International Journal of Emerging Technology and Advanced Engineering Website: www.ijetae.com (E-ISSN 2250-2459, Scopus Indexed, ISO 9001:2008 Certified Journal, Volume 12, Issue 07, July 2022) Manuscript Received: 12 May 2022, Received in Revised form: 07 June 2022, Accepted: 02 July 2022 DOI: 10.46338/ijetae0722_08 78 Assessment of the Potential Impact of Industry 4.0 Technologies on the Levers of Lean Manufacturing in Manufacturing Industries in Morocco Mohammed Ghouat 1 , Mariam Benhadou 2 , Basma Benhadou 3 , Abdellah Haddout 4 1,2,4 Industrial Management and Plastics Forming Technology Team. Mechanics, Engineering and Innovation Laboratory, LM2I - ENSEM- Hassan II University Casablanca, Morocco 3 International University of Casablanca, Morocco Abstract—To increase their productivity, industrial companies are investing in the implementation of the Lean Manufacturing (LM) approach. Based on an analysis of the value chain, the approach reduces waste between the different production processes. The scope of this concept remains limited because it is based on static data. The technologies of the industry 4.0 concept allow the collection of data in real time. In this article, we present the results of a study conducted among companies in the automotive industry based in Morocco, in order to assess the level of deployment of the technologies of the 4.0 industry concept, and then analyze the impact of these technologies on the levers and key performance indicators of the Lean manufacturing approach. We have highlighted the technologies that have the most impact, namely: ERP, machine-to-machine communication (M2M communication), AIDC (Automatic Identification and Data Capture) and data analysis. The most impacted performance indicators are: Cycle Time, Takt Time, Lead Time and OEE. Keywords— Industry 4.0 - Lean Manufacturing - Industrial companies. I. INTRODUCTION Today, industrial companies build and develop their production systems based on lean manufacturing. The Lean Manufacturing approach is based on the determination of the VSM (Value Stream Mapping) of the Toyota Production System used for the visualization of the production process and the reduction of the 7 wastes (Muda) which are due to: Over production, over process, unnecessary inventory, unnecessary transport, unnecessary movements, defects, insufficient quality, waiting time. The main objective of VSM is to reduce lead times and meet customer needs by eliminating the 7 Muda in the product value chain by reducing non-value activities (NVA). Lean Manufacturing refers to a fully integrated socio- technical system whose main objective is to eliminate operations without added value, while reducing sources of internal variability, at the supplier's and at the customer's. Therefore, the main objective of Lean Manufacturing is to achieve maximum efficiency, performing operations at minimum cost and with zero defects. It is claimed that lean is not an option, it is mandatory for all small and medium-sized enterprises (SMEs) or multinationals that expand across borders to ensure their survival in the market for products and services [1]. Indeed, LM is considered the most effective strategy for companies that want to achieve world-class performance [2]. The technologies of the Industry 4.0 concept support the Lean Manufacturing (LM) approach by providing it with real- time data. In this work, we seek to demonstrate the impact of Industry 4.0 technologies on the levers and key performance indicators of a Lean Manufacturing approach. II. THE PRINCIPLES OF LEAN MAUFACTURING AND INDUSTRY 4.0 A. Lean Manufacturing The principle of Lean Manufacturing (LM) is based on the idea of giving the manufactured product its fair value by eliminating everything that does not create value in the manufacturing and logistics process. The main pillars of the Lean Manufacturing approach is to eliminate waste throughout the value chain from the supply of raw materials to the delivery of the finished product to the end customer, with the strategic objective of synchronizing the production on customer demand represented by a Takt Time indicator [4-5].