Industry 4.0 represents a new industrial paradigm ignited by disruptive technologies that can transform manufacturing into a cyber-physical system that integrates products, people and processes. However, there is little guidance concerning how to implement and integrate Industry 4.0 technologies by existing lean manufacturing (LM) systems. We select autonomous guided vehicles (AGVs) and internet of things (IoT) to develop an action plan that helps managers integrate Industry 4.0 technologies into their manufacturing systems and achieve lean automation. We conducted a case study of a large manufacturing company that introduced AGVs and IoT to automate its lean operations. We used socio-technical systems (STSs) design logic to integrate the two distinct domains (lean and automation) into an action plan that successfully meets six lean automation objectives. The findings demonstrate that AGVs implementation should include three phases: design, integration and continuous improvement. The lean automation objectives are: cost, reusability, reliability, simplicity, compactness, fit, engage and culture. The lean automation plan successfully manages the interactions and interplay between social factors (people and culture), technical factors (infrastructure and technology) and operational factors (routines and processes). The lean automation plan has significant managerial implications helping companies integrate lean philosophy, which is people-centric, with Industry 4.0 technologies, which promote efficiency via automation.

This study examined the impact of collaboration in agri-food supply chains on firm performance and the moderating role of scale constraints and firm strategy. Collaboration was measured by three constructs: horizontal collaboration, vertical collaboration, and customer engagement and SME performance with three variables: growth, value for money and innovativeness. Two strategies were evaluated: price strategy and quality strategy. Three types of scale constraints were assessed: financial, efficiency, and innovation. A survey of 504 agri-SMEs was conducted to test the research hypotheses developed according to the resource based view. Data analysis included a moderated hierarchical analysis. The results show that supply chain collaboration impacts positively on agri-SME performance, whilst it is partially accepted that scale constraints moderate the supply chain collaboration-SME performance relationship. The findings show that SME strategy moderates the supply chain collaboration-SME performance relationship. This study provides evidence that agri-SMEs can strategize their supply chain collaborations by removing scale constraints. When supply chain collaborations help SMEs to overcome financial, efficiency or innovation constraints, then SMEs’ performance improves. Second, this study contributes to the understanding of dynamic capabilities in SMEs using the extended resource based view, which has been overlooked by prior studies.

The present study addresses a central research question: how do human resource management practices contribute to organizational performance? We examined the following HR practices: (1) job security; (2) selective hiring; (3) self-managed teams and decentralization of decision making; (4) compensation policy; (5) extensive training; and (6) information sharing. We surveyed food managers in Greece and recorded their perceptions on HR practices and their relation to firm performance. Results provide overall support for all HR practices except of job security. Selective hiring was found to be a key practice that improved organizational performance. Compensation policy, information sharing, decentralization of decision making and extensive training were significant predictors for all performance variables. Directions for further research are provided.

Technologies such as Autonomous Guided Vehicles (AGVs) and the Internet of Things (IoT) increasingly disrupt traditional manufacturing and production systems. However, there is a scarcity of empirical studies synthesising and evaluating the impact of disruptive technologies on existing manufacturing systems. This study examines the impact of AGVs applying IoT on Flexible Manufacturing Systems (FMS) through a case study demonstrating the integration of AGVs with IoT in a manufacturing company. As a concept, FMS was conceived decades ago; this study uses socio-technical systems theory to elaborate the concept of FMS into the current context. Key themes uncovered from the literature review include (i) AGVs in warehouse systems, (ii) AGV scheduling and routing, (iii) Human-machine interface, and (iv) integrating and controlling AGVs/IoT. The case study demonstrates how AGVs can create smart, flexible manufacturing systems by taking the following steps: (a) problem identification, (b) performance measurement, (c) designing the proposed solution, (d) evaluate IoT systems, (e) implementation of the new solution, and (f) future improvements. The study concludes with specific recommendations to implement Industry 4.0 in manufacturing companies.