Early Alert Cockpits for Changeable Manufacturing Systems

Spath, Dieter; Gerlach, Stefan; Scholtz, Oliver; Hämmerle, Moritz; Krause, Thilo

doi:10.1007/978-3-642-23860-4_11

Cited by 7 publications

(5 citation statements)

References 12 publications

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“…Furthermore, with its dynamic characteristics, the global markets can be considered one of the main causes of external factors that afflict the success of organizations [6]. Therefore, companies are pursuing to adopt and integrate ICT strategies in an effective way to ensure long-term competitive advantages to thrive and survive in turbulent markets [7][8][9]. In this context, after the emergence of Industry 4.0, which is characterized by powerful features in supporting industrial systems with the help of ICT, several manufacturing organizations rushed to adopt this promising strategy to digitize the production processes, improve real-time data exchangeability, improve performance, and thus enhance their competitive abilities [10][11][12][13][14][15][16].…”

Section: Introductionmentioning

confidence: 99%

The Impact of Integration of Industry 4.0 and Internal Organizational Forces on Sustaining Competitive Advantages and Achieving Strategic Objectives

et al. 2022

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Adopting and implementing the Industry 4.0 strategy to increase the overall performance of the organization became one of the main aims of organizations. However, ignoring the linkages between implementing strategic decisions and organizational internal factors/forces can endanger and shrink its performance, competitive advantages, and thus its strategic success. In this context, many companies failed to achieve the expected benefits of adopting the Industry 4.0 strategy. Therefore, the gained advantages of adopting the Industry 4.0 strategy should be sustained through perfect and comprehensive integration between Industry 4.0 concepts and the accompanying upgrades and changes in the organizational internal factors/forces. This will capitalize on organizations’ internal strengths and avoid weaknesses or turn them into strengths. In this paper, a conceptual model is proposed to investigate the relation between Industry 4.0 and internal organizational forces and examine their impacts on the sustainable competitive advantages of the organization. In the hypothesized model, three innovation capabilities (i.e., technological, economic, and commercial innovation) have been used to mediate the relation between the internal forces and the sustainable competitive advantages in parallel with Industry 4.0 adoption. The model and the proposed hypotheses have been simulated and tested using partial least squares structural equations modeling software called SmartPLS. The sample size used is 125 responses from different manufacturing fields. The results demonstrate the significant role that the internal organizational forces play in maintaining and sustaining the organization’s competitive advantages in combination with Industry 4.0.

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Section: Introductionmentioning

confidence: 99%

The Impact of Integration of Industry 4.0 and Internal Organizational Forces on Sustaining Competitive Advantages and Achieving Strategic Objectives

et al. 2022

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“…However, the qualification becomes complex in Industry 4.0 since, in order to qualify people, knowing how to measure the necessary human competencies is key. Spath et al (2013) and Becker and Stern (2016), discuss human work perspectives in Industry 4.0, with greater emphasis on the production department, namely: the permanence of people in productive processes as central elements, but with new skills, and the structuring of new tasks.…”

Section: General Analysis Of Publication On Industry 40 and Ttmentioning

confidence: 99%

“…In their study, Pfeiffer et al (2016) In the industry of the future, although the integration of automation and digitization of concurrent processes occurs, people will continue to play a key role in the work (Spath et al, 2013;Becker;Stern, 2016;Pfeiffer, 2016;Vysocky;Novak, 2016;Peruzzini;Pellicciari, 2017). However, it will probably result in a significant impact on the loss of workers' jobs (Sackey;Bester, 2016) and processes of redistribution of human capital (Singh;Sellappan;Kumaradhas, 2013).…”

Section: Competencies For Industry 40 In the Industry Manufacturingmentioning

confidence: 99%

Technology Transfer and Human Capital in the Industrial 4.0 Scenario: A Theoretical Study

Silva

Kovaleski

Pagani

2019

FSRJ

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In face of the technological changes derived from Industry 4.0, an initial, gradual and complex process of Technology Transfer (TT) is taking place that strongly relies on the integration between university, industry, and government. In this context, in order to make the Industry 4.0 approach a reality, several requirements need to be met. One of them is the need to qualify people to work in industries. This study aimed to explore the possible changes and perspectives of human work in Industry 4.0. A systematic literature review was carried out following a structured script. 50 were chosen for content analysis, following criteria for qualification and selection of studies. As a result, a number of changes in human skills and tasks, as well as job prospects, were found, standing out the greater flexibility of people, ability for decision-making, among others.

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“…Aktuell entstehen Teillösungen der Arbeitsplatzgestaltung mit individualisierbar anpassbaren Parametern, die ohne manuelle Eingriffe der Nut-zerInnen automatisch eingestellt werden. Diese beschränken sich jedoch auf einzelne Parameter wie die Arbeitshöhe (Reinhart et al 2010), die Materialanreichung (Goldhahn et al 2017), die Farbanteile und Intensität der Beleuchtung (Bauer et al 2015), sowie individuelle Berechtigungen und Informationsrepräsentation (Gerlach 2010;Spath et al 2012).…”

Section: Ausgangssituationunclassified

Möglichkeiten der Gestaltung individualisierbarer Montagearbeitsplätze vor dem Hintergrund aktueller technologischer Entwicklungen

2018

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Zusammenfassung Die Verbesserung der Ergonomie ist ein zentrales Ziel der Arbeitswissenschaft im Spannungsfeld von Rationalisierung und Humanisierung. Während die konventionelle Gestaltung von Montagearbeitsplätzen heute bereits in vielen Punkten als ausgereizt gilt, eröffnen aktuelle technologische Entwicklungen neue Möglichkeiten für die Gestaltung individualisierbarer Arbeitsplätze. Im vorliegenden Beitrag wird bestehendes Wissen zu Gestaltungsdimensionen von Montagearbeitsplätzen dargestellt und für die Nutzung bei der Gestaltung individualisierbarer Montageassistenzsysteme entsprechend geordnet. Dabei werden die Dimensionen Arbeitsplatz, Arbeitsumgebung sowie weitere Aspekte, wie die Nutzung von Assistenzsystemen, betrachtet. Die Zusammenstellung der Möglichkeiten in Form einer Synopsis stellt den ersten Schritt einer systematischen Entwicklung individualisierbarer Montagearbeitsplätze dar. Auf dieser Grundlage sollen unterschiedliche Individualisierbarkeitskonstellationen experimentell gestaltet und die Auswirkungen auf Produktivität, Ergonomie und Nutzerakzeptanz bewertet werden. Im Ergebnis werden allgemeingültig anwendbare Gestaltungsregeln und Merkmalskombinationen für individualisierbare Montagesysteme gesucht. Praktische Relevanz: Die Systematik einsetzbarer Individualisierungsdimensionen wird über einen Pilotarbeitsplatz für die Baustellenmontage bzw. variantenreiche Einzel-und Kleinserienmontage untersucht und konzipiert, um die industrielle Anwendung vorzubereiten.

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Early Alert Cockpits for Changeable Manufacturing Systems

Cited by 7 publications

References 12 publications

The Impact of Integration of Industry 4.0 and Internal Organizational Forces on Sustaining Competitive Advantages and Achieving Strategic Objectives

The Impact of Integration of Industry 4.0 and Internal Organizational Forces on Sustaining Competitive Advantages and Achieving Strategic Objectives

Technology Transfer and Human Capital in the Industrial 4.0 Scenario: A Theoretical Study

Möglichkeiten der Gestaltung individualisierbarer Montagearbeitsplätze vor dem Hintergrund aktueller technologischer Entwicklungen

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