Bottom-Up Industry 4.0 Transformation Approach: Lean Management

Öz

With the age of Industry 4.0; Digitalization has started to affect both our personal and business life very quickly. Especially industrial companies want to use Industry 4.0 components to react to changes in global markets and to maintain and strengthen their competitive position. In this direction, companies; need a methodological approach to identify Industry 4.0 applications and produce and implement corresponding solutions. For this, companies prefer one of the 'top-down' and 'bottom-up' approaches used in Industry 4.0 transformations. Top-down transformations are carried out in three stages: strategy generation, strategy implementation, and strategy development. Cultural change is the backbone of this approach. Despite that, in the 'bottom-up' approach, which is based on the Lean Management philosophy, digital transformation is carried out on Lean Management principles and tools. Since this approach is based on the understanding of continuous improvement, Industry 4.0 transformation studies are easier and more effective. At the same time, with this approach, the formation of digital waste can be prevented. In this study, the 'bottom-up approach' was preferred as the industry 4.0 transformation method. There are three important reasons for this. First, in Germany, where the idea of Industry 4.0 has emerged and very successful applications have been realized, the bottom-up approach is the priority in the industry 4.0 transformation. Germany has published the VDMA Industry 4.0 booklet to support its companies in Industry 4.0 transformations and to encourage the bottom-up approach. It supports and directs the transformation efforts in line with this guide. Secondly, when the literature on Industry 4.0 transformation studies in Turkey was examined, a source related to both approaches could not be identified. Because the aim is to fill this gap in the literature and to provide a unique resource on the bottom-up approach, which is one of the industry 4.0 transformation strategies. Third; It is seen that the sources in the literature mostly emphasize the importance of Industry 4.0 and explain its benefits. This study, it is not only aimed to emphasize the importance or necessity of Industry 4.0, but also the requirements for the implementation of the bottom-up approach in the realization of Industry 4.0 transformations. It is aimed that this study will form the basis of industry and academia as a guide.

Anahtar Kelimeler

• Industry 4.0 transformation strategies
• Bottom-up Approach
• Lean Management
• Big Data

Aşağıdan Yukarıya Endüstri 4.0 Dönüşüm Yaklaşımı: Yalın Yönetim

Öz

Endüstri 4.0 çağıyla birlikte; dijitalleşme çok hızlı bir şekilde hem kişisel hem de iş yaşantımızı etkilemeye başlamıştır. Özellikle endüstriyel firmalar küresel piyasalardaki değişimlere tepki verebilmek, rekabetçi konumlarını koruyabilmek ve güçlendirebilmek amacıyla Endüstri 4.0 bileşenlerini kullanmak istemektedirler. Bu doğrultuda firmalar; Endüstri 4.0 uygulamalarının belirlenmesi, bunlara karşılık gelen çözümleri üretebilmesi ve uygulanması için metodolojik bir yaklaşıma ihtiyaç duymaktadırlar. Bunun için firmalar, Endüstri 4.0 dönüşümlerinde kullanılan ‘yukarıdan aşağıya’ ve ‘aşağıdan yukarıya’ yaklaşımlarından birini tercih etmektedir. Yukarıdan aşağıya dönüşümler strateji üretme, strateji uygulama ve strateji geliştirme olarak üç aşamada gerçekleştirilmektedir. Kültürel değişim bu yaklaşımın temel omurgasını oluşturmaktadır. Buna karşın; Yalın Yönetim felsefesi üzerine kurulu olan ‘aşağıdan yukarıya’ yaklaşımda Yalın Yönetim prensipleri ve araçları üzerine dijital dönüşüm gerçekleştirilmektedir. Bu yaklaşım ile sürekli iyileştirme anlayışı baz alındığından Endüstri 4.0 dönüşüm çalışmaları daha kolay ve etkin olmaktadır. Aynı zamanda bu yaklaşımla dijital israfların oluşmasının önüne geçilebilmektedir. Bu çalışmada; Endüstri 4.0 dönüşüm metodu olarak ‘aşağıdan yukarıya yaklaşım’ tercih edilmiştir. Bunun üç önemli nedeni bulunmaktadır. Birincisi; Endüstri 4.0 fikrinin ortaya çıktığı ve çok başarılı uygulamaların gerçekleştirildiği Almanya’da Endüstri 4.0 dönüşümünde aşağıdan yukarıya yaklaşımının öncelikli tercih edilmesidir. Almanya, Endüstri 4.0 dönüşümlerde firmalarına destek olmak ve aşağıdan yukarıya yaklaşımı teşvik etmek amacıyla VDA Endüstri 4.0 kitapçığını yayınlamıştır. Dönüşüm çalışmalarını bu kılavuz doğrultusunda desteklemekte ve yönlendirmektedir. İkincisi; Türkiye'deki Endüstri 4.0 dönüşüm çalışmaları ile ilgili literatür incelendiğinde her iki yaklaşım ile ilgili bir kaynak tespit edilememiştir. Bu nedenle; hem literatürdeki bu boşluğu doldurmak ve hem de literatüre Endüstri 4.0 dönüşüm stratejisinden biri olan 'aşağıdan yukarıya yaklaşım' hakkında özgün bir kaynak sağlanmak istenmesidir. Üçüncüsü; literatürde yer alan kaynakların daha çok Endüstri 4.0’ın önemini vurgulayan ve yararlarını anlatan bir nitelik taşıdığı görülmektedir. Bu çalışmada ise sadece Endüstri 4.0’ın önemini ya da gerekliliğini vurgulamak için amaçlanmamış aynı zamanda Endüstri 4.0 dönüşümlerin gerçekleştirilmesinde aşağıdan yukarıya yaklaşımın uygulanması için gereklilikler belirtilmektedir. Bu çalışmanın bir kılavuz olarak endüstriye ve akademiye temel teşkil etmesi hedeflenmektedir.

