Hindawi
Mathematical Problems in Engineering
Volume 2022, Article ID 6424869, 24 pages
https://doi.org/10.1155/2022/6424869
Research Article
A Novel Smart Production Management System for the
Enhancement of Industrial Sustainability in Industry 4.0
Varun Tripathi,1 Somnath Chattopadhyaya,2 A. K. Mukhopadhyay,3 Suvandan Saraswat,4
Shubham Sharma ,5,6 Changhe Li,7 S. Rajkumar ,8 and Fasika Bete Georgise9
1
Department of Mechanical Engineering, Accurate Institute of Management & Technology, Greater Noida, Uttar Pradesh, India
Indian Institute of Technology (ISM), Dhanbad, India
3
Department of Mining Machinery Engineering, Indian Institute of Technology (ISM), Dhanbad, India
4
Department of Mechanical Engineering, JSS Academy of Technical Education, Noida, India
5
Department of Mechanical Engineering, IK Gujral Punjab Technical University, Main Campus, Kapurthala 144603, India
6
Department of Mechanical Engineering, University Centre for Research and Development (UCRD), Chandigarh University,
Mohali 140413, Punjab, India
7
School of Mechanical and Automotive Engineering, Qingdao University of Technology, Qingdao 266520, China
8
Department of Mechanical Engineering, Faculty of Manufacturing, Institute of Technology, Hawassa University,
Hawassa, Ethiopia
9
Department of Industrial Engineering, Faculty of Manufacturing, Institute of Technology, Hawassa University,
Hawassa, Ethiopia
2
Correspondence should be addressed to Shubham Sharma; shubhamsharmacsirclri@gmail.com and S. Rajkumar; rajkumar@
hu.edu.et
Received 28 October 2021; Accepted 24 February 2022; Published 13 April 2022
Academic Editor: Kuei-Hu Chang
Copyright © 2022 Varun Tripathi et al. This is an open access article distributed under the Creative Commons Attribution License,
which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
In industry 4.0, shop floor management teams are increasingly focused on developing an unprecedented strategy to avoid financial
losses and address the challenges and problems encountered in operations management. In the present scenario, the management
teams use various process optimization approaches for operational control, including lean manufacturing, smart manufacturing,
the internet of things, and artificial intelligence. The process optimization approach is used to maximize productivity within
limited constraints on the shop floor. The present research aims to develop a smart production management system and suggest an
efficient process optimization approach to enhancing industrial sustainability by identifying problems and challenges encountered
in the complex shop-floor conditions in industry 4.0. The developed production management system has been prepared by
classifying the challenges and problems found in the previous research work and organizing brainstorming sessions. The developed management system has been validated by a comprehensive investigation of a case study of an earthmoving machinery
manufacturing unit. The analysis showed that the developed system could enhance operation excellence and industrial sustainability in industry 4.0 by optimizing the utilization of resources on the shop floor within limited constraints. The authors of the
present article strongly believe that the developed production management system will improve operational excellence and would
be beneficial for industry personnel and researchers in controlling operations management in shop floor management of heavy
machinery manufacturing, including industry 4.0.
1. Introduction
In industry 4.0, the advantages of the process optimization
methods have attracted industry persons and young researchers’ attention in the shop floor management domain.
Shop floor management, as a key component in industries, is
used to maintain industrial sustainability and the stability of
resource availability [1]. Process optimization approaches
are used to improve productivity with limited resources.
Process optimization thinking has focused more on
2
Mathematical Problems in Engineering
increasing the efficiency of production processes [2]. At
present time, several methods are used for process optimization in industries including lean manufacturing, smart
manufacturing, internet of things, and artificial intelligence.
The process optimization approach is the prevalent strategy
in industry 4.0, and it is implemented to improve productivity and optimization of resources [3]. In addition,
another author argued that the process optimization approach is applied to meet customer demand in terms of the
product as the process optimization approach improves
productivity by eliminating waste to achieve the industry’s
goal [4]. Striving this goal also provides a number of other
benefits, which may include production time reduction and
increased quality of the production processes, leading to a
higher satisfaction level of customers in terms of product.
Figure 1 shows the objectives of process optimization approaches in industry 4.0. According to Tripathi et al. [5],
process optimization methods are implemented to improve
production efficiency. The main advantages of the process
optimization approach in industry 4.0 are below:
(1) To achieve a sustainable production management
system
(2) To maximize the production rate and production
flexibility within available resources
(3) To improve the flexibility, agility, customization, and
adaptability in industry 4.0
(4) Ease of implementing industry 4.0 technologies on
the production shop floor to the industry individuals
To evaluate the efficiency of production processes,
overall production processes and activities are categorized.
The categorization helps know if the activities involved
contribute to the production process; if so, the activity adds
value to the production and is known as value-added activities; and if not, the activity is non-value-added (NVA)
and known as non-value-added activities (NVAA) [6]. The
elimination of non-value-added activities continuously
improves production processes and makes it easier to
control production performance for shop floor management
[7].
The shop floor management team encourages the synergistic implementation of the Lean concept with industry
4.0 technologies to eliminate waste and enhance industrial
sustainability. For this, new models and strategies have been
developed by previous researchers to strengthen operational
performance and to know the present condition of industry
4.0 technologies. Sony et al. [8] proposed an integration
model of industry 4.0 and lean management. The model was
developed by reviewing previous literature, and in the study,
vertical, horizontal, and end-to-end engineering models
were integrated with the lean management methodology.
This study provided 15 research propositions to advance the
integrative mechanism of industry 4.0 and lean management
for enhancing financial profitability by better utilization of
resources. Tortorella et al. [9] examined the role of industry
4.0 technologies on the relationship between operational
performance and lean production within Brazil. The study
has organized a survey on implementing lean and industry
Enhancement in operational excellence on
the shop floor
Complete elimination of wastes on the
shop floor
Optimize the utilization of resources
Quality enhancement
Figure 1: Aim of process optimization approach in industry 4.0.
4.0 technologies by performance indicators, including
productivity, quality, delivery, safety, and inventory. The
collected data has been collected through questionnaires and
analyzed by multivariate analysis and contingency theory.
The result of the study revealed that entirely technological
adoption could not be able to enhance operational performance. However, lean helps in process improvement and
support in controlling operation management in industry
4.0. Kamble et al. [10] combined the empirical and exploratory research design to develop a framework for
identifying and validating the performance measure for
evaluating smart manufacturing systems in Indian small,
medium, and microenterprises of auto-components. The
data was collected by questionnaire on ten performance
dimensions: flexibility, cost, quality, integration, time, optimized productivity, computing, real-time diagnosis and
prognosis, and social and ecological sustainability. The result
of the study revealed that the proposed performance system
was proved able to evaluate the smart manufacturing system
and its investments.
Amjad et al. [11] developed a comprehensive implementation framework that integrated lean, green
manufacturing, and industry 4.0 effectively. The developed
framework was validated by implementing it in an autoparts manufacturing firm. The result of the study showed
that reduced the value-added time, lead time, non-valueadded time, and greenhouses gases emission effectively by
24.68%, 25.60%, 56.20%, and 55%, respectively. The developed framework was able to achieve optimized and cleaner
production with automation-based rapid and environmentally conscious manufacturing. Tortorella et al. [12]
investigated the relationship between lean production and
industry 4.0 through a survey organized with 110 different
sizes and sectors of Brazilian manufacturing companies. The
data were collected by a questionnaire and analyzed with the
help of multivariate analysis. The result of the study indicates
that lean production was positively associated with industry
4.0 techniques, and their integrated implementation can lead
to enhance performance improvements.
Dahmani et al. [13] developed an eco-design industry 4.0
framework for investigating the relationship between
Mathematical Problems in Engineering
industry 4.0 strategies and lean eco-design. The developed
framework was based on the synergetic use of eco-design,
industry 4.0, and lean design. The study revealed that the
developed framework was able to provide cleaner products
using suitable processes to help manufacturers design
products and fulfill customer expectations. Varela et al. [14]
proposed a structural equation model to quantitatively
measure the effect of lean manufacturing and industry 4.0 on
sustainability. The data was collected by 252 questionnaires
obtained from industrial companies located in the Iberian
Peninsula. The result of the study showed that it was not
conclusive that lean manufacturing was correlated with any
pillars of sustainability including environmental, economic,
and social, whereas industry 4.0 showed a strong correlation
with sustainability pillars.
