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The purpose of this paper is to present a case study of a hospital nursing unit that has evaluated and approved a two‐bin “e‐kanban” replenishment system based on passive high frequency radio‐frequency identification (RFID) technology.

The case study analysis is based on both qualitative and quantitative data that were collected using semi‐structured interviews, on‐site observations and experience from previous implementations. The data and simulation analysis presented in this paper were validated by key respondents thereby increasing their reliability.

Results indicate that implementing the e‐kanban RFID solution in conjunction with the redesign of the ward floor and of the roles and functions can substantially improve business and operational performance. The most important benefits for the hospital are derived from the time saved from non‐value‐added activities that can be transferred to patient care activities and the significant reduction of on‐hand inventory at distributed storage locations. The solution is considered an alternative that requires less initial investment than RFID‐enabled cabinets used in the replenishment of consignment and high‐value supplies in operating rooms and cardiac catheterization laboratories.

There is a need to conduct further research on RFID supply chain management (SCM) applications in the healthcare sector as this area holds a great potential for performance improvements. Additionally, there is a need to conduct more in‐depth research into the isolated impact of RFID technology in comparison to the change management and process redesign that it generates. One key limitation of this research is the case study approach based on a single case. This paper, therefore provides direction for practitioners on how to assess RFID's potential impact in the healthcare supply chain.

While most of the research on RFID in healthcare sector focuses on active RFID technology for asset management, this research presents a novel RFID application and contributes to our understanding of RFID's potential in intra‐organizational SCM processes.

Faced with increasing global competition and growing customer expectations, manufacturers looking for significant performance improvements often look to one of the two choices: implementing an enterprise resource planning (ERP) system, or applying the tools and techniques associated with lean production. In fact, many companies are today applying both approaches in an attempt to realise competitive advantage in the global marketplace. However, there seems to be an ongoing debate within the academic literature as to whether lean and ERP are complimentary or contradictory technologies. This paper aims to present a thorough and critical review of literature with the objective of bringing out pertinent factors and useful insights into the role and implications of ERP systems in lean production and to develop a research framework that can be used by researchers and practitioners for studying the value of integrating ERP with lean.

The research methodology employed is literature survey. Literature has been collected primarily through journals within the area of operations management. For rigorousness, textbooks, conference papers, white papers and dissertations have been excluded from the subsequent analysis. Though older literature has been considered to define the scope of this investigation, only literature published after the year 2000 has been considered in the analysis in order to be current in the research field.

The paper proposes a classification scheme for the current research on ERP and lean production, which identifies six major areas in the extant literature. The literature survey is used to find existing research gaps and provides a research framework for future research directions regarding applications and implications of ERP systems in lean production.

This paper fulfils an identified need to study the interactions between ERP systems and lean production.

In the traditional sense, information technology has often been viewed as a contributor to waste within lean production. However, as the business world changes and competition from low‐cost countries increases, new models must be developed which deliver competitive advantage by combining contemporary technological advances with the lean paradigm. The purpose of this paper is therefore to contribute within this area, and it aims to evaluate the supporting role of radio frequency identification (RFID) technology in the context of lean thinking. The paper also aims to consider the application of RFID in order to revolutionize the lean paradigm, and to propose a framework for the use of RFID in order to create the extended lean enterprise, which the authors suggest can improve the competitiveness of manufacturing supply chains.

The paper's applied research methodology is case study. Having first explored the relevant literature surrounding the topic, the paper presents a conceptual framework for the role of RFID in the extended lean enterprise, and apply the framework to two practical case studies. Data were primarily collected through semi‐structured interviews with key contacts within the companies. For triangulation, the authors also made use of direct observations and company documentation.

The paper operationalizes the five lean principles with practical examples in the context of RFID in the extended lean enterprise. It uses the results to propose a conceptual framework for the role of RFID in the extended lean enterprise, which can be used by researchers and practitioners to better integrate information technology such as RFID in the lean paradigm. The case studies provide good practical examples of the applications and implications of RFID in the extended lean enterprise, with theoretically grounded insights. Such a concept appears very little in current academic literature. The findings suggest that RFID technologies are a key enabler in the development and further support of the extended lean enterprise.

Within the field of lean production and information technology, there has been a continuous debate as to whether both approaches are complimentary or contradictory. Therefore, this paper fulfils an identified need to study the interactions between a modern example of information technology (RFID) and its role within lean production, making a valid contribution within this field of research.

