Special Issue Editors

Dr Jiju Antony

Professor of Operations and Supply Chain Management and VP of Research for the International Academy of Quality

Newcastle Business School, Northumbria University

Newcastle, England, UK

Dr Michael Sony 

Senior Lecturer in Operations Management

Oxford Brookes Business School, 

Oxford Brookes University,

Oxford OX3OBP

UK

Email: emailofsony@gmail.com

Dr Elif Kongar

Professor

Pompea College of Business

Department of Economics & Business Analytics

University of New Haven, USA

E-mail: ekongar@newhaven.edu

Dr Raja Jayaraman

Associate Professor of Industrial and Systems Engineering

Department of Industrial and Systems Engineering

Khalifa University, Abu Dhabi, UAE

Email: raja.jayaraman@ku.ac.ae

Dr Bart A. Lameijer

Assistant Professor Business Analytics

Department of Business Analytics

University of Amsterdam Business School

Email: b.a.lameijer@uva.nl

Background Information

Operational Excellence (OPEX) has evolved from the traditional event-based model of improvement and is now increasingly perceived as the preferred model for organizations seeking long-term improvements. Due to its ability to guide sustainable changes, OPEX initiatives are rapidly becoming the model of choice by organizations that are targeting long-term and ongoing improvements (Asif et al., 2010). There are two main aspects that characterize firms pursuing OPEX: systematic management of business and operational processes, and the development of a culture that supports continuous improvement activities (Bigelow, 2002; Antony et al., 2019). To achieve OPEX goals, various methodologies such as Kaizen, Lean, Six Sigma, Lean Six Sigma, and Agile are customarily adopted. The choice of methodology is primarily a function of the complexity of the problem and the targeted degree of performance improvement. This variation in OPEX methodologies potentially causes confusion and misinterpretation, potentially leading to misalignment and discrepancy between the concepts and theories discussed research-wise and the actual practice observed in organizations (Slack et al., 2004; Latham, 2008).

Increasing adoption of Industry 4.0 technologies

Although some form of (OPEX) methodologies have been adopted by many organisations today regardless of their nature and size, it seems that only a handful of research studies are available in the literature which address the integration of OPEX with digital transformation via Industry 4.0 technologies (e.g., Internet of Things, AI, Big Data (Data Science), Blockchain Technology, Robotic Process Automation) (Hines et al., 2023). Under the umbrella of Industry 4.0 various digital information technology (IT) based solutions are rapidly being adopted (Choi et al., 2021; Olsen and Tomlin, 2020; Virmani and Salve, 2021), primarily by manufacturing and (financial) services companies (Deloitte, 2022; McKinsey, 2021). Some manufacturers have embraced Industry 4.0 and lean principles to maintain their competitiveness, but the actual implementation of their integrated approach in the industry has proven to be difficult (Yilmaz et al., 2022). Sustainable manufacturing (SM) has emerged as an innovative way to meld together economic, social, and environmental considerations, superseding traditional methods. For SM to be successful, OPEX must be considered as a major component in the relationship between the required enablers and the desired organizational performance outcomes (Malek and Desai, 2022). A recent study has indicated that the combination of lean and sustainable manufacturing can have a beneficial effect on the adoption of Industry 4.0. Results indicate that lean and sustainable practices are associated with increased adoption of Industry 4.0 technologies (Dixit et al 2022). Further, many organizations are feeling the increasing market pressure to utilize digital transformation and the Industrial Internet of Things (IIoT) in order to make use of available emerging technologies and create manufacturing systems that are capable of sharing data quickly and accurately. A recent study has depicted that such integration improves dynamic capability of the organization leading to sustainable competitive advantage (Ghosh et al., 2022). To date, numerous examples of case studies and empirical research have explored and confirmed the effectiveness of data based OPEX improvement methodology in various contexts (e.g., do Nascimento et al., 2022; Monserrat et al., 2023). Traditionally, OPEX methodology has been developed for better understanding and improving manually operated processes (Shah et al., 2003; 2008). However, we are currently witnessing a rapid transition towards digitalization of process- design, execution, control, assurance, and improvement in many organization (Lameijer et al., 2021), creating different contextual conditions wherein the effectiveness of OPEX methodology-based problem solving needs to be explored.