Chiarini and Kumar [15] discussed the integration between principles and tools of lean six sigma and industry 4.0
technologies. The data were collected through direct observations and interviewing manufacturing managers of ten
Italian manufacturing companies. The result showed that
Lean Six Sigma could achieve effective outcomes from industry 4.0 applications. However, the integration needs
reinvented mapping tools and implies an end-to-end integration and vertical and horizontal integration. Saxby et al.
[16] assessed how well lean management supports continuous improvement in industry 4.0. Semistructured interviews of five quality specialists in manufacturing were used
to collect data and opinions for lean management and industry 4.0. The result showed that lean management could
integrate new technologies for effectively continuous support in industry 4.0.
Ciano et al. [17] developed a framework on the relationship between industry 4.0 technologies and lean techniques. The developed framework focused on six areas:
manufacturing equipment and processes, workforce management, shop floor management, customer relationship,
supplier relationship, and new product development. The
data were collected through semistructured interviews, internal documents, websites, and annual reports on lean and
industry 4.0 implementation projects. Implemented the
developed framework in eight sectors, and it has been
revealed that as a result, industries’ insights strongly believe
that the industry 4.0 technologies could empower lean
management techniques. Ghaythan et al. [18] examined the
impact of the integration of lean manufacturing and industry 4.0 technologies on the sustainable performance of
industries. The data required for the analysis were collected
from questionnaires collected by 112 petrochemical and
plastics industries. The analysis results showed that lean
manufacturing and industry 4.0 have a positive impact on
sustainability performance. Rossini et al. [19] investigated
the impact of interrelation between the industry 4.0 technologies and lean production on the improvement level of
operational performance in European manufacturers. The
data has been collected by a survey conducted with 108
European manufacturers and analyzed through multivariate
technique. The analysis identifies the interrelation according
to different contextual factors, including lean production
3
implementation experience, business operating model, type
of ownership, and company size. The finding suggests that
European manufacturers should apply concurrent lean
production of industry 4.0 to achieve a high degree of
process improvement.
However, only a few studies have been done on the
methodology developed to identify an efficient process
optimization technique for enhanced productivity within
restricted resources. Here, constraints mean the availability
of resources for shop floor management. To improve the
process, it is necessary to get rid of the challenges and
difficulties faced by the industry [20]. Typically, a production
system is developed to identify the challenges and difficulties
associated with production in the industry, which helps
know where to get rid of the challenges and difficulties of
production have to improve [21]. Through this system,
information about the processes is collected so that the level
of the processes can be evaluated and the production can be
improved. The objective of the present article is to develop a
smart production management system to identify the
problems and challenges encountered on the production
shop floor in industry 4.0 and suggest an efficient process
optimization approach for industrial sustainability. The
present article provides a systematic functional approach to
provide a sustainable shop floor management system and to
further enhance operational excellence within limited
constraints. The proposed methodology has been described
in Figure 2. There are five stages in the proposed methodology. The first stage focuses on layout draw and preparing a
checklist of ergonomics issues by considering shop floor
factors, including workplan, working environment, and
workload distribution according to different departments. In
the second stage, the production conditions are analyzed by
calculating different parameters and resources condition by
considering shop floor factors, including time, cost, worker,
and shop floor congestion in various departments. The third
stage reviews the machinery conditions and availability by
observing and analyzing different departments and using
advanced condition monitoring systems to improve machinery efficiency and utilization. In the fourth stage, the
production shop floor planning is modified by brainstorming, meeting, conversations with production management teams, and using the internet of things, digitization,
and data acquisition system. Finally, in the fifth stage,
production shop floor improvement is validated by comparing proposed, observed, and previous results by considering product performance, approach, throughput, and
shop floor management in different departments. As this
methodology comprises nineteen different factors and each
and every respective factor is crucial while implementing the
same in various departments likes in inspection, quality,
production, and design in industry 4.0, for example, the
work plan sector is highly significant in the inspection
department, quality department, and industry 4.0 department. The same other factors are very much prominent the
same in the different departments that will provide a sustainable shop floor management system within available
resources.
Mathematical Problems in Engineering
Proposal of ideal
production shop floor
Validation of enhancement
on Production shop floor
Throughput
Shop floor management
Comparison between
proposed, observed, and
previous researches
results
Approach
Internet of things
Identify
optimum
solution
Data acquisition system
Modification
on shop floor
Digitization
Condition based sensor
Analysis on
machinery
utilization
Machinery efficiency
Machinery availability
Arrangement
of machinery
Machinery condition
Congestion on
shop floor
Analyze
resources
condition
Organization meeting
Evaluation of machinery
health & availability
Worker
Cost
Calculation of
production
parameters
Time
Workload distribution
FACTORS
Working environment
Checklist of
ergonomics
issue
Draw
layout
Work plan
STEPS
Production
analysis
Gemba walk
STAGES
Product performance
4
DEPARTMENTS
Inspection
Design
Production
Quality
Industry 4.0
Figure 2: Proposed methodology.
2. Development of Novel Research Methodology
The literature review demands developing a research
methodology to effectively implement the developed production management systems. The developed research
framework helps implement the developed production
management system and identification of NVAA so that
appropriate action can be taken as per the production
condition [22]. The present research methodology has been
developed from a thorough analysis of factors of the production management system. Figure 3 illustrates the steps
followed in the developed research methodology in the
present research work.
The development of research methodology is a systematic way to implement process optimization methods
that the elimination of waste in production can be possible.
In previous researches, few researchers developed a methodology to improve the effectiveness of process optimization
methods for shop floor management. In methodologies,
emphasis was laid on determining the consumption of resources according to production and improving the production process. The following features distinguish the
developed methodologies and prove to be important for the
implementation of process optimization techniques.
(i) The developed methodology helps understand the
reason of source of waste and investigated impact of
working production processes on productivity in
industry 4.0
(ii) The developed methodology provides a systemic
illustration of material-flow, process-flow, time
parameters (CT, LT, IT, and TT) to control the
uncertainty
in
an
advanced
production
environment
(iii) The developed methodology identifies problems
and challenges by systematic analysis and helps
provide an efficient action plan at beginning of
production in industry 4.0
(iv) The developed methodology can be applied to any type
of shop floor management in industry 4.0 and control
overall process activities within available resources
3. Developments on the Process Optimization
Approaches for Industrial Sustainability in
Complex Environment
Researchers have proposed several methodologies of process
optimization approaches for industrial sustainability in a
complex environment. The complex environment includes
discrepant working conditions, unexpected demand, over
workload, lack of shop floor area, continuous working, and
nonstandardization of work [23]. Process optimization
concept originated from the Toyota production system and
was developed by Taiichi Ohno’s notion of “reduce time and
cost by eliminating waste.” Lean manufacturing, smart
manufacturing, internet of things, and artificial intelligence
are process optimization approaches and implemented for
the elimination of waste. Waste means unnecessary activities
performed in production that do not increase the product
value [24]. Wastes have been classified into eight categories:
overprocessing, overproduction, transportation, unnecessary motion, waiting, defects, and unutilized skill [25].
The process optimization approach is mostly preferred
in industry 4.0 because it is capable of achieving production
improvements with confined assets on automated production lines [26] and serves the purpose of process optimization while other techniques can be used in limited
Mathematical Problems in Engineering
5
2
3
1
4
5
1. Review of previous research work
Discussion on previous research work on process optimization
approach for production shop floor management.
2. Development of production management system
Proposed a production management system to identify
challenges and problems in industry 4.0
3. Deployment of proposed theory
Implementation of developed theory in a case example of
industry 4.0
4. Observation of production shop floor
Observation of production processes and activities by gemba walk,
virtual record, data acquisition system and discussion with
industry persons.
5. Validation of developed system
Industrial sustainability achieved in the production management,
and comparative analysis between present and previous research
work results.
Figure 3: Research methodology.
production conditions. Process optimization as an approach
uses limited constraints that include the use of machinery,
shop floor area, investment, production, process planning,
and time [27]. The objective of process optimization is the
minimization of waste in terms of time, manpower, machinery, and shop floor area. The concept of process optimization has been implemented by different techniques in
industry 4.0; the techniques used in previous decades and in
industry 4.0 are illustrated in Figure 4.
Lean manufacturing (LM) is a prevalent approach and
has been used in most cases as found in the literature review.
