Barriers and Enablers for Digitizing Shop Floor Management Boards

In the Era of Digitalising Shop Floor Management: In Blissful Ignorance of Superfluous Work

“…Likewise, decision making crossing disciplinary/organisational boundaries are characterised by a lot of redundant work because of low accessibility of applicable data and information. These findings echo the viewpoint that practitioners involved in SFM decision making have not yet enjoyed the benefits of the current digitalisation of manufacturing [35]. Besides that practitioners do also face increasing decision-making complexity (like [16]) and managerial awareness for enhancing responsiveness (like [15]).…”

Digital transformation enablers in high-tech and low-tech companies: A comparative analysis

“…In refining knowledge through such further research, empirical studies that follow this one, whether surveys, mathematical models, or qualitative studies, should structure elements such as industry concentration, competitive dynamics and degree of government support, and economic maturity of development, in order to create even more fine-grained insights than in the present study. Agility (E1) Agility and ambidexterity (Changes in value creation paths) (Vial, 2019), Agility (Imran et al, 2021), Organizational agility (Del Giudice et al, 2021), Agility and flexibility (Cultural attributes) (Teichert, 2019), Agility and flexibility (Attributes of digital culture) (Teichert, 2019), Organizational agility (Troise et al, 2022), Agility (Jayawardena et al, 2020) Ambidexterity (E2) Agility and ambidexterity (Changes in value creation paths) (Vial, 2019), Ambidexterity of analog and digital capabilities (Managerial and organizational capabilities) (Nadkarni and Prügl, 2021), Ambidextrous organization model (Rêgo et al, 2021), Organizational ambidexterity (Del Giudice et al, 2021), Resilience and adaptability (Group level) (Trenerry et al, 2021) Flexibility (E3) Organizational adaptability (Del Giudice et al, 2021), Agility and flexibility (Cultural attributes) (Teichert, 2019), Agility and flexibility (Attributes of digital culture) (Teichert, 2019), Proactive action (Wolf et al, 2018), Higher flexibility to structure board meetings (Clausen et al, 2018) Change management (E4) Radical transformation via successive incremental changes…”

“…Empowerment and autonomy (E35) Decentralization (Action Formation Mechanism) (Haskamp et al, 2021), Empowerment (Cultural attributes) (Teichert, 2019), Staff autonomy and decentralized decision making (Porfírio et al, 2021), Autonomy of shop floor workers (Employees) (Schumacher et al, 2019), Employee's empowerment (Machado et al, 2021), Employee Engagement (Levkovskyi et al, 2020) Organizational structure (E36) Organizational structure (Structural changes) (Vial, 2019), Dedicated organizational unites (Digital Innovations Units) (Situational Mechanism) (Haskamp et al, 2021), Organizational structure (Imran et al, 2021), Enabling organizational structures (Wiesböck and Hess, 2020), Organization (Teichert, 2019), Flexible structure (both physical and design features) (Clausen et al, 2018), Create an effective governance structure (Planning) (Arbaiza, 2018), Knowledgeable and innovative management (Organizational) (Nurbossynova et al, 2021), Re-designing and decentralized structure (Machado et al, 2021) Workplace [expected benefits] (E41) Workforce improvement [expected benefits] (Jones et al, 2021), Workplace resilience and adaptability (Individual level) (Trenerry et al, 2021), Work-related stress and wellbeing (Individual level) (Trenerry et al, 2021), Improved Workplace [expected benefits] ( Levkovskyi et al, 2020), Dema...…”

Digitising Shop Floor Visualisation Boards: A Missing Link in the Industry 4.0 Era

“…Digitised visualisation boards are available, but due to the advices of having short stand-up meetings [22], "power by the pen" rather than digitised systems [9] and simplicity in the visualisation of data [7], only few companies are using digitised visualisation boards [12]. Likewise, in the I4.0 era the complexity of managing PM and CI increases [6], which necessitates that decision-making within SFM practices will be a transdisciplinary activity with practitioners cutting across functional and organisational boundaries [19].…”

“…These principles highlight the power by pen entailing the use of nondigitised whiteboards rather than software-based systems [9], easy to understand information [10], and the importance of having brief rather than lengthy SFM meetings [11]. However, the non-digitised visualisation boards, a leftover from the Industry 2.0 (I2.0) era [12], do not enable the application of real-time data, reliable data and big data in the decision-making activities. In addition, the non-digitised visualisation board entails that data and information remain in functional silos [13], which complicates transdisciplinary decision-making within SFM practices.…”