Anahtar Kelimeler

• Endüstri 4.0 Dönüşüm Stratejilerli
• Aşağıdan Yukarıya Yaklaşım
• Yalın Yönetim
• Büyük Veri

Kaynakça

1. Acemoglu D. & Autor D. Skills, Tasks and Technologies: Implications for Employment and Earnings. NBER Working Paper 2010, 16082(June 2010): 1-96. https://www.nber.org/system/files/working_papers/w16082/w16082.pdf
2. Ahuett-Garza H. & Kurfess, T. A Brief Discussion on the Trends of Habilitating Technologies for Industry 4.0 and Smart Manufacturing. Manufacturing Letters 2018; 15(Part B): 60-63. doi:10.1016/j.mfglet.2018.02.011
3. Ana CP., José D-C. & Anabela CA. How Industry 4.0 Can Enhance Lean Practices. FME Transactions 2019; 47(4): 810-822. doi:10.5937/fmet1904810P
4. Anjalee JAL., Rutter V. & Samaranayake NR. Application Of Failure Mode and Effects Analysis (FMEA) To Improve Medication Safety in The Dispensing Process – A Study at a Teaching Hospital, Sri Lanka. BMC Public Health 2021; 21(1430): 1-13. doi:10.1186/s12889-021-11369-5
5. Ashley L., Armitage G., Neary M. & Hollingsworth G. A Practical Guide to Failure Mode and Effects Analysis in Health Care: Making the Most of The Team and Its Meetings. The Joint Commission Journal on Quality and Patient Safety 2010; 36(8): 351-358. doi:10.1016/S1553-7250(10)36053-3
6. Blayone TJ. & VanOostveen R. Prepared for Work in Industry 4.0? Modelling The Target Activity System and Five Dimensions of Worker Readiness. International Journal of Computer Integrated Manufacturing 2021; 34(1): 1-19.
7. Brynjolfsson E. & McAfee A. The Second Machine Age. Kulnbach: Plassen; 2014
8. Cil İ. & Turkan YS. An ANP-Based Assessment Model for Lean Enterprise Transformation. The International Journal of Advanced Manufacturing Technology 2013; 2013(64): 1113–1130. doi:I 10.1007/s00170-012-4047-x