LM is used for the identification of NVAA by observation of
shop floor conditions [28]. The cost incurred in these activities can neither be added to the production value nor paid
by the customer [29]. Therefore, eliminating these activities
from production is the only solution that is carried out by
process optimization techniques [30]. It has been observed
that LM is able to provide production enhancement in case
of a manual assembly line, but if production line becomes
semiautomated or fully automated, it does not work and the
production management team must implement new techniques like integration of techniques.
In industry 4.0, production management team members
emphasize on development of novel techniques and approaches for productivity enhancement in automated production lines. To accomplish this, several research works
have been done in different automated production conditions, and smart manufacturing was found efficient in
production management on the shop floor [31]. Smart
manufacturing uses various techniques to the control
management system in industry 4.0, including internet of
things, digitalization, asset tracking system, artificial intelligence, and integration of smart manufacturing with other
techniques such as lean, machine learning, and simulation.
The complexity of the production situation has been increasing steadily over the past decade. Hence, in the current
scenario of industry 4.0, more attention is paid to smart
manufacturing techniques and hybrid approach with smart
concept by the members of the management team. Because
smart manufacturing has been found most suitable and
efficient approach in productivity enhancement in previous
research works.
As yet, several process optimization techniques have
been implemented to improve the production on the shop
floor [32]. An attempt has been made to tabulate all these
techniques by Table 1 and presented a description of the
application area and the results obtained. Figure 5 shows the
techniques implemented in previous research for coping
with problems and challenges. Table 2 illustrates the contribution of process optimization techniques in previous
research works.
In research work over the past decades, authors have
praised lean manufacturing for improving production, and
other process optimization methods such as Kaizen and total
quality management have also been used by some authors
[22, 49, 71, 72, 85]. But it has been observed that smart
manufacturing becomes the most preferred and prevalent
approach in the past five years because of its higher adaptability in industry 4.0. This discussion of previous research
endorses the utility of lean and smart manufacturing for
process optimization. Researchers are skeptical about
implementing procedures presented to address production
challenges using lean and smart manufacturing, as the studies
presented so far have proposed a specific approach and applied it only in confined situations. The authors of the present
study are reviewing the methodologies presented in select
previous studies to clarify the message. Following observations and research gap areas are identified:
(1) All the researchers that have developed the methodology of process optimization method applications in the manufacturing environment concluded
that by improving the workflow on the shop floor,
one can improve productivity and also concluded
that this is not a generalized conclusion that can
apply in all types of production conditions.
(2) There is no clarity in research on how to identify
production challenges and problems in industry 4.0.
6
Mathematical Problems in Engineering
Process optimization
approach
In previous
decades
In industry 4.0
Lean
manufacturing
Hybrid
approach
Smart
manufacturing
Hybrid
approach
Value stream
mapping
Lean-kaizen
Internet of things
Lean smart
manufacturing
Kaizen
Lean six sigma
Artificial
intelligence
Machine
learning-smart
manufacturing
Total quality
management
TQM-TPM
Asset tracking
system
Simulation based
smart
manufacturing
Figure 4: Process optimization techniques before Industry 4.0 (left) and under the framework of Industry 4.0 (right).
Therefore, the drawbacks of research to improve
production through production mapping are clearly
shown.
The objective of the present article is to develop a smart
production management system to identify the problems
and challenges encountered on the production shop floor in
industry 4.0 and suggest an efficient process optimization
approach for industrial sustainability. The research objective
raised questions for the study are as follows:
(i) How to demonstrate the key message of process
optimization through an efficient technique using a
methodology for reducing wastes influencing productivity in industry 4.0
(ii) How to identify wastes in the industry 4.0 production environment by applying the proposed
production management system
4. Scientific Gap in the Literature and
Conceptual Paradigm Objectives of the
Current Research Work
In industry 4.0, the production team members face several
problems in enhancing operational excellence due to
complexity in the shop floor environment [92]. It has been
observed that if production teams ignore different circumstances and issues that can be developed by complexity
in the shop floor environment, it results in considerable
losses in financial profitability [93]. A comprehensive review
of the production management systems developed in previous research has been found that the developed systems
were not efficient at controlling operational excellence in all
types of shop floor environments and could only increase
productivity in certain limited production conditions.
Therefore, the production management teams emphasize
developing an intelligent system to eliminate the problems
faced in different circumstances because of the complex shop
floor environment [94].
The developed system helps provide a guideline for
selecting a suitable approach for enhancing industrial sustainability in industry 4.0. The proposed smart system has
been developed by various brainstorming sessions on
problems and challenges faced in production shop floor
management, including industry 4.0. The developed system
provides a guideline for management teams to understand
the actual shop floor conditions and help make an action
plan at the beginning of production processes to achieve
industrial sustainability enhancement. The developed smart
production management system has been validated by enhancing industrial sustainability in the case of industry 4.0. It
has been found that the developed system provided improvement in production time, worker’s contribution,
machinery utilization, operational excellence, and financial
profitability by 17%, 18%, 28%, 35%, and 45%, respectively.
The present research aims to develop a smart production
management system to identify the problems and challenges
encountered in production on the shop floor in industry 4.0
and suggest an efficient process optimization approach for
industrial sustainability. The developed smart management
system can improve operational excellence in any complex
shop floor environment within confined assets and the efficient
to enhance sustainability in all industries, including automobile, mining machinery, mining, defense, aerospace, pharmaceutical, chemical, and so on. The authors of the present
research article that the developed system would be preferred in
shop floor management in industry 4.0 because it can implement a suitable approach by identifying exact problems in
Mathematical Problems in Engineering
7
Table 1: Description of previous research work, technique, and results.
Results
Author(s)
Year
Östlin and Ekholm [33] 2007
Techniques
Value stream mapping (VSM)
Improvement/reduction
Setup time
WIP (work in process), inventory,
production lead time (LT),
processing time
Optimized
resources
Manpower
Seth and Gupta [34]
2007
VSM, Kanban
Gati-Wechsler and
Torres [35]
2008
TPM, 5S, JIT, Kanban
Sahoo et al. [36]
2008
VSM, Taguchi’s method
2009
Cellular manufacturing system, VSM
2009
VSM
2010
VSM
2012
VSM
2012
2013
2013
2013
Kanban
VSM, radiofrequency identification
VSM
VSM
Setup time, WIP inventory level,
defect
Lead time (LT), setup time, waiting
time, material handling time
LT, processing time, WIP
Cycle time (CT), idle time (IT),
WIP inventory, defect, uptime (UT)
Production LT, work-in-process
inventory
Inventory
LT, waiting time
Productivity, LT, defect
Productivity
Jeyraj et al. [45]
2013
VSM
Takt time (TT), LT
Das et al. [46]
Barbosa et al. [47]
Kumar et al. [48]
Ismail et al. [49]
Singh et al. [50]
Santos et al. [51]
Mwanza and Mbohwa
[52]
Choi et al. [53]
Rohani and Zahree [54]
Esa et al. [55]
Lu and Yang [56]
Tyagi et al. [57]
Choomlucksana et al.
[58]
Naqvi et al. [59]
Andrade et al. [60]
Thomas et al. [61]
Garre et al. [62]
Asif and Singh [63]
Dadashnejad and
Valmohammadi [64]
Diaz et al. [65]
Méndez and Rodriguez
[66]
Nagadi et al. [67]
2014
2014
2014
2014
2014
2015
VSM, SMED, Kaizen
LM, TPM
VSM, method study
Lean Six Sigma, VSM
LM
5S, VSM, Kaizen,
Setup time, WIP inventory
Cycle time (CT), product quality
LT
CT
Cycle time, downtime
Productivity
Manpower,
machine, layout
Cost
Shop floor area
Cost
Cost
Machine,
manpower
Shop floor area
Layout
Layout
NA
Cost
Manpower
2015
Total productive maintenance
Downtime
Machinery
2015
2015
2015
2015
2015
Smart manufacturing
VSM, kaizen, Kanban, 5S
SMED
VSM, Kaizen
VSM, Gemba walk
Production enhancement
LT
Setup time
Production, CT
LT, quality
Cost
NA
Manpower
Manpower
Cost
2015
Kaizen, 5S, poka-yoke
Processing time
Cost
2016
2016
2016
2017
2017
LM, Kaizen, 5S
VSM
Lean Six Sigma
5S, SMED
Internet of things
LT, production
LT, production time
Production time
Productivity, total cycle time (TCT)
Productivity
Layout, cost
Manpower
Cost
Layout
Cost
2017
VSM, overall equipment effectiveness
Productivity, quality
Machine
2017
VSM
LT, CT, quality
Manpower
2017
TPM, overall equipment effectiveness
Productivity
Manpower
2017
Smart manufacturing
Production time
Gazra-Reyes et al. [68]
2018
VSM, TPM, just in time, Kaizen
Productivity, quality
Gijo et al. [69]
Stadnicka and Litwin
[70]
Cannas et al. [71]
2018
Lean Six Sigma
Defect
Machinery
Energy
consumption
Cost
2018
VSM, system dynamic analysis
Work-in-progress
Machine
2018
Kaizen, Yamazumi chart, standardization
Pattanaik and Sharma
[37]
Singh Sharma [38]
Vinodh et al. [39]
Rahman and Al-Ashraf
[40]
Rahman et al. [41]
Chen et al. [42]
Bertolini [43]
Longhan et al. [44]
Kumar et al. [72]
Inventory
Performance
Lead time, cycle time, inventory
VSM, Kaizen, poka-yoke, 5-why, brainstorming
level, productivity, quality, rework
2018
technique
elimination
Cost
NA
NA
Layout
Manpower
Manpower
NA
Machine,
manpower, cost
8
Mathematical Problems in Engineering
Table 1: Continued.
