A Maturity Model to Become a Smart Organization Based on Lean and Industry 4.0 SynergyBertha Leticia Treviño-Elizondo, Heriberto García-Reyes, Rodrigo E. Peimbert-García
- Management, Monitoring, Policy and Law
- Renewable Energy, Sustainability and the Environment
- Geography, Planning and Development
- Building and Construction
This paper proposes a maturity model (MM) to become a smart organization considering Lean as a key enabler to drive I4.0 adoption. A systematic literature review on I4.0 and Lean concepts plus I4.0 adoption models was conducted through the PRISMA method based on articles from Scopus and Web of Science databases, and records from official websites (e.g., consulting firms) published between 2011 and 2022. Identifying the Lean and I4.0 relationship and comparing the models’ relevant characteristics allowed the development of the MM proposal. Although previous research refers to Lean and I4.0 collaboration, the opportunity to design a reference model for adopting both approaches was identified since their interaction enhances value creation. The comprehensive model supports structuring the types of Lean principles/methods/tools and I4.0 technologies and their action to link them and define which of them need to be implemented according to the maturity level chronologically. Additionally, the proposed MM provides an adoption roadmap that starts eliminating non-added activities in the initial stages for process improvement to integrate I4.0 enabling technologies later. The model makes it possible for practitioners to generate implementation and development processes oriented toward I4.0 adoption based on maturity levels in which Lean has the starting point at the first ones. Hence, it defines the enabling technologies to be incorporated and linked throughout the value chain, enhancing a Lean culture. This model will help organizations to become “smart” by allowing them to transition toward the best technology investment and continuously add value to their processes, people, and products. Moreover, the results will motivate researchers to study further the application of models for I4.0 adoption in which Lean is integrated to fill the gap with the I4.0 embrace caused by quickly changing industrial environments and the uncertainty and unknowledge of guidelines associated with incorporating new technologies.