This research investigates a possible integration between Lean Six Sigma (LSS) tools and principles and Industry 4.0 technologies. The aim is the development of a new pattern for Operational Excellence through the grounded theory methodology. Data collection involved interviewing Italian manufacturing managers in ten case organisations as well as a direct observation of practices linked to Industry 4.0 and LSS integration at one of the selected case organisations. Results of the study aligns with preliminary literature supporting LSS providing platform to achieve effective outcome from Industry 4.0 application. The integration needs reinvented mapping tools and implies a horizontal integration and a vertical, end-to-end integration. The latter requires the company to reengineer the ERP modules, while in the horizontal integration the real ultimate goal is to reach a complete automatic synchronisation of the processes named Autonomous Process Synchronisation. Moreover, all the data gathered from production processes and offices needs the development of new analytics at all levels. This is amongst first few studies that answers how to achieve integration between LSS and Industry 4.0 technologies and thus have several research and managerial contributions in advancing operational excellence research.

Purpose: The main purpose of this paper is to analyse the current literature situation in terms of relationships between Industry 4.0 and quality management and TQM. The author wanted to understand what topics and issues can be considered the most relevant referring to the so-called Quality 4.0, what the literature is missing opening avenues for further research.Design/methodology/approach: This research employed a systematic literature review. In total, 75 papers from different sources were reviewed using specific inclusion and exclusion criteria.Findings: Four categories of topics emerged, namely: creating value within the company through quality (big) data, analytics and artificial intelligence; developing Quality 4.0 skills and culture for quality people; customer value co-creation; cyber–physical systems and ERP for quality assurance and control. This paper also tried to understand if there is a definition of Quality 4.0 based on determined methods.Research limitations/implications: Systematic literature review could have introduced some limitations in terms of the number and reliability of reviewed papers. Probably some interesting papers had been not intentionally missed.Practical implications: Consultants and managers in developing and implementing their own Quality 4.0 models could use many practical and discussed implications concerning I4.0 technologies and quality management.Originality/value: This is one of the first papers which employed the systematic literature review for researching Industry 4.0, quality management and TQM relationships.

This research contributes to the debate about the relevance of Industry 4.0 technologies in improving environmental performance in the manufacturing industry. We employed a qualitative–quantitative approach in which 19 Italian operations managers were interviewed and 260 managers responded to an online questionnaire. The effects of various technologies were ranked using ordinal regression. Comments and suggestions gave context to the quantitative results. Sensors, radio‐frequency identification, artificial intelligence and analytics were found to be most relevant in improving environmental performance, whereas simulation software contributed moderately. Additive manufacturing, cobots, robots, automated mobile robots and automated guided vehicles had a negative effect, augmented reality had no effect and other technologies indirectly affected environmental performance. We also found a lack of knowledge and application as well as scepticism about technologies such as artificial intelligence and augmented reality. Finally, there was concern about the disposal of electrical and electronic waste produced by these technologies.

This paper aims to investigate the Industry 4.0 technologies adopted in Italy and whether they are leveraged to pursue specific manufacturing strategies. A survey was conducted among Italian manufacturing plants with the collection of 200 usable questionnaires. To provide context to the statistical results, respondents were also asked to discuss and provide suggestions about the difficulties and pitfalls encountered. The results show that while these technologies do not contribute to any significant improvement in environmental sustainability, other strategies such as Servitization, Design-to-cost, Supply chain integration and Machinery-electronic equipment-and database integration, as well as Lean strategy are enabled through the adoption of Industry 4.0 technologies. Our findings, accompanied with the suggestions made by the Italian respondents, provide a useful insight for both researchers and practitioners as to what kind of benefits can be achieved through Industry 4.0 solutions and the main areas of concern in their implementation.