Results
Author(s)
Year
Suhardi et al. [73]
2019
Saqlain et al. [74]
Masuti and Dabede [75]
Ramani and Lingan [76]
Priya et al. [77]
Liao and Wang [78]
Shou et al. [79]
2019
2019
2019
2019
2019
2019
Techniques
VSM, 5W1H (what, who, where, when, how,
why), ECRS (eliminate, combine, rearrange,
and simplify) principle
Internet of things
VSM
VSM
Lean Six Sigma, just in time
Internet of things
VSM
Improvement/reduction
Optimized
resources
Lead time
Manpower
Production time
Cycle time, lead time
Productivity
Defect, quality
Production time
Production time
Machinery, cost
Cost
Cost
NA
Cost
NA
Machine, cost,
shop floor
Machinery, cost
Cost, shop floor
Layout
Cost
Machine, shop
floor
Machinery, cost
Cost, manpower
Machinery, cost
Cost
Cost
Cost
Sharma et al. [80]
2019
5S
Productivity
Abubakr et al. [81]
Torres et al. [82]
Prasad et al. [83]
Mittal et al. [84]
2020
2020
2020
2020
Smart manufacturing
Smart manufacturing
VSM, 5S, Kaizen, Kanban, SMED
Smart manufacturing
Cause and effect diagram, failure mode effect
analysis
Smart manufacturing
VSM, SMED, cellular layout
Internet of things
Internet of things
Lean and industry 4.0 technologies
Lean and internet of things
Productivity
Production time
Productivity
Production
Balamurugan et al. [85] 2020
Chien and Chen [86]
Amrani and Ducq [87]
Frankό et al. [88]
Gaspar et al. [89]
Reyes et al. [90]
Vlachos et al. [91]
2020
2020
2020
2021
2021
2021
the complex production environment. Figure 6 shows the
current model of shop floor management that was being used
by the production management team.
5. Proposed Production Management System
Industries face several challenges and problems in controlling the shop floor management. Therefore, to identify
these problems and challenges, a smart production management system has been developed in the present research.
In the production management system, the challenges and
problems are classified in observed forms. The developed
production management system has been evaluated by
problems found in prior research and applied techniques.
Table 3 classifies the challenges commonly encountered by
industry in production and the problems associated with
them.
Most of the researchers appreciated lean and smart
manufacturing and acknowledged problems and challenges
complexities in an industrial environment. Authors mostly
suggested lean for improvement in production and shop
floor management in the last decades. The smart
manufacturing experience of researchers in production
improvement is remarkably diverse and endorsed the reliability of smart manufacturing in shop floor management.
To get rid of the challenges and problems faced at the
production shop floor, in the current research work, an
extensive literature review was done on the work done in the
production area and industry 4.0, and a production management system has been developed. The challenges and
problems were categorized to prepare the developed system
and the process optimization techniques applied in the
Productivity
Production time
Setup time, cycle time, defect rate
Production time
Production time
Productivity
Productivity
previous research were brainstormed for them. A management system has been developed from the findings obtained from the brainstorming analysis. The authors are
strongly believed that the developed production management system would be capable of providing higher
throughput in all types of conditions in industry 4.0. The
developed smart production management system has been
illustrated in Figure 7. The proposed smart production
management system follows four steps and is developed by
multiple brainstorming sessions organized at the different
department levels and using previous research works.
5.1. Experimentation of Proposed Theory in a Case Study for
Industry 4.0. The present study has been carried out in an
earthmoving machinery manufacturing unit in India. The
industry currently has 52 people including managers, supervisors, and employees and operates in a single shift with
10 working hours. The present industry manufactures
several types of machinery such as the skid-steer loader,
cranes, and truck-mounted. This research work deals with
skid-steer loader production processes. Skid-steer loader is
an earthmoving machinery, and it is based on cutting-edge
technology. The industry is facing stiff competition due to
high manufacturing cycle time. Typically, production orders
are received intermittently and mostly in small quantities.
The production lead time and quality are the main
factors to face the competition of the industry. When the
industry is faced with problems such as high costs and
excessive lead time due to wastage, the level of production
becomes exceedingly difficult to control. Production management is therefore vigilant about these problems and
Mathematical Problems in Engineering
9
15. Taguchi's 16. Method study
method
2%
2%
14. TQM
2%
17. LSS
2%
18. SMED
2%
0%
19. 5W1H
2%
20. Kanban
2%
1. VSM
33%
13. Stadardization 2%
12. SLP 2%
11.5S
2%
10. Fish bone
diagram 2%
9. Time study
2%
8. FMEA
2%
2. Smart
manufacturing
13%
7. ECRS 2%
4. SOP 6%
6. TPM 4%
3. Internet of things
10%
5. Kaizen 4%
Figure 5: Implementation of process optimization techniques in previous researches.
Table 2: Contribution of process optimization techniques in previous research works.
S. No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Process optimization techniques
VSM
Smart manufacturing
Internet of things
SOP
Kaizen
TPM
ECRS
FMEA
Time study
Fish bone diagram
5S
SLP
Standardization
TQM
Taguchi’s method
Method study
LSS
SMED
5W1H
Kanban
emphasizes the implementation of process optimization
methods for production on the shop floor. The problems
found in controlling production in the current industry are
illustrated by Figure 8.
5.2. Observation of the Production Shop Floor in Present Case
Report. According to Womack and Jones [95], production
Contribution (%)
33
13
10
6
4
4
2
2
2
2
2
2
2
2
2
2
2
2
2
2
planning plays an important role in achieving customer
needs in the context of the product. For this, it is necessary to
observe the precise production information and conditions
of the industry. So those necessary arrangements can be
made to deal with them. The basic production information
has been collected by observation of shop floor, questionnaire, data acquisition system, interviews, and discussion
with industry persons. The observation of the shop floor has
10
Mathematical Problems in Engineering
Shop floor layout
Aim
Tasks
• Sustainable production
planning.
• Utilization of resources.
• Minimization of energy
consumption.
• Waste elimination.
• Productivity enhancement in
complex shop floor
management system.
• Achieve operational
excellence within
limited constraints.
• Enhancement in financial
profitability within
available resources
Production/day
8 units
Manpower
52 workers
Production time
Different department shop floors
Available time
520 minutes
Break time
40 minutes
Reasons for waste production
Assembly
1045 minutes
Fabrication
990 minutes
Painting
2190 minutes
Roll off and hot testing
1945 minutes
Lack in allotment of operator for material handling.
Cabin installment and electric
gauge assembly
715 minutes
Manual assembly lines.
Outsourcing of services.
Manual power supply system.
Traditional work allocation.
Figure 6: Current shop floor management model.
Table 3: Categorization of problems and challenges faced in production.
S.
No.
