observed and having a negative impact on the productivity of the line are those encountered during
the start-up of a new product, because of the various machine blocks which contain several components (resistors, air
pumps, etc.) and favor the probability of failure during start-ups. This simulation aims to schematize the gain in
productivity of this production line. To do this, we have chosen the days when the operating time of the machine is at
its maximum, with the aim of recording the number and characteristics of breakdowns during the production process.
We collected data during 15 successive start-ups of one of the extruders, focusing on failures that occurred during
these start-ups. The intervention and failure data are presented as shown in Table 1:
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10 Abbou, R. and al/ Procedia Computer Science 00 (2021) 000–000

Table 1. Technical data of the extruder during operation.

Extruder
Start-up time (min) Breakdown arrivals Intervention / Diagnosis (min) Repair time (min) Restart (min)
1st start 185 * 70 43 45
2nd start 168
3rd start 150
4th start 168 * 140 225 70
5th start 190 * 35 85 42
6th start 195 * 50 315 75
7th start 210
8th start 155
9th start 178 * 65 25 35
10th start 186
11th start 173
12th start 205
13th start 185
14th start 165 * 95 30 50
15th start 141 * 135 305 95
Standard deviation (min) 19.65221422 40.76646614 130.7063229 21.65970584
Average (min) 176.9333333 84.28571429 146.8571429 58.85714286

The results of this simulation show a number of compliant articles of 98 articles / day, for an occupancy rate for
each resource. As shown in fig. 7, taking the example of the maintenance agent who has an occupancy rate of 13.76%,
the failure lasted 3.30 h / 24h for a productivity rate equal to 66.59% , i.e. 15.98 h / 24h.

Fig. 7. Simulation results of the plastic extrusion process.

The results obtained in the first part of the proposed simulation clearly show the time wasted in determining the
cause of the non-functioning of the pipe production line. The combination of the intelligent machine with the Andon
4.0 system allows to minimize repair time, to automatically detect the source of anomalies, and to get a real time
notification of the failure so that the maintenance department can proceed with the intervention.
404 L. Naciri et al. / Procedia Computer Science 200 (2022) 394–406
Abbou, R. and al/ Procedia Computer Science 00 (2021) 000–000 11

In order to simulate the effect of the application of these two principles of lean 4.0, we have taken the same plastic
extrusion process schematized in figure 7. The process blocks have remained unchanged, on the other hand a signal
representing the message of Maintenance Agent Prevention is added to describe the Andon 4.0 system. We deemed
unnecessary the diagnostic time introduced in the first simulation because, the technology of the intelligent machine
is based on the computerized and precise detection of the fault. We also reduced the repair step to a value of 120 min
based on proven statistics.
The results report generated by the simulation software and which is shown in Fig. 8, clearly attests to the gain
obtained through the application of the solutions mentioned. In comparison with the results of the first simulation, the
number of articles produced went from 98 Article / Day to 107 Article / Day, a difference of 9 articles. Consequently,
thanks to the cancellation of the diagnostic time and the reduction of the intervention time, the occupation time of the
extruder has increased by 11%, which is the equivalent of 2.64 hours of additional production time. In addition to that,
maintenance intervention ratio fell from 13.8% to 5.1%, which corresponds to 1.22 hours of gain.

Fig. 8. Simulation results of the plastic extrusion process after application of LEAN 4.0.

Conclusion and perspectives

This article has focused on the opportunities presented to Moroccan companies by applying Lean 4.0, a concept
representative of collaboration and mutual support between industry 4.0 through its different technologies, and the
philosophy of Lean including principles and methods will not change. It is therefore a reflection paper that companies
can refer to in order to ensure that the implementation of Lean 4.0 is feasible and worth an investment that will generate
profits for the company.
The proposed solutions represent practical cases that Moroccan companies can apply to facilitate their
manufacturing processes while gaining in terms of productivity, efficiency and traceability. Improving these indicators
will be accompanied by a reduction in operator workload and response times, and in the fluidity of communication
within the company between machines, between men and between men and machines.
Each of these solutions presents essential added value for companies. The intelligent machine, for example, makes
it possible to gain in terms of efficiency: interventions are carried out easily, downtimes are reduced and production
stoppage are avoided. The Andon 4.0 system ensures immediate reactivity thanks to its ability to target the department
directly affected by the failure. Indeed, as demonstrated through the proposed simulation, by implementing these two
systems, we were able to reduce intervention and diagnostic times. As a result, the machine's occupancy rate and
productivity have increased dramatically.
 L. Naciri et al. / Procedia Computer Science 200 (2022) 394–406 405
12 Abbou, R. and al/ Procedia Computer Science 00 (2021) 000–000

Since flows are a key element in a process, their control is essential for the smooth running of production, hence
the interest of RFID technology which comes to facilitate the control of the flow of work in progress. Ultimately,
smart sensors will make the process of feeding Kanbans more efficient.
As a perspective, these solutions can be adapted to the needs of SMEs and large companies in all sectors. This
necessarily involves raising companies' awareness of the potential offered by Lean 4.0, knowing that this concept can
be implemented by companies without a prior implementation of classic Lean Manufacturing. Finally, in order to
remedy the problem of lack of skills, one of the most important obstacles to the implementation of Lean 4.0, it would
be advisable to introduce related modules into the training offered by Moroccan universities.

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