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Smart Manufacturing and Sustainable Lean Management

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A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Sustainable Management".

Deadline for manuscript submissions: closed (30 June 2023) | Viewed by 33471

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Special Issue Editor

Prof. Dr. Taho Yang

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Guest Editor

Institute of Manufacturing Information and Systems, National Cheng Kung University, Tainan 70101, Taiwan
Interests: lean management; smart manufacturing; production and operations management; simulation optimization; multi-criteria decision making

Special Issue Information

Dear Colleagues,

Smart factories are an emerging industry in the newly emerging Industry 4.0. Smart manufacturing aims to meet individual customer requirements with the least amount of waste and/or maximum resource utilization. Lean management is the pursuit of zero inventory through just-in-time policies to meet individual customer requirements with the least amount of waste. Therefore, smart manufacturing and lean management are two approaches that have the same ideal objective—customer satisfaction and zero waste. To realize this common objective, efforts have been made to eliminate all waste that might occur in the whole value chain that starts from a customer order, through product and process development, to production and operations management, and finally to supplier management for satisfactory customer consumption. Sustainable lean management aims to achieve both waste reduction and customer satisfaction at the same time. Along with the overall value stream, smart manufacturing in combination with lean management can reach the next level of excellence through digitalization. Thus, a focused digitalization must take place within the context of overall value stream goals. Therefore, the common sustainable objective of both smart manufacturing and lean management can be achieved through continuous improvement and encompasses many issues arising from the overall value stream. This Special Issue aims to explore the emerging management problems arising from smart manufacturing and sustainable lean management including: strategies, modelling, and assessment approaches to ensure sustainable manufacturing, service, and supply chain management in various aspects, including but not limited to:

Continuous improvement;
Lean management;
Lean product and process development;
Pull production system;
Quality management;
Smart manufacturing;
Smart manufacturing and lean management;
Suppliers’ management;
Sustainable manufacturing;
Toyota Production System;
Value stream mapping ;
Work-in-process management.

Prof. Dr. Taho Yang
Guest Editor

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Keywords

continuous improvement
lean management
smart manufacturing
sustainability
value stream mapping

Published Papers (6 papers)

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Research

25 pages, 1716 KiB

Open AccessArticle

Integration of Lean Green and Sustainability in Manufacturing: A Review on Current State and Future Perspectives

by Ifeoluwa Elemure, Hom Nath Dhakal, Michel Leseure and Jovana Radulovic

Sustainability 2023, 15(13), 10261; https://doi.org/10.3390/su151310261 - 28 Jun 2023

Cited by 6 | Viewed by 3983

Abstract

The literature presents a review of the current application of lean and green practices and highlights the context, barriers, drivers, tools, and critical success factors and tools for the integration of lean and green practices within the Sub-Saharan African (SSA) manufacturing industry. In addition, the current state, gaps in the existing literature, and future perspectives on the current challenges of the industry have been suggested for the integration of both paradigm and sustainability of the industry. Integration of lean-green provides means to addressing issues faced by manufacturing industries for improved competitiveness. This study demonstrates that the application of lean and green practice is critical to be identified and applied within the region through the analysis of research papers published in both operational and sustainability journals. The findings of this review indicate that the synergy of lean and green practices is an effective initiative for resolving the operational and sustainability challenges of the manufacturing industry within SSA. To achieve operational excellence and mitigate environmental concerns, industries must implement the right tools and consider the critical success factors. By applying appropriate tools and models, the SSA region can address the current challenges and achieve a reduction in cost significantly. Full article

(This article belongs to the Special Issue Smart Manufacturing and Sustainable Lean Management)

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27 pages, 2183 KiB

Open AccessArticle

The Impact of Lean Management Practices on Economic Sustainability in Services Sector

by Mai Mostafa Awad, Abd‘Elazez Hashem and Hend Mohamed Naguib

Sustainability 2022, 14(15), 9323; https://doi.org/10.3390/su14159323 - 29 Jul 2022

Cited by 7 | Viewed by 3530

Abstract

Lean management is a significant weapon that can help firms within the fourth industrial revolution to find unique solutions to their own unique problems. On the other hand, there is a noticeable increase in the level of awareness of firms all over the world regarding their urgent need to achieve economic sustainability. This paper aims to build a model that best measures the impact of lean management practices on economic sustainability for service firms. For this purpose, a multiple case study is employed, exploratory and confirmatory factor analyses are utilized to develop valid and reliable measure of lean management, and Pearson’s correlation and regression analyses are employed to measure the impact of lean management on economic sustainability. The results provide evidence of the positive impact of lean management on economic sustainability. This paper contributes to the literature by developing a novel measure of lean management and by providing evidence of the positive impact of lean management on economic sustainability, as this relation is not well tested empirically, especially in emerging economies. Full article

(This article belongs to the Special Issue Smart Manufacturing and Sustainable Lean Management)

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21 pages, 3918 KiB

Open AccessArticle

A Sustainable Productive Method for Enhancing Operational Excellence in Shop Floor Management for Industry 4.0 Using Hybrid Integration of Lean and Smart Manufacturing: An Ingenious Case Study

by Varun Tripathi, Somnath Chattopadhyaya, Alok Kumar Mukhopadhyay, Shubham Sharma, Changhe Li, Sunpreet Singh, Waqas Ul Hussan, Bashir Salah, Waqas Saleem and Abdullah Mohamed

