Thomas Friedli
Title
Prof. Dr.
Last Name
Friedli
First name
Thomas
Email
thomas.friedli@unisg.ch
ORCID
Phone
+41 71 224 7261
4 results
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Item type:Publication, Driving Continuous Improvement with Industry 4.0 Technologies: Lessons from Multiple Use Case AnalysisBackground: The integration of lean management and Industry 4.0 offers great potential for improving the efficiency and effectiveness of production. However, there is still minimal empirical research on how these two approaches interact in practice, including possible synergies and conflicts. In this paper, we use empirical observations to examine how and why Industry 4.0 technologies can support and enhance the continuous improvement process, a fundamental aspect of lean management. We discuss how these technologies specifically contribute to continuous improvement and their overall impact on operational efficiency. Methods: Our research drew on five case studies, capturing the firsthand experiences of industry professionals—specifically, digitization managers and production managers from manufacturing companies across Europe. We analyzed data using qualitative content analysis, applying a structured approach of coding, summarizing, and cross-case comparison to identify key patterns and insights. Conclusions: Our study has shown that digitalization can contribute to an advanced continuous improvement process in several ways. Through a literature review as well as the analysis of use cases, we were able to develop a new model that describes how I4.0 technologies improve the continuous improvement process, a key lean principle. The model highlights five key areas of impacts: increasing flexibility, transparency, and reliability, as well as improved decision-making and acceptance of change processes.Type:journal articleJournal:Applied SciencesVolume:15Issue:4Scopus© Citations 15 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Integrate or separate: lean and digitalization programs through the lens of boundary work management(2024); ; ; Purpose-Although benefits are promising, many companies face problems leveraging synergies between Lean and Digitalization at the program management level. This paper aims to identify activities to manage the boundaries of Lean and Digitalization programs. Design/methodology/approach-The research design follows a cross-industry multiple-case study approach. A total of 14 interviews were conducted with Lean and Digitalization experts from 10 companies. Interview quotes were mapped on a pre-defined list of descriptive codes and iteratively merged and excluded. Findings-We identified 12 activities by which companies manage the boundaries of their Lean and Digitalization programs. Three distinct boundary management approaches could be identified: collaborative, configurational, and competitive. A collaborative approach fosters governance, the belief in synergies, and the development of combined artifacts. A configurational approach creates combined responsibilities, assesses areas of collaboration, and fosters interaction across the organization. A competitive approach creates unclear responsibilities and exchange, perceives no added value in integration and follows separated implementation of Lean and Digitalization programs. Originality/value-This study sheds light on the boundaries of Lean and Digitalization programs and identifies activities to manage them. We derive propositions for the Lean and Digitalization program management. Moreover, this study positions itself at the forefront of research investigating how integration of Lean and Digitalization actually occurs or does not occur.Type:journal articleJournal:Journal of Manufacturing Technology ManagementScopus© Citations 7 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Implementation of big data analytics and Manufacturing Execution Systems: an empirical analysis in German-speaking countries(Taylor & Francis, 2020-08-30); ; Scopus© Citations 16 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Industry 4.0: Navigating Pathways Toward Smart Manufacturing and ServicesThe rise of global competitors operating at a lower cost, trade restrictions caused by the US-China dispute and local content requirements, and eroding margins in many product businesses all exert downward pressure on industrial firms’ profitability. This is further exacerbated by the short- and long-term economic consequences of the COVID-19 pandemic. A crucial lesson manufacturers learned is that value chains need to be more resilient toward external shocks. Production processes need to become more flexible to adjust for short-term changes in demand, and customer support has to be ensured even when travel restrictions apply. Industry 4.0 and smart manufacturing and services hereby play a crucial role in reaching these goals and are much better prepared for future challenges. The underlying article elaborates upon this matter and most crucially unfolds upon the pathways toward smart manufacturing and services. Finally, valuable success factors for managing and operating within the Industry 4.0 domain are stated.Type:book section