1
2
3
Challenges
Productivity
Quality
Time
Problems
Categorization
Poor layout
P1
Absenteeism
P2
Higher downtime
P3
Unskilled worker
Communication gap
More workstation
P4
P5
P6
Work overloaded
P7
High setup time
Lack in worker sill
P8
Q1
Lack of standard
Q2
Defect
Workload
distribution
Inventory
Q3
Q4
Lack in production
planning
T1
Downtime
Machinery
utilization
Wrong workload
distribution
Unsystematic layout
Absentees
Q5
T2
Author and reference
Implemented shop floor
number
management technique
Rahman and Al-Ashraf [40];
VSM, smart manufacturing
Saqlain et al. [74]
Singh and Sharma [38]
VSM, 5S
Santos et al. [51]; Chien and
VSM, smart manufacturing
Chen [86]
Jeyaraj et al. [45]
VSM
Esa et al. [55]
Standard operating procedure (SOP)
Rohani and Zahree [54]
VSM, Kaizen
Single minute exchange of die
Garee et al. [62]
(SMED)
Esa et al. [55]
SMED
Seth and Gupta [34]
VSM
Rahman and Al-Ashraf [40];
SOP, internet of things
Asif and Singh [63]
Pattanaik and Sharma [37]
VSM
Suhardi et al. [73]
5W1H technique, ECRS principle
Masuti and Dabede [75]
VSM
Time study, fishbone diagram,
Balamurugan et al. [85];
Priya et al. [77]; Gaspar et al. failure mode effect analysis (FMEA),
internet of things
[89]
Barbosa et al. [47]
Total productive maintenance
T3
Jeyaraj et al. [45]
VSM
T4
Chen et al. [42]
VSM
T5
T6
Systematic layout planning
Standardization
Unskilled worker
T7
Communication gap
Lack in material
handling
T8
Ali Naqvi et al. [59]
Amrani and Ducq [87]
Gati-Wechsler and Torres
[35]
Esa et al. [55]
T9
Frankó et al. [88]
Total quality management (TQM)
SOP
Asset tracking system
Mathematical Problems in Engineering
11
Table 3: Continued.
S.
No.
4
5
Challenges
Implemented shop floor
management technique
Total productive maintenance
(TPM), smart manufacturing
C2
Rahman et al. [41]
Lean manufacturing, Kanban
C3
C4
Sahoo et al. [36]
Singh and Sharma [38]
Kumar et al. [72]; Ramani
and Lingan [76]; Liao and
Wang [78]
Östlin and Ekholm [33]; Liao
and Wang [78]
Bertoloini [43]
Ismail et al. [49]; Gijo et al.
[69]
Longhan et al. [44]
Das et al. [46]; Mittal et al.
[84]
Taguchi’s method
VSM
Categorization
Downtime
C1
Lack in worker
participation
Defects
Inventory
Cost
Author and reference
number
Mwanza and Mbohwa [52];
Chien and Chen [86]
Problems
Unplanned
workflow
C5
Higher lead time
L1
Defects
L2
Standard
L3
Quantity
L4
Design
L5
Customer satisfaction
level in terms of
product
1
VSM, method study, internet of
things
VSM, internet of things
VSM
Lean Six Sigma
VSM
VSM, SMED, Kaizen, smart
manufacturing
2
Observation
Analyze
Shop floor visit
and data
acquisition
system
Production
analysis
program and
data analytics
Validation of smart
production system
Modification in
shop floor
management
Production
enhancement in a
case study of
industry 4.0
Lean and smart
manufacturing
4
3
Figure 7: Proposed smart management system for industry sustainability in industry 4.0.
Problem
Higher
production time
Communication
gap between
workers
.
Limited
resources
availability
Higher
downtime
Higher
production cost
Figure 8: Observed problems of present industry.
been used to understand the working condition of production on the shop floor. The discussion with workers,
supervisors, and managers has been used for the analysis of
production information and shown by Table 4.
5.3. Analyze Present Production Shop Floor Management.
The working condition map of production processes is
shown in Figure 9. The working map demonstrates that the
manufacturing orders are being received monthly and the
12
Mathematical Problems in Engineering
Table 4: Details of production collected from the observation of the shop floor.
Name of data
Product name
Working time
Break time
Available time
Number of workers
Number of processes
Number of shifts
Number of shops
Production per day (PD)
Shop floor area
Production line
Production type
Material handling equipment
Challenge
Previous production record
Problems
Working environment
Working temperature
Maintenance type
Outsourcing services
Number of components in the final product
Implemented shop floor management technique
shop floor management department transmits the
manufacturing instructions on daily basis to the supervisor
and workers. In present production condition, a total of 18
processes are performed in the production of the skid steer
loader, and the industry operates in one shift per day. The
total cycle time (TCT) for manufacturing the skid-steer
loader is 6,540 minutes whereas the total idle time (TIT) is
470 minutes. The skid-steer loaders are manufactured to the
customers’ demands mostly monthly. The industry normally
maintains a product inventory of 15 units due to uncertainty
in employee availability.
In the observed condition, the proposed production
management system has been used to identify production
problems and elimination of non-value-added activities. For
the elimination of problems, the appropriate technique has
been selected from the process optimization techniques
implemented in the previous research work, as shown in
Table 2. Table 5 shows the description of problems and
challenges identified in production processes.
The production analysis program and data analytics were
implemented for the identification of problems and nonvalue-added activities so that they could be eliminated with
the appropriate action. Lean and smart manufacturing were
found suitable to improve mostly processes, and additionally, internet of things, artificial intelligence, and embedded
system have been applied in some other processes.
6. Result and Discussions
6.1. Development of a Modified Production Shop Floor
Management. After the analysis of NVAA present in the
production processes of skid-steer loader, various proposals
for NVAA elimination have been developed by a discussion
with the workers of industry, which are presented as follows:
Quantity
Skid steer loader
560 minutes
40 minutes
520 minutes
52
18
1
5
8
34 meter × 75 meter
Semiautomated
Pull
Hoist for material handling and forklift
Productivity, time, quality, customer satisfaction level
WT: 580 minutes, BT: 80 minutes, PD: 9 minutes
P1, P2, P3, P4, P5, P6, P7, P8, T1, T2, T3, T4, T5, T6, T7, T8, T9, L1, L4
Unfriendly due to more working hours and unplanned work
Workable
Preventive
Painting (chassis and loader arm)
Approximate 800
5S
(i) Improvement in shop floor management – The
principle of lean smart manufacturing has been
found effective for implementation at the following
processes, namely wheel assembly, chassis
manufacturing, cabin installment, and electric
gauges assembly
(ii) Reduction of a number of workstations – The
production planning at workstations has been improved by simulation and machine learning
concepts
(iii) Reduction of work-in-progress–The unnecessary
activities between production processes has been
eliminated by the lean concept
(iv) Improvement in resource utilization – The utilization of machinery and workers has been improved by using artificial intelligence and the
internet of things concept
(v) Reduction of high setup time – The internal activities (preparing setup jig and fixture, movement
of chassis component, material handling of components by forklift and hoisting equipment, transportation of large parts for painting, and changing
attachment tool) have been considered as external
activities
(vi) Improvement in the communication gap between
workers-organized meeting and conducting the
training program
Table 6 shows the overall production modification
suggested for proposed planning. The proposed modified
production planning describing the various improvements
incorporated in the production processes of the skid steer
loader on the shop floor is shown in Figure 10.
Mathematical Problems in Engineering
13
Cycle time – 545 Minutes
Changeover time – 80 Minutes
Uptime – 94.87%
STEP 5
Idle time – 90 Minutes
STEP 1
Assembly shop
Cabin installment &
Electric gauge assembly
Cycle time – 1830 Minutes
Changeover time – 70 Minutes
Uptime – 86.54%
STEP 4
Idle time – 45 Minutes
Roll off & Hot testing
Cycle time (CT) – 870 Minutes
Changeover time (CO) – 95 Minutes
Uptime (UT) – 90.62%
Idle time (IT) – 80 Minutes
Observed Management
system
Cycle time - 2010 Minutes
Changeover time – 105 Minutes
Uptime – 91.40%
Idle time – 75 Minutes
STEP 2
Fabrication shop
Cycle time – 630 Minutes
Changeover time – 240 Minutes
Uptime – 86.86%
Idle time – 120 Minutes
STEP 3
Painting shop
Figure 9: Observed production management condition.
Table 5: Challenges and problems identified in production processes.
S. No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Process
Transmission assembly
Manufacturing of loader arm
Chassis manufacturing
Wheel assembly
Chassis and loader arm fabrication
Inspection of fabrication
Painting (baby parts)
Painting (large parts)
Engine assembly
Hydraulic pump and motor assembly
Inspection of assembly and roll off
Hot testing
Cabin installment
Electric gauges assembly
Final inspection
A similar work has been reported by Müller et al. [96]
who discussed how natural language processing could improve the digital shop floor management concept to provide
higher value for decision-makers and the shop-floor teams.