Lean manufacturing (LM) concepts have been widely adopted in diverse industrial sectors. However, no literature review focusing on case studies describing LM implementation is available. Case studies represent the actual implementation and provide secondary data for further analysis. This study aims to review the same to understand the pathways of LM implementation. In addition, it aims to analyse other related review questions, such as how implementing LM impacts manufacturing capabilities and the maturity level of manufacturing organisations that implemented LM, to name a few.

A literature review of case studies that discuss the implementation of LM during the last decade (from 2010 to 2020) is carried out. These studies were synthesised, and content analyses were performed to reveal critical insights.

The implementation pattern of LM significantly varies across manufacturing organisations. The findings show simultaneous improvement in manufacturing capabilities. Towards the end of the last decade, organisations implemented LM with radio frequency identification, e-kanban, simulation, etc.

Reviewing the case studies documenting LM implementation to comprehend the various nuances is a novel attempt. Furthermore, potential future research directions are identified for advancing the research in the domain of LM.

This paper aims to develop a conceptual framework of the implementation of the contact points (CPs) between Lean Six Sigma practices and Industry 4.0 technologies.

A systematic literature review was carried out based on two samples. A first sample containing 78 articles was analyzed through bibliometric indicators. After that, a second sample of 33 articles was analyzed in-depth according to research questions.

The conceptual framework involves 13 CPs between Lean Six Sigma (LSS) practices and I4.0 technologies (what), going through the technical requirements needed (how), categorized as information technology (IT), automation and competence requirements, to finally present the main results reported in the literature (why).

This paper presents an innovative perspective of interactions between digital technologies and LSS practices, expanding knowledge about Digital LSS. Such perspective gives emphasis to the importance of technical requirements, such as communication and connectivity protocols, network topology, machine-to-machine communication (M2M), human–machine interfaces (HMI), as well as analytical and digital skills.

The managerial implications regarding the digitalization of LSS practices address the investments required for the acquisition and maintenance of cyber-physical systems (CPS). Moreover, there is a need for the development of skills so that operators can successfully use the new technologies in a context of continuous improvement.

This paper presents a conceptual framework covering 13 CPs between LSS practices and Industry 4.0 technologies, the technical requirements and the expected results. It is hoped that this framework can assist future research and operational excellence projects towards digitalization.

This project aims to address the problems facing a small printing company during the printing of sample boards. The company was unable to meet their projected yearly demand of 200,000 boards. During the study, the team found that the company's maximum output was 143,400 from two printing machines and thus faced the need to acquire new capital. The goal of this project is, therefore, to create a sustainable process that increased the client's competitive advantage in the printing industry.

By applying Six Sigma and Lean principles, the team identified the current situation that the printing company's operations were in as well as determining the maximum possible output. The team identified methods to increase production output while finding the optimum annual labor costs per unit for possible future situations.

Approximately 30 percent of the workers' activities were found to be non‐value added and there are numerous machine delays that decreased productivity. The project also investigated the optimal number of employees that are needed to staff additional machines, should the company wish to expand its operations.

This project is unique in that it looked at a printing process with a fixed cycle time. This project is useful for any company that is restrained by cycle time and needs to find the most cost‐efficient way to expand their resources.

Even though the integration of Lean Supply Chain Management (LSCM) and Industry 4.0 (I4.0) technologies is relatively recent, it has been receiving a lot of attention. Partly because it is a recent field of practise and research and partly because the number of works developed in this field has grown rapidly, it is important to frequently update the perspectives on this field of investigation. Thus, this study aims to review the integration between LSCM and I4.0 analysing relationship at operative, tactical and strategic levels.

Systematic literature review was conducted to identify and explain the integration of LSCM and I4.0 from scientific sources that were published before March 2021.

The analysis of the literature revealed the level of integration of LSCM and I4.0 is present at different managerial levels. Moreover, when the integration is detailed at different managerial levels, it appears that LSCM paves the way for the adoption of I4.0 at a strategic level, while I4.0 technologies promise to enhance LSCM practices at the operational level.

The main contribution of this study is the framework which shows that LSCM paves the way for the adoption of I4.0 at a strategic level, while I4.0 technologies promise to enhance LSCM practices at the operational level.

