Developing a learning-to-learn capability: insights on conditions for Industry 4.0 adoption

Abstract

PurposeThis paper investigates how manufacturers can develop a learning-to-learn capability for enabling Industry 4.0 adoption.Design/methodology/approachThis research design is guided by our research question: How can manufacturers develop a learning-to-learn capability that enables Industry 4.0 adoption? The authors adopt action research to generate actionable knowledge from a two-year-long action learning intervention at the Danish rooftop window manufacturer VELUX.FindingsDrawing on emergent insights from the action learning intervention, it was found that a learning-to-learn capability based on lean was a core construct and enabler for manufacturers to adopt Industry 4.0 successfully. Institutionalizing an organizational learning scaffold encompassing the intertwined learning processes of systems Alpha, Beta and Gamma served as a significant way to develop a learning-to-learn capability for Industry 4.0 adoption (systematic problem-solving abilities, leaders as learning facilitators, presence of a supportive learning environment and Industry 4.0 knowledge). Moreover, group coaching is a practical action learning intervention for invoking system Gamma and developing leaders to become learning facilitators – an essential leadership role during Industry 4.0 adoption.Originality/valueThe study contributes to theory and practice by adopting action research and action learning to explore learning-to-learn as a core construct for enabling Industry 4.0 adoption and providing a set of conditions for developing a learning-to-learn capability. Furthermore, the study reveals that leaders are required to act as learning facilitators instead of relying on learning about and implementing Industry 4.0 best practices for enabling adoption.

Fostering insights and improvements from IIoT systems at the shop floor: a case of industry 4.0 and lean complementarity enabled by action learning

“…Manufacturers should focus on building a learning-to-learn capability (Powell and Coughlan, 2020;Saabye et al, 2022) to enable shop-floor workers to foster insights and…”

“…Developing effective and proficient problem solvers requires developing an underlying learning-to-learn capability (Powell and Coughlan, 2020;Saabye et al, 2022;Smith, 1997). Recent research by Saabye et al (2022) demonstrates that initialising a learningto-learn capability built on lean thinking requires: (1) organization-wide systematic problem-solving abilities, (2) leaders serving as learning facilitators, (3) a supportive…”

“…Finally, the action learning facilitator collaborates with the general manager to assume the third coach role. Before involving the shop-floor workers in the action-learning intervention, the first author prepared the managers for learning-based problem solving and coaching (Saabye et al, 2022). Secondly, the purpose is to develop the ability to use a coaching routine to develop others in solving problems by following the scientific method (Ravans, 1971;Shook, 2008;Rother, 2010).…”

“…Enabling shop-floor workers to utilise I4.0 technologies is an organisational learning process (Machado et al, 2021), which requires a learning-to-learn capability to supplement the existing production system Coughlan, 2020, Saabye et al, 2022). Recent research by Saabye et al (2022) demonstrates that the heart of a learning-to-learn capability is the lean-and action learning principles of learning through structured problem-solving routines to foster insight among shop-floor workers and managers through an ongoing process of experimentation and reflection (Liker, 2020;MacDuffie, 1997;Machado et al, 2021). Shop-floor workers' ability to identify and solve problems rapidly and independently becomes a foundational condition for developing a learningto-learn capability to use the I4.0 technologies effectively (Brown and Vondráček, 2013;Leyer et al, 2018;Liker, 2020;Saabye et al, 2020).…”

“…To comprehend the qualities of action learning for enabling I4.0 and lean complementarity we are guided by Revans' (1971) theory of action and science of praxeology of cycle systems of Alpha, Beta, and Gamma and thereby extending the research of Powell and Coughlan (2020) and Saabye et al (2022).…”