The study presented a conceptual approach by integrating
the fields of natural language processing and digital shop
floor management to discuss assistant functions in digital
shop floor management on the text data produced during
problem-solving. The result of the study revealed that the
developed approach was detailed, quick, and accurate by
representing an actual condition in the company. Xu et al.
[97] investigated the coexistence of two industrial revolution
industry 4.0 and industry 5.0. In the study, five questions
were selected by different sources, and the questions were
rooted in industry and the scientific community. The study
showed that the industrial revolution was driven by transformative technological advances that helped improve
Problem
P1, P2, P4, P5, P6, P7, P8, T1, T2, T4, T5, T6, T7, T8, T9, L1
P4, P5, P6, P8, T1, T3, T4, T7, C2, L1
P1, P2, P3, P4, P5, P6, P7, P8, T1, T2, T3, T4, T5, T6, T7, T8, L1, L4
P5, T8
P1, P3, P4, P5, P8, T3, T7, T9L1
P2, P3, P5, T1, T2, T3, T8
P8
P8
P1, P7, P8, T3, T4, T5, T8, L1
P1, P7, P8, T3, T4, T5, T8, L1
T1
P3, P5, P7, P8, T1, T4, L1
P4, P5, P7, T1, T4, T7, T8
P4, P5, P7, Q1, Q4, T1, T4, T7, T8
P1, P5, P6, P7, T1, T4, T8
fundamental changes in the industry functions. These
fundamental changes included social and economic consequences. It also concluded that the revolution upgrade had
been required technological pushes and solutions. Mourtzis
[98] discussed the benchmarking obtained in the evolution
of manufacturing systems simulation technologies and investigated recent research and industrial revolution in the
fields of manufacturing. The study showed that digitalization
provides data and new technologies to assist in
manufacturing simulation and product design in the new
era.
6.2. Validation of Proposed Smart Production Management
System. Present research methodology demonstrates its
usefulness in terms of improved productivity, customer
satisfaction level, resources utilization, and production time.
14
Mathematical Problems in Engineering
Table 6: Details of proposed production planning from the investigation of the production shop floor.
Name of data
Quantity
Product name
Skid-steer loader
Working time (WT)
600 minutes
Break time (BT)
90 minutes
Available time
510 minutes
Number of workers
52
Number of processes
10
Number of shifts
1
Number of shops
5
Production per day
12
Shop floor area
34 meter × 75 meter
Material handling equipment
Hoist for material handling and forklift
Challenge
Productivity, time, customer satisfaction level
Previous production record
WT – 520 minutes, BT – 40 minutes, PD – 8
Problems
Eliminated
Working environment
Aesthetic
Maintenance type
Condition-based maintenance
Outsourcing services
Painting (chassis and loader arm)
Number of components in the final product
Approximate 800
Implemented shop floor management approach Lean smart manufacturing, internet of things, artificial intelligence, asset tracking system
1
2
Fabrication
CT – 855 Minutes
CO – 280 Minutes
UT – 81.37%
IT – 110 Minutes
3
Assembly
CT – 1095 Minutes
CO – 190 Minutes
UT – 90.68 %
IT – 105 Minutes
4
Painting
CT –1710 Minutes
CO – 45 Minutes
UT – 91.18%
IT – 40 Minutes
5
Roll-off and
hot testing
CT – 1860 Minutes
CO – 75 Minutes
UT – 85.29%
IT – 60 Minutes
Quality
inspection
CT – 150 Minutes
CO – 5 Minutes
UT – 99.02%
IT – 10 Minutes
Figure 10: Modified production management system.
The case study revealed that the proposed production
management system can provide precise identification of the
challenges and problems responsible for production in industry 4.0 using a lean and smart manufacturing approach.
The production management helps the management system
implement a suitable shop floor management approach for
the elimination of non-value-added activities. To validate the
production management system presented, it was implemented in a production condition of industry 4.0, and it was
found that production improved as per the standards set by
the production management system. Production improvement has been calculated according to various parameters.
These improvements are shown in Figure 11.
In line with the problems encountered in shop floor
management, the present case example shows the elimination of non-value-added activities and the improvement
in productivity levels that have been possible through the
proposed smart production management system. To substantiate this statement, a comparative analysis was carried
out from the present work from previous research work. It
was found that the proposed production management
system is better in eradicating of all production problems
and non-value-added activities. The comparative analysis
between some relevant previous research and the present
study has shown in Table 7.
The related work has been reported by Mourtzis [99]
designed a model of a real manufacturing system using
discrete-event simulation and evaluated it by obtaining
actual data obtaining from the copper industry. The study
used the ANOVA method to highlight the effect of each
decision variable on the model. The study demonstrated that
the manufacturing system could obtain maximum
throughput by utilizing actual data and available resources.
Mourtzis [100] developed a framework for remote monitoring refrigerator and cold storage systems using wireless
sensor networks and cloud technology for predictive
maintenance. In the study, wireless sensor networks and the
intelligent algorithm were integrated for predictive maintenance. The study showed that the developed framework
could provide yielded promising results. Mourtzis [101]
discussed the latest advances and challenges of machine tool
evolution in the present industrial era in the manufacturing
Mathematical Problems in Engineering
15
325
470
IT (Minutes)
6595
PT (Minutes)
7960
595
765
CO (Minutes)
NR
UT (%)
39
44
27
20
5670
CT (Minutes)
6725
510
520
AT (Minutes)
AT
(Minutes)
CT
(Minutes)
UT (%)
NR
CO
(Minutes)
PT
(Minutes)
IT
(Minutes)
Modified
510
5670
27
39
595
6595
325
Observed
520
6725
20
44
765
7960
470
Figure 11: Production improvement by the presented production management system.
Table 7: Comparison between previous results and present study investigation.
Author’s
Cinar et al. [20]
Liao and Wang [78]
Rahani and AlAshraf [40]
Chien and Chen [86]
Ismail et al. [49]
Gijo et al. [69]
Asif and Singh [63]
Das et al. [46]
Frankό et al. [88]
Longhan et al. [44]
Choomlucksana
et al. [58]
Present study
Technique
Improvement (%)
PT
CT Defect
Parameter
Optimized
VSM
1.11
2.59
4
Internet of things
SMED, poka-yoke,
standardization
Smart manufacturing
LSS
LSS
Internet of things
VSM, SMED, kaizen
Internet of things
VSM
NA
NA
NA
Production time, machinery
utilization, quality
Product quality
NA
43
66
Production time, product quality
Cost
Production time
Production time
Quality
Production management
Production time
Logistic task
Production time
Machinery
Cost
Cost
Cost
Cost
Machinery, cost
Cost
Production time
Cost
VSM
NA NA
NA
16.79 NA
NA
NA NA 85.26
NA NA
NA
57.07 43.24 NA
NA NA
NA
6.85 NA
NA
8.02 37.05
NA
Lean and smart manufacturing,
17.14 15.69
internet of things, VSM
42
domain. In addition, the study recognized emerging opportunities and identified implications from the implementation point of view.
6.3. Enhancement of Industrial Sustainability of the Developed
Methodology for Industry 4.0 for Earthmoving Machinery
Manufacturing Shop Floor Management System. The present
research methodology can be applied to improve all types of
earthmoving machinery manufacturing conditions in industry 4.0. This statement has been proved by an example:
this example was of an earthmoving machinery
manufacturing unit, in which production was improved by
the implementation of the developed production management system in industry 4.0. The improvements obtained in
the operational performance of production processes by
process optimization techniques are shown in Table 8. The
planning and execution of research methods in the
manufacturing unit, and improvement in shop floor management has summarized in Table 9.
Machinery, cost
Cost
Production time, machinery and Manpower, machinery,
manpower utilization, quality
cost, shop floor
Productivity enhancement has been achieved effectively
by the production management system developed in the
present case study. The implementation of the developed
methodology led to an improvement of up to 35% in the
production by a 42% reduction in defects by the implementation of a suitable process optimization approach. The
result of the study validates the author’s statement about
developed methodology and describes that the developed
production management system would provide industrial
sustainability in industry 4.0. The related work has been
reported by Liu et al. [102] investigated the emerging industrial internet of things implementation in a cloud
manufacturing system for addressed the challenge faced in
the development of cloud manufacturing systems. The
challenges included communication, efficient data acquisition, analysis of field-level manufacturing equipment, and
query. Two industrial internets of things gateway for a 3D
printer and a CNC machine tool validated the approach. The
result showed that integrating various emerging industrial
internet of things technologies in manufacturing systems
16
Table 8: Improvements in the parameters of production processes.