9. Die Zeit. Robotics. Die Zeit; 2016, December 29: 23-34.
10. Frey CB. & Osborne M. The Future of Employment: How Susceptible are Jobs to Computerization. Oxford 2021, August 3. www.oxfordmartin.ox.ac.uk: www.Oxfordmartin.ox.ac.uk/downloads/academic/The_Future_of_employment.pdf
11. Gerger A. Blockchain Technology in the Automotive Industry: Use Cases and Statistical Evaluation. Z. Mahmood içinde, Industry Use Cases on Blockchain Technology Applications in IoT and the Financial Sector. Hershey: IGI Global; 2021b. doi:10.4018/978-1-7998-6650-3.ch012
12. Gerger A. Technologies for Connected Government Implementation: Success Factors and Best Practices. Z. Mahmood içinde, Web 2.0 and Cloud Technologies for Implementing Connected Government. Hershey: IGI Global; 2021a. doi:10.4018/978-1-7998-4570-6.ch003
13. Gerger A. Toplum 5.0 ve Manisa. M. Tepeci, İ. Metin, & A. T. Akcan içinde, Manisa Ekonomisi ve Vizyonu. Ankara: Ankara: Detay Yayıncılık; 2019
14. Heiner LL., Peter F., Hans-George K., Thomas F. & Michael H. Industry 4.0. Business and information system Engineering 2014; 6(4): 239–242. doi:10.1007/s12599-014-0334-4
15. Hines P., Holweg M. & Rich N. Learning to Evolve: A Review of Contemporary Lean Thinking. International Journal of Operations and Production Management 2004; 24(10): 994–1011.
16. Isaiah D. Automotive Grade Graphene: The Clock Is Ticking. Automotive World 2015, August 26. http://www.automotiveworld.com/analysis/automotive-grade-graphene-clock-ticking/
17. Jasti NV. & Kodali R. Lean Production: Literature Review and Trends. International Journal of Production Research 2015; 53(3): 867–885.
18. Kamble S., Gunasekaran A. & Dhone NC. Industry 4.0 And Lean Manufacturing Practices for Sustainable Organisational Performance in Indian Manufacturing Companies. International Journal of Production Research 2020; 58(5): 1319–1337. doi:10.1080/00207543.2019.1630772
19. Keliang Z., Taigang L. & Lifeng S. Industry 4.0: Towards Future Industrial Opportunities and Challenges. 12th international conference on Fuzzy systems and knowledge discovery 2015: 2147–2152. doi:/10.1109/FSKD.2015.7382284
20. Kolberg D., Knobloch J. & Zühlke D. Towards A Lean Automation Interface for Workstations. International Journal of Production Research 2017; 55(10): 2845–2856. doi:10.1080/00207543.2016.1223384
21. Kolberg D. & Zühlke D. Lean Automation Enabled by Industry 4.0. IFAC Papersonline 2015; 48(3): 1870–1875. doi: 10.1016/j.ifacol.2015.06.359
22. Kumar N. & Mathiyazhagan K. Sustainability in Lean Manufacturing: A Systematic Literature Review. International Journal of Business Excellence 2020; 20(3): 295-321.
23. Lean Enterprise Institute. Lean Is a Way of Thinking About Creating Needed Value with Fewer Resources and Less Waste. And Lean Is a Practice Consisting of Continuous Experimentation to Achieve Perfect Value with Zero Waste. Lean Thinking and Practice Occur Together. 2022, Ocak 19. www.lean.org: https://www.lean.org/explore-lean/what-is-lean/
24. Matteo R., Federica C., Guilherme LT. & Alberto PS. The Interrelation Between Industry 4 0 And Lean Production: An Empirical Study on European Manufacturers. International Journal of Advantage Manufacturing Technology 2019; 102(9-12): 3963–3976.
25. Mayer-Schönberger V. & Cukier K. Lernen mit Big Data: die Zukunft der Bildung. Munich: Redline Verlag; 2014)
26. Mönch T., Huchzermeier A. & Bebersdorf P. Variable Takt Times in Mixed-Model Assembly Line Balancing with Random Customization. International Journal of Production Research 2021; 59(15): 4670-4689. doi:10.1080/00207543.2020.1769874