Limited empirical evidence on OPEX methodology and Industry 4.0 integration

Existing research on OPEX methodology implementation in the context of process- digitalization and automation is commonly referred to as the integration of Lean, Six Sigma or Lean Six Sigma and Industry 4.0 (Pongboonchai-Empl et al., 2023; Tissir et al., 2023; Skalli et al., 2022): essentially past research explored (1) the integration/ correlation of OPEX techniques with I4.0 technologies (e.g., machine learning, neural networks, etc.) (e.g., Chiarini and Kumar, 2021; Clancy et al., 2022), (2) the enhancement of OPEX methodology with I4.0 technologies and vice versa (e.g., I4.0 techniques typically deployed in LSS DMAIC phases and other synergies) (e.g., Bianco et al., 2023), (3) the integration of I4.0 techniques in OPEX frameworks, and (4) the effectiveness of OPEX methodology in I4.0 contexts (e.g., Ganjavi and Fazlollahtabar, 2023; Sajjad et al., 2023).

However, typically published papers are conceptual or theoretical in nature with little emphasis on the implementation of the integrated approach (Rossini et al, 2019). Currently, manufacturers are integrating emerging technologies to their production operations and throughout their facilities to achieve operational excellence and superior performance in quality and reliability. To attain a sustainable competitive advantage through the use of modern technologies, it is crucial to integrate operational excellence methodologies effectively with I4.0 technologies. In addition, as in most OPEX practices, research has predominantly focused on the economic dimension of sustainability, while the environmental and social aspects have not yet received wider attention. (Antony et al., 2023; Naik et al., 2023).

This Special Issue (SI) will be seeking high quality submission of manuscripts from leading researchers on the applications of an integrated approach in both manufacturing and service settings. We welcome empirical studies on the integration of OPEX and process digitalization, in particular contributions regarding the impact of the integrated approach on sustainable performance, operational performance, and supply chain performance. Overall, this SI calls for research that can be meaningful to catalysing theoretical advances and practical implementations in the field of OPEX and process digitalization/Industry 4.0.

Potential Research Topics

This special issue sets out to prepare the grounds for creating competitive advantage in organisations through an integrated approach of OPEX and Industry 4.0 tools. Therefore, we target submissions that address:

1. In-depth qualitative studies that focus on the implementation of the integrated approach, focusing on the rationale behind the use of the integrated approach rather than using OPEX on its own and its limitations.
2. Case studies, Action Research and Design Science approaches that demonstrate the integration of OPEX with process digitalization (Industry 4.0) tools and their benefits to the respective organizations.
3. Longitudinal (survey) research in the form of quantitative papers, coupled with the application of rigorous statistical analyses, that have the potential to yield fresh insights to the current body of literature.

Potential research topics for this special issue include, but are not limited to:

• Integration of Lean with Industry 4.0 technologies in the manufacturing sector
• Integration of Lean Six Sigma with Industry 4.0 technologies in the manufacturing sector
• Conceptual frameworks which integrate the best of OPEX and Industry 4.0
• Leadership for Industry 4.0
• Lean and Industry 4.0 for the service sector
• Role of human factors for the successful integration of OPEX with Industry 4.0 technologies
• OPEX and Industry 4.0 in the Supply Chain
• OPEX and Industry 4.0 for Healthcare
• OPEX, Industry 4.0 and Circular Economy
• OPEX and Digitalization tools (e.g.: Lean and Blockchain Technology; Six Sigma and Big Data, etc.).
• OPEX and Industry 4.0 for public sector
• OPEX and Quality 4.0
• OPEX, Industry 4.0 and Sustainability

Key dates

Opens for submissions:          3^rd July, 2023
Closes to Submissions:           15^th January, 2024
Estimated Publication Date:   December 2024/Early 2025??

References

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