S.
No.
1
2
3
4
5
6
7
8
9
10
12
13
14
15
Process (modified)
Transmission
assembly
Manufacturing of
loader arm
Chassis
manufacturing
Wheel assembly
Chassis and
loader arm
fabrication
Inspection of
fabrication
Painting (baby
parts)
Painting (large
parts)
Engine assembly
Hydraulic pump
and motor
assembly
Quality
inspection and
roll off
Hot testing
Transmission
assembly
Manufacturing of
loader arm
Chassis
manufacturing
Wheel assembly
Chassis and loader
arm fabrication
Reduction
(available
time) minute
Improvement
(uptime) %
Improvement
(number of
operators)
Improvement
(changeover
time) minute
Improvement
(cycle time)
minute
Improvement
(production
time) minute
Improvement (idle time) minute
10
0.56
1 (Increase)
5
45
60
10
10
2.72
1 (Increase)
15
15
35
5
10
0.62
1 (Increase)
5
15
40
20
10
0.88
1 (Increase)
5
25
30
0
10
2.34
2 (Reduce)
0
30
45
20
10
10.53
1 (Decrease)
60
395
35
Painting
300
1 (Increase)
Assembly (engine,
hydraulic pump
and motor)
Quality
inspection, roll off,
and hot testing
Cabin installment
Cabin installment and electric gauges
assembly
Electric gauges
assembly
Final inspection
10
7.16
10
1.24
90
40
0
35
15
525
545
10
10
10
3.29
2 (Reduce)
20
55
100
25
10
1.9
0
10
10
25
5
Mathematical Problems in Engineering
11
Process
Mathematical Problems in Engineering
17
Table 9: Implemented actions for improvement in production on the shop floor.
S.
No.
Process
Cause of problem
Process optimization
approach
1
Transmission
assembly
(ii) Prepared a systematic
layout
Lean smart
manufacturing
(iv) Lack of workers
(v) Poor planning
(i) Higher setup time
2
3
4
Manufacturing of (ii) Lack of workers
Lean manufacturing
loader arm
(iii) Unawareness of the
work
(iv) Lack of action plan
(i) Manual material
handling
(ii) Unsystematic
planning
Chassis
Value stream mapping
(iii) No sequence of
manufacturing
and internet of things
production processes
was determined
(iv) Lack in worker skill
(i) Unawareness of the
worker
Wheel assembly
Embedded system
(i) A Longer distance
between chassis and
loader arm shop
5
Chassis and loader
(ii) Higher setup time
arm fabrication
(i) Higher setup time
6
Inspection of
fabrication
7
Painting (baby
parts)
8
Painting (large
parts)
(ii) Unnecessary
transportation for the
inspection process
(iii) Increased number of
workers
(iv) Improved shop floor
planning
(v) Automated production
line
(vi) Asset tracking system
(i) Increased number of
workers
(ii) Organized meeting
and training
11.32
9.21
(iii) Improved action plan
(i) Prepared a systematic
planning
(ii) Organized appropriate
training program
9.19
(iii) Digitalization
(i) Organized meeting
(ii) Prepare to code for
operations
(i) Both the shops were set
up side by side in the
revised layout
(ii) Increased number of
Smart manufacturing
workers
(iii) Dynamic modeling of
shop floor
(iv) Digitalization
(i) Inspection has done at
previous workstation
(ii) Inspection has done
just after completion of
Internet of things,
fabrication of loader arm
artificial intelligence
and chassis
(iii) No fixed location
was decided for
inspection
(i) Lack of worker
15.78
8.108
(iii) Program for standard
specification of product
Embedded system
(i) Lack of worker
(ii) Painting of large
parts from other
industry
Improvement in process time
(%)
(i) All assembly processes
were performed in one
shop that also included
gearbox assembly
(i) There was no fixed
place for different
assembly processes
(ii) Gearbox assembly
has done at a different
location
(iii) Unnecessary
transportation due to
different locations of
processes
Suggested action
Lean manufacturing
(i) Increase worker
(ii) Automated production
line
(i) Increase worker
(ii) Both painting
processes were started out
simultaneously
18.03
18
Mathematical Problems in Engineering
Table 9: Continued.
S.
No.
9
10
11
12
13
14
15
Process
Cause of problem
Engine assembly
(i) Lack of worker
(ii) Poor planning
(iii) Unawareness of the
worker
Process optimization
approach
Suggested action
Improvement in process time
(%)
(i) Increase worker
(ii) Improved planning
Lean smart
manufacturing
(iii) Organized meeting
(i) Lack of worker
(ii) Unsystematic layout
Hydraulic pump (iii) Unawareness of the
(iii) Organized meeting
work
and motor
Smart manufacturing
(iv) Automated
assembly
production line
(v) Digitalization
(i) Improved production
(i) Lack in production
planning
planning
Quality inspection
(ii) Unnecessary
Artificial intelligence (ii) Prepare a coding-based
and roll off
documentations
specifications
(iii) Digitalization
(i) Lack of worker
(i) Increase worker
(ii) No time limit
(ii) Decided a time limit
decided
for processes
Hot testing
Embedded system
(iii) Drawback in
(iii) Improved planning
planning
(i) Improvement in layout
(i) Unsystematic layout
(ii) Unawareness of the
(ii) Organized meeting
work
and training
Lean smart
Cabin installment
(iii) Improved shop floor
(iii) Lack in shop floor
manufacturing
planning
planning
(iv) Embedded system
(i) Improvement in layout
(ii) Unsystematic layout
(ii) Unawareness of the
(ii) Organized meeting
work
and training
(iii) Lack in shop floor
(iii) Improved shop floor
planning
Lean smart
Electric gauges planning
(iv) Cabin installment and
manufacturing
assembly
electric gauges assembly
(iv) Unnecessary
have been done at one
movement
workstation
(v) Automated machinery
(i) Improvement in
(i) Lack in planning
planning
(ii) Repeatedly deploy
(ii) Experienced staff have
new workers for
Smart manufacturing, deployed for inspection
inspection
Final inspection
artificial intelligence,
(iii) Unawareness of the
(iii) Organized meeting
embedded system
work
and training
(iv) Automated machinery
and embedded system
(v) Digitalization
established the connection between the cloud manufacturing platform and field-level manufacturing equipment. Peng
et al. [103] proposed a conceptual framework for flexible
manufacturing strategy using the industrial internet. The
study reviewed industrial Internet-enabled implementations
in China in response to COVID-19 and discussed it from
3Rs’ perspective, that is, supply chain resilience,
21.17
(iv) Simulation and
modeling of workstation
(v) Digitalization
(i) Increase worker
(ii) Modified layout
21.46
19.05
13.15
manufacturer capacity recovery, and emergency response.
The result provided preliminary study reflections and a
flexible manufacturing strategy in the wake of the COVID19 pandemic. Meissner et al. [104] identified different
starting points for digital shop floor management using a
cluster analysis based on survey data. The study showed
three initial conditions for implementing digital shop floor
Mathematical Problems in Engineering
Objectives of the present
smart manufacturing system
Development of sustainable
guidelines for operational control.
Productivity enhancement by
maximization of resource utilization
using industry 4.0 technologies.
Operational excellence in complex
shop floor mining machinery
manufacturing environment.
19
Statistics analysis of the present
ingenious smart manufacturing system
in comparison with systems from the
previous literature in terms of shop floor
management parameters
Financial
profitability
has been
improved by
45%
Production
time has been
significantly
reduced by
17%
Worker
contribution
has been
improved by
18%
Recommendation of cost-effective
strategies in order to enhance the
operational effectiveness and financial
profitability within accessible
resources in industry 4.0.
Production enhancement in shop
floor production system under
limited conditions.
Improvement of operational
performance on shop floor after
in-depth conversation and
inspections.
Operational excellence in shop
floor manufacturing system
under specific stipulated
conditions.
Implementation of suitable approaches
for the elimination of shop floor
problems precisely.
Robust control for all types of shop floor
management in mining machineries
manufacturing system for industry 4.0.
Inference of the developed
manufacturing system from
previous literature studies
Operational
effectiveness
has been
improved by
35%
Machinery
utilization
has been improved
by 28%
Identification of appropriate
approach for production
management system under
limited shop floor conditions.