Sustainability 2022, 14(12), 7452; https://doi.org/10.3390/su14127452 - 18 Jun 2022

Cited by 18 | Viewed by 5318

Abstract

In industry 4.0, industry individuals implement lean and smart manufacturing to improve shop floor management systems. Shop floor management is used to control operational performance and enhance production within limited constraints. Various shop floor management approaches are used in the present scenario of industry 4.0, and mainly include value stream mapping, total productive maintenance, Internet of Things, artificial intelligence, machine learning, and fuzzy logic. The present research aims to develop an open innovation method to achieve sustainability in shop floor management systems in industry 4.0 by using lean and smart manufacturing concepts. The proposed method has been validated by an enhancement obtained in a real case of the shop floor management system in industry 4.0. The authors are confident that the proposed method would provide sustainability in the shop floor management system within limited constraints in industry 4.0. Full article

(This article belongs to the Special Issue Smart Manufacturing and Sustainable Lean Management)

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17 pages, 5717 KiB

Open AccessArticle

A 5S Lean Strategy for a Sustainable Welding Process

by Carlos Manzanares-Cañizares, Alberto Sánchez-Lite, Víctor F. Rosales-Prieto, José Luis Fuentes-Bargues and Cristina González-Gaya

Sustainability 2022, 14(11), 6499; https://doi.org/10.3390/su14116499 - 26 May 2022

Cited by 4 | Viewed by 7484

Abstract

The correct performance of the welding processes used to join metal parts or structural elements is considered to be of vital importance to guarantee the reliability of these products during their useful lives. Adequate workstation design ensures a safe environment in which an operator can perform these processes correctly. In order to guarantee the quality of welding seams, which are used to join metal parts and structural elements, a series of standards have been developed; these standards establish requirements to guarantee the correct performance of welding processes, and the inspection of the metal welds obtained. The 5S methodology has proven to be a valid tool for improving workplaces in industrial and service activities; it is a capstone methodology when companies implement lean production approaches. This work presents a framework for applying the 5S methodology in metal welding workplaces. It defines an index to evaluate the degree of implementation of the 5S methodology, and the application of the important performance analysis methodology (IPA). Fuzzy logic is used to treat the uncertainty in evaluating the different evaluation indicators proposed. This framework is applied to a real practical case, to provide an example of its use in establishing good manufacturing practices that guarantee compliance with the requirements of welding standards, and guaranteeing the correct handling and storage of the materials and tools used in welding processes for the manufacture of welded parts and structural elements. Full article

(This article belongs to the Special Issue Smart Manufacturing and Sustainable Lean Management)

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19 pages, 4927 KiB

Open AccessArticle

Using Lean to Improve Operational Performance in a Retail Store and E-Commerce Service: A Portuguese Case Study

by Pedro Alexandre Marques, Diana Jorge and João Reis

Sustainability 2022, 14(10), 5913; https://doi.org/10.3390/su14105913 - 13 May 2022

Cited by 12 | Viewed by 9335

Abstract

Ensuring on-shelf availability is essential for retailers to maintain high service levels for both in-store and E-Commerce consumers. The performance of this indicator largely depends on reorder planning decisions, as well as on the effectiveness of the replenishment process. This paper presents a case study that involved two Lean initiatives, which together have contributed to a significantly reduction in the number of out-of-stock events incurred by a retail store and an increase in the order fulfilment rate accomplished by the online commerce service. In the first initiative, a value stream management (VSM) methodology was adopted to redesign the existing replenishment process in the most relevant fresh food market: fruits and vegetables. The second initiative involved the implementation of a simple, but effective visual inventory management system in the warehouse of the E-Commerce division, where a wide set of fast-moving consumer goods (FMCG) is stored using kanban cards. This paper hence demonstrates, through practical application, that Lean tools can be employed to improve operational processes with positive impacts on both the physical store performance and on results regarding the online commerce business. Full article

(This article belongs to the Special Issue Smart Manufacturing and Sustainable Lean Management)

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20 pages, 3565 KiB

Open AccessArticle

A Study on the Optimization of In-Process Inspection Procedure for Active Pharmaceutical Ingredients Manufacturing Process

by Taho Yang, Shin-Yi Lin, Yu-Hsiu Hung and Chung-Chien Hong

Sustainability 2022, 14(6), 3706; https://doi.org/10.3390/su14063706 - 21 Mar 2022

Viewed by 2655

Abstract

The in-process inspection procedure is one of the critical operations in the active pharmaceutical ingredients manufacturing process. This study aims to improve the performance of the IPI service system in terms of three main criteria, namely service level, cycle time, and maximum tardy time. In solving this multiple-criteria decision-making problem, the proposed study seeks to redesign three process control factors, namely the service configuration, the dispatching rule, and the scheduling rule. The problem is solved using the Taguchi robust design methodology. Since the Taguchi method handles parameter design problems with only one criterion, Technique for Order Preference by Similarity to an Ideal Solution, a multiple-criteria decision-making method, is used to provide a surrogate response to the Taguchi method. The numerical results show that the redesigned IPI system improves the service level by 28.75%, the cycle time by 18.32%, and the maximum tardy time by 22.22%. Full article

(This article belongs to the Special Issue Smart Manufacturing and Sustainable Lean Management)

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