This study develops a new perspective of the articles published under the thematic of LSCM and I4.0. Additionally, it proposes a framework of analysis that can be used by future researchers. Finally, it shows the most recent implementations of LSCM and I4.0, exposing the current trends, improvements and also the main gaps.

The purpose of this paper is to examine the moderating role of Industry 4.0 technologies on the relationship between lean production (LP) and operational performance improvement within Brazil, a developing economy context.

One representative from each of the 147 studied manufacturing companies filled in a survey on three internally related lean practice bundles and two Industry 4.0 technology bundles, with safety, delivery, quality, productivity and inventory as performance indicators. As this study was grounded on the contingency theory, multivariate data analyses were performed, controlling for four contingencies.

Industry 4.0 moderates the effect of LP practices on operational performance improvement, but in different directions. Process-related technologies negatively moderate the effect of low setup practices on performance, whereas product/service-related technologies positively moderate the effect of flow practices on performance.

With the advent of Industry 4.0, companies have been channelling their efforts to achieve superior performance by advancing levels of automation and interconnectivity. Eventually, widespread and proven manufacturing approaches, like LP, will integrate such technologies which may, in turn, impair or favour operational performance. Contrary to previous studies, the contingencies appeared to have a less extensive effect. The authors point to various options for further study across different socio-economic contexts. This study evidenced that purely technological adoption will not lead to distinguished results. LP practices help in the installation of organisational habits and mindsets that favour systemic process improvements, supporting the design and control of manufacturers’ operations management towards the fourth industrial revolution era.

Prior to managing a company’s processes in the presence of a combination of paradigms, there is a need to understand their underlying interaction. This paper systematically reviews the existing literature that discusses the interaction between lean production (LP) and the fourth industrial revolution (i.e. Industry 4.0). The study aims to understand how the interaction unfolds and whether it is synergistic.

The research relies on a systematic literature review of peer-reviewed articles from Scopus and Web of Science that discuss the interaction between the two paradigms. The final set of articles pertaining to the topic was analysed.

The article presents that the interaction between the two paradigms occurs through a representation of the pillars of the House of Lean (HoL) interacting with the nine technological pillars of Industry 4.0. There is a consensus on the synergistic nexus among the pillars and their positive impact on operational performance. We also demonstrate the weights of the interactions between the two paradigms and the areas of operations management where this interaction takes place through Sankey charts. Our research indicates that the largest synergistic interaction occurs between just-in-time and industrial Internet of Things (IIoT) and that companies should invest in IoT and cyber-physical systems as they have the greatest weight of interactions with the pillars of the HoL.

This research facilitates a deeper insight into the interaction between LP and Industry 4.0 by organising and discussing existing research on the subject matter. It serves as a starting point for future researchers to formulate hypotheses about the interaction among the various pillars of LP and Industry 4.0, apply these interactions and test them through empirical research.

It could serve as a guide for managers to understand with which interactions they should start the digitalisation process.

With the rise in discussions on the interaction between the two paradigms, there is still an opportunity to understand the specificity of this interaction. Compared to the initial seminal works on the subject, such as Buer et al. (2018b), which investigated the direction of interaction between the two paradigms, this research contributes to further investigating this specificity and gaining a better understanding of the relationship governing the interaction between LP and Industry 4.0 by delineating the interaction state among the pillars of the two paradigms and its relevant importance.

Purpose – In this chapter, the potential of Milk Run logistics, a method for consolidating freight, is analysed. Milk Run logistics provides a host of possibilities for consolidating freight transport activities and thus using transport capacity efficiently. It utilizes one vehicle to conduct several pick-ups/deliveries in a round trip, which means that the pick-up/delivery points should be located in a limited area which can be covered in a one-day trip.

Findings – Milk Run logistics seems highly beneficial in congested urban environments in developed and developing countries although it may also work in other areas. Furthermore, it can be linked to long-distance logistics, by rail for example, in the national and world-wide network of large companies.

Application – Examples for three automotive companies are given: Toyota with its logistic concept for the Bangkok region, Webasto, a supplier of hardtops and other car parts, and Audi, a daughter company of Volkswagen. All of them have introduced green logistics concepts including Milk Runs, which help to reduce CO2, waste material and – last but not least – costs.

Implications – The chapter concludes with indicating the high potential of Milk Run logistics to China and its rapidly developing automotive industry.