Applicable in the shop floor
production system under
limited working condition.
Figure 12: Comparatively benchmark analysis of the present smart manufacturing system for industry 4.0.
management in the German metal and electrical industry
that can describe gradually. Furthermore, the results showed
that digital shop floor management could remain competitive over the long term across all companies.
6.4. Sustainable Shop Floor Management System and Industry
4.0 Technologies. Implementing an efficient process optimization approach with industry 4.0 technologies for operational control in a complex environment plays a vital role in
shop floor management [2, 3, 11, 17, 25, 32, 39, 55, 69, 82].
Industry 4.0 technologies enormously enhance productivity
by maximizing operational excellence, workers’ contributions, overall equipment effectiveness, and process adaptability [1, 3, 20, 26, 30, 88, 90, 92, 105]. The management team
members emphasize using the process optimization approaches with industry 4.0 technologies because of problems
faced in production control in complex shop floor
manufacturing environments [4, 6, 27, 91]. Industry 4.0
technologies mainly include the internet of things, artificial
intelligence, artificial neural network, digitalization, and asset
tracking system. These technologies help enhance the overall
efficacy of the process optimization approach on the shop
floor and enhance productivity within limited resources. It
has been observed that the production team members feel
mental and physical comforted by implementing the process
optimization approaches with industry 4.0 technologies in the
complex production environment. Therefore, the efficiency of
the shop floor management system can be improved by the
integration of the process optimization approach with industry 4.0 technologies. Furthermore, the integrated approach can enhance industrial sustainability in complex
production systems by establishing a safe and waste-free
environment on the shop floor.
6.5. Performance of Lean Approach and Industry 4.0
Technologies. A methodology has been developed in the
present research work to enhance industrial sustainability in
industry 4.0 by eliminating waste using lean and smart
manufacturing. The developed methodology is able to
provide a positive working condition by establishing the
aesthetic environment in shop floor departments by eliminating waste. The lean approach aims to maximize productivity by avoiding non-value-added activities in
production planning on the shop floor. Non-value added
activities are types that never provide any value in product/
production processes, so the shop floor management teams
always focus on making a strategy for the elimination of
waste by avoiding non-value-added activities in production
planning. Industry 4.0 technologies boost the effectiveness of
the lean approach in operational control on the production
shop floor. Industry 4.0 uses various techniques to enhance
the lean approach including an asset tracking system, automated guided vehicle, digitization, radiofrequency identification system, smart condition monitoring system, and
big data analytics. In the present scenario, the management
team prefers industry 4.0 techniques to enhance productivity
by maintaining industrial sustainability within limited
constraints. It has been observed that satisfactory results may
not be obtained by applying the methodologies developed in
the previous research works to other management systems
[3, 8, 22, 24, 27, 50, 64, 67, 69, 84]. Therefore, in the present
research work, such a management system has been developed that can be applied in all types of production
conditions. The developed methodology has been verified
and proved by implementing it in different actual production conditions. The results show that the developed
methodology provided a robust management system by
effectively improving production time, worker’s
20
contribution, machinery utilization, operational excellence,
and financial profitability by 17%, 18%, 28%, 35%, and 45%,
respectively. Therefore, the developed methodology would
be preferable by management team members because it
helps in the decision-making phase according to problems
and wastes found in different industrial scenarios and could
be proved to benchmark for control and enhance operational excellence in industry 4.0. Figure 12 describes the
benefits of the developed smart management system in
comparison to previous systems in terms of production shop
floor management factors.
6.6. Relation between Industry 4.0 and Lean Approach.
The lean approach can enhance work performance by
necessary improvements in the shop floor management
system, and industry 4.0 techniques provide a method to
improve productivity by maximizing the utilization of resources. The developed innovative system in the present
research uses the integration of lean and industry 4.0
techniques to enhance work performance by optimizing the
utilization of resources. The developed system provides
industrial sustainability by improving various shop floor
factors, including production time, work area, worker
contribution, available time, and machinery performance.
The developed system has been validated by implementing
in an actual production condition of industry 4.0. The results
obtained by the production system showed that the developed system is able to enhance productivity within limited
constraints. Furthermore, the developed system proved costeffective by minimizing unnecessary uses of resources. The
lean approach improves work performance by eliminating
unnecessary activities in the production processes, while
industry 4.0 techniques improve operational conditions by
establishing advanced systems on the production shop floor.
In the present scenario, the shop floor management teams
emphasize establishing industrial sustainability by improving operational excellence with minimum consumption
of resources. Therefore, the developed system would be
preferred by industry individuals in the shop floor management system because the developed system was found
able to enhance industrial sustainability and financial
profitability within limited constraints.
6.7. Potential Contribution of the Proposed Smart
Manufacturing System in Managerially Impacts for Earthmoving/Mining Machinery Manufacturing Shop Floor
Management. The proposed smart production management
system has been developed on a lean and smart
manufacturing approach to control production processes
using limited resources and enhance productivity in existing
financial conditions. The developed system provides a
sustainable strategy for identifying problems and eliminating waste by monitoring operational performance on the
shop floor. The integration of lean and innovative approaches is considered efficient by the shop floor management teams because this integration can enhance
productivity and financial profitability within limited constraints [2, 3, 6, 20, 22, 26, 39, 55, 67, 74, 90, 105].
Mathematical Problems in Engineering
Furthermore, the developed smart shop floor management
system helps in the decision-making stage to implement a
suitable approach for maximizing productivity with available resources. Thus, it has been concluded that the lean and
smart approach makes the shop floor management system
effective and superior for production management by
eliminating waste in the industry 4.0 environment.
7. Conclusions and Future Outlook
In the present research article, a smart production management system has been proposed to identify problems and
challenges faced on the production shop floor in industry
4.0. The main findings obtained by the present research work
are as follows:
(i) It has been observed that the innovative system
developed can efficiently identify problems and
challenges at the start of production processes in
complex production shop floor conditions, thereby
avoiding financial losses from production in industry 4.0
(ii) The developed system provides an agile system and
guidelines for enhancement in industrial sustainability in heavy machinery manufacturing units.
(iii) It has been found that the developed system provided improvement in production time, worker’s
contribution, machinery utilization, operational
excellence, and financial profitability by 17%, 18%,
28%, 35%, and 45%, respectively. In addition, it has
been proved that using automated equipment in
production lines and reduced working hours provide mental and physical comfort to workers. As a
result, unprecedented improvement can be achieved
in the production shop floor management.
(iv) A comprehensive analysis of previous research work
found that smart manufacturing, lean smart
manufacturing, artificial intelligence, machine
learning, and the internet of things are emerging
techniques for shop floor management in industry
4.0. They can be applied to maintain industrial
stability in all types of production situations.
(v) The authors of the present research article strongly
believe that the developed system would provide an
intelligent key to industry individuals for enhancement in industrial sustainability of industry
4.0.
For the future prospects, and to concentrate on the
present scenario of industry 4.0, the production shop floor
management team members emphasize developing an innovative system to enhance industrial sustainability within
available resources. A smart shop floor management system
has been developed in the present research work to accomplish this need of the production management teams.
The efficacy of the developed model has been tested in an
actual complex shop floor condition of an earthmoving
machinery manufacturing unit. The result showed that the
developed system efficiently controlled the shop floor
Mathematical Problems in Engineering
management in heavy machinery manufacturing systems,
including industry 4.0, by implementing a suitable approach
to eliminate production problems and waste elimination. In
future research, the adaptability of the developed system
may be improved by applying it in other shop floor environments of industry 4.0. Furthermore, the proposed shop
floor management system can be improved by integrating
with different lean and intelligent approaches.
Abbreviations
LM:
LSS:
VSM:
SMED:
TPM:
JIT:
TQM:
SOP:
SLP:
LT:
PT:
CO:
NR:
CT:
AT:
TT:
IT:
UT:
TCT:
TIT:
WT:
BT:
PD:
NVAA:
Lean manufacturing
Lean Six Sigma
Value stream mapping
Single minute exchange of die
Total productive maintenance
Just in time
Total quality management
Standard operating procedure
Systematic layout planning
Lead time
Production time
Changeover time
Number of operators
Cycle time
Available time
Takt time
Idle time
Uptime
Total cycle time
Total idle time
Working time
Break time
Production per day
Non-value-added activities.
Data Availability
The data presented in this study are available on request
from the corresponding author.
Conflicts of Interest
The authors declare that there are no conflicts of interest.
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