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- Eriksson, Kristina M., 1976-, et al.
(author)
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Beyond lean production practices and Industry 4.0 technologies toward the human-centric Industry 5.0
- 2024
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In: Technological Sustainability. - : Emerald Group Publishing Limited. - 2754-1312 .- 2754-1320.
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Journal article (peer-reviewed)abstract
- Purpose Both technological and human-centric perspectives need to be acknowledged when combining lean production practices and Industry 4.0 (I4.0) technologies. This study aims to explore and explain how lean production practices and I4.0 technologies may coexist to enhance the human-centric perspective of manufacturing operations in the era of Industry 5.0 (I5.0).Design/methodology/approach The research approach is an explorative and longitudinal case study. The qualitative data collection encompasses respondents from different job functions and organizational levels to cover the entire organization. In total, 18 interviews with 19 interviewees and five focus groups with a total of 25 participants are included.Findings Identified challenges bring forth that manufacturing organizations must have the ability to see beyond lean production philosophy and I4.0 to meet the demand for a human-centric perspective in socially sustainable manufacturing in the era of Industry 5.0. Practical implications The study suggests that while lean production practices and I4.0 practices may be considered separately, they need to be integrated as complementary approaches. This underscores the complexity of managing simultaneous organizational changes and new digital initiatives.Social implications The research presented illuminates the elusive phenomena comprising the combined aspects of a human-centric perspective, specifically bringing forth implications for the co-existence of lean production practices and I4.0 technologies, in the transformation towards I5.0.Originality/value The study contributes to new avenues of research within the field of socially sustainable manufacturing. The study provides an in-depth analysis of the human-centric perspective when transforming organizations towards Industry 5.0.
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| 2. |
- Osmanovic, Senad, 1990-, et al.
(author)
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Uncaptured value in sustainable business model innovation : the missing link
- 2024
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In: Technological Sustainability. - Bingley : Emerald Group Publishing Limited. - 2754-1312 .- 2754-1320.
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Research review (peer-reviewed)abstract
- Purpose: The purpose of this systematic literature review is to understand what the phenomenon of uncaptured value is, identify where it is operationalized and explore how it can be transformed into value opportunities. Uncaptured value in sustainable business model innovation can lead to new value creation which, in turn, can promote practices of innovation, sustainability and inclusiveness. Design/methodology/approach: A systematic literature review was conducted using eight databases to identify 47 articles using the phrase sustainable business model innovation along with the terms value uncaptured, value surplus, value absence, value missed and value destroyed. Findings: The findings have identified that uncaptured value is reoccurring in sustainable business model innovation but is left as the missing link. This paper outlines the novelties of uncaptured value in sustainable business model innovation into a framework that can be used for future research, which is also discussed, concluded and suggested. Originality/value: A framework for the continued research on uncaptured value in sustainable business model innovation with an emphasis on influences, operationalization and practices has been created to further the research frontier and capture the missing link. © 2024, Senad Osmanovic, Henrik Barth and Pia Ulvenblad.
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| 3. |
- Tetteh-Caesar, Michelle Grace, et al.
(author)
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Implementing Lean 4.0: A Review of Case Studies in Pharmaceutical Industry Transformation
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In: Technological Sustainability. - 2754-1312.
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Journal article (peer-reviewed)abstract
- Purpose: The purpose of this systematic review is to critically analyse pharmaceutical industry case studies on the implementation of Lean 4.0 methodologies to synthesize key lessons, benefits, and best practices. The goal is to inform decisions and guide investments in related technologies for enhancing quality, compliance, efficiency and responsiveness across production and supply chain processes.Design/methodology/approach: The article utilized a systematic literature review (SLR) methodology following five phases: formulating research questions, locating relevant articles, selecting and evaluating articles, analysing and synthesizing findings, and reporting results. The SLR aimed to critically analyse pharmaceutical industry case studies on Lean 4.0 implementation to synthesize key lessons, benefits and best practices.Findings: Key findings reveal recurrent efficiency gains, obstacles around legacy system integration and data governance as well as necessary operator training investments alongside technological upgrades. On average, quality assurance reliability improved by over 50% while inventory waste declined by 57% based on quantified metrics across documented initiatives synthesizing robotics, sensors and analytics.Research Limitations: As a comprehensive literature review, findings depend on available documented implementations within the search period rather than direct case evaluations. Reporting bias may also skew towards more successful accounts.Practical Implication: Synthesized implementation patterns, performance outcomes and concealed pitfalls provide pharmaceutical leaders with an evidence-based reference guide aiding adoption strategy development, resource planning and workforce transitioning crucial for Lean 4.0 assimilation.Originality/Value: This systematic assessment of pharmaceutical Lean 4.0 adoption offers an unprecedented perspective into the real-world issues, dependencies and modifications necessary for successful integration absent from conceptual projections or isolated case studies alone until now.
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