Perpustakaan Digital ITB

Industry 4.0 (I4.0) adoption in developing countries is constrained by cultural, capability, infrastructural, and policy factors, yet existing readiness models remain largely diagnostic, offering limited guidance on sequencing change or integrating operational excellence. As an ill-structured socio-technical problem involving multiple stakeholder worldviews, and given that resource constraints preclude pursuing all transformation actions simultaneously, I4.0 transformation in emerging economies requires systematic prioritization grounded in qualitative structuring. This study proposes a contextual framework that sequentially integrates Soft Systems Methodology (SSM) and the Analytic Hierarchy Process (AHP): SSM surfaces and structures the underlying obstacles across stakeholder perspectives, while AHP prioritizes the resulting actions under realistic resource boundaries. A mixed-methods case study was conducted with 20 stakeholders from Indonesian food and beverage lighthouse companies, government agencies, and academia. SSM tools (Rich Pictures, CATWOE, and a causal-loops conceptual model) identified systemic misalignments between strategic objectives and operational excellence; these findings were formalized through AHP into a verified hierarchical readiness model of five domains and sixteen sub-criteria. Management and Organization (31.0%) and Operational Excellence Thinking (27.3%) emerged as the highest- priority domains, underscoring the need to strengthen leadership alignment, cultural readiness, Lean Six Sigma (LSS) foundations, and workforce competencies before large-scale digital investment. The study delivers a validated, capability-based framework integrating LSS with I4.0 and 5.0 perspectives, advancing systems theory and offering practical guidance for transformation in emerging economies. Keywords: Industry 4.0, Readiness, Maturity, Soft Systems Methodology (SSM), Analytic Hierarchy Process (AHP), Operational Excellence, Socio-Technical Systems.