Library:
Paris Champerret
Madrid
London
Paris Montparnasse
Turin
Berlin
This thesis investigates Lean 4.0, the conjunction between Lean management and Industry 4.0 technologies, in the Fast-Moving Consumer Goods industry (FMCG). Initially, the concept of Lean 4.0 is derived from its individual parts, the combined benefit is demonstrated, and its applicability to the FMCG industry is confirmed. With nearly no extant literature specifically focusing on the topic, a survey was designed to answer whether FMCG manufacturers are becoming leaner through Industry 4.0 technologies. Therefore, the adoption of Industry 4.0 technologies, their respective process applications, the goals pursued with technological advancements, and associated corporate change were examined. It was found that Big Data & analytics is the most frequently adopted technology, primarily to optimize demand forecasts. While technology initiatives have several goals, firms are primarily striving for increased productivity, but also pursue waste elimination, most prominently reductions in excess inventory. In response to these technological advancements, the industry is divided over how to react, with many diverging approaches, and only very few firms that are implementing a Kaizen culture. Through Industry 4.0 technologies, firms are eliminating waste due to increased process efficiency, while traditional push production systems are optimized through forecasting accuracy, which violates Lean pull production principles. Additionally, only a few pioneers are adopting a continuous improvement culture, while the vast majority violate Lean culture principles. It is concluded that the industry is becoming operationally leaner through Industry 4.0 technologies but is not pursuing Lean, nor Lean 4.0.