27. Mrugalska B. & Wyrwicka MK. Towards Lean Production in Industry 4.0. Procedia Engineering 2017); 182(2017): 466-473. doi:10.1016/j.proeng.2017.03.135
28. Nakajima S. Introduction to TPM: Total Productive Management. Portland: Productivity Press; 1988.
29. Ohno T. The Toyota Production System: Beyond Large-Scale Production. Portland: Productivity Press; 1988.
30. Pereira C. & Sachidananda HK. Impact Of Industry 4.0 Technologies on Lean Manufacturing and Organizational Performance in An Organization. International Journal on Interactive Design and Manufacturing (IJIDeM) 2021; 15(4): 1-12. doi:10.1007/s12008-021-00797-7
31. Ramsunder K. & Olanrewaju O. Energy Analysis Via Value Stream Mapping: A Case Study of An Automotive Weld Plant. Orion 2021; 37(2); 77–94. doi:10.5784/37-2-688
32. Ray YZ., Xun X., Eberhard K. & Stephen TN. Intelligent Manufacturing in The Context of Industry 4.0. Engineering 2017; 3(5): 616–630. doi:10.1016/J.ENG.2017.05.015
33. Regber H. & Christian M. Introduction to Industry 4.0 – Core Elements and Business Opportunities. Denkendorf: Festo Didactic; 2017.
34. Regber H. & Zimmermann K. Change-Management In Der Produktion: Prozesse Effizient Verbessern Im Team (2.Ed b.). Landsberg am Lech: Mi; 2007.
35. Roy D., Mittag P. & Baumeister M. Industrie 4.0 - Einfluss der Digitalisierung auf die fünf Lean-Prinzipien. Productin Management 2015; 20(2): 27–30.
36. Sanders A., Elangeswaran C. & Wulfsberg J. Industry 4.0 Implies Lean Manufacturing: Research Activities in Industry 4.0 Function as Enablers for Lean Manufacturing. Journal of Industrial Engineering and Management 2016; 9(3): 811–833. doi:10.3926/jiem.1940
37. Sanjib K. Implementation of Lean Manufacturing Through Industry 4.0. International Journal of Scientific and Engineering Research 2018; 9(10): 1418–1423. doi:10.14299/ijser.2018.10.01
38. Schneckenreither M., Haeussler S. & Gerhold C. Order Release Planning with Predictive Lead Times: A Machine Learning Approach. International Journal of Production Research 2021; 59(11): 3285-3303. doi:10.1080/00207543.2020.1859634
39. Schwab K. Die Vierte industrielle Revolution. München: Springer; 2016.
40. Shah D. & Patel P. Productivity Improvement by Implementing Lean Manufacturing Tools in Manufacturing Industry. International Research Journal of Engineering and Technology (IRJET) 2018; 5(3): 3794–3798.
41. Shah R. & Ward PT. Defining and Developing Measures of Lean Production. Journal of Operation Management 2007; 25(4): 785–805. doi:10.1016/j.jom.2007.01.019
42. Sinay J. & Kotianova Z. Automotive Industry in The Context of Industry 4.0 Strategy. Trans. VSB Tech. Univ. Ostrava, Safety Eng. Series 2018; 13(2): 61-65. doi:10.2478/tvsbses-2018-0014
43. Suryaprakash M. & Prabha MG., Yuvaraja M. Improvement of Overall Equipment Effectiveness of Machining Centre. Materials Today: Proceedings 2021; 46(2021): 9348–9353. doi:10.1016/j.matpr.2020.02.820
44. Tsou J-C., & Chen J-M. Dynamic Model for A Defective Production System with Poka-Yoke. Journal of the Operational Research Society 2005; 56(7): 799-803. doi:10.1057/palgrave.jors.2601877
45. Womack JP. & Jones DT. Yalın Düşünce (2 b.). (N. Aras, Çev.) İstanbul: Sistem Yayıncılık; 2002.
46. World Economic Forum. Deep Shift Technology Tipping Points and Societal Impact. World Economic Forum.; 2015. https://www.weforum.org/reports/deep-shift-technology-tipping-points-and-societal-impact/
47. Yang J. & Liu Y. Application of Data Mining in the Evaluation of Enterprise Lean Management Effect. Hindawi Scientific Programming 2021; (Volume 2021): 1-13. doi:10.1155/2021/4774140