Industrie 4.0 und Herausforderungen für die Qualifizierung von Fachkräften

Ahrens, Daniela; Spöttl, Georg

doi:10.5771/9783845263205-184

Cited by 23 publications

(4 citation statements)

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“…Until 77% respondents pointed out this problem. All research and forecasts indicated that the progressive digitalization of production and focus on advanced technologies will entail the significant changes in the requirements for knowledge, skills and professional qualifications of both the managerial staff and employees [2,8,33,37,38,54,55].…”

Section: Study Findings and Discussionmentioning

confidence: 99%

“…Ahrens and Spottl point out that employees need a specific knowledge and a new skill paradigm [33], because the number of workspaces with high level of complexity increases significantly [34]. The demand for new skills results from: 1) a growing need for comprehensive integration and information transparency; 2) increasing automation of production systems, 3) selfmanagement and decision-making by objects, 4) digital communication, 5) interactive management functions, 6) staff flexibilization [33].…”

Section: Knowledge and Skills Of Industrial Employees And Managerial Staff Indispensable To Implement Of The Industry 40 Conceptmentioning

confidence: 99%

“…Based on the reviewed literature on knowledge and skills of human resources to implement the Industry 4.0 concept, the following literature gaps were identified: & employees need a specific knowledge and a new skill paradigm resulting from digitalization which should lead to increase the overall performance of production systems, effectiveness of operative management and the efficiency of manufacturing and supporting processes [2,[33][34][35][36][37]; & there is a need for highly qualified staff employed, who has the openness for changes, the strong ability to knowledge transfer and teamwork [7,28,31]; & the employees' knowledge on IT and production technologies in Industry 4.0 environment is important [41][42][43] as well as on management sciences such as strategy and analysis, planning and implementation, cooperation and networks, business models, human resources, change and leadership [41,50,51]; & the importance of lifelong learning definitely growing in the Industry 4.0 environment, what requires: 1) to promote the climate of innovation and learning; 2) to change the learning culture [27,28] and 3) a new approach to talent development staff [32]; & enterprises should build the learning management systems and procedures helping a learning progress and knowledge transfer within their own organization as well as within the network of enterprises [29][30][31].…”

Section: Literature Gapsmentioning

confidence: 99%

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Knowledge and Skills of Industrial Employees and Managerial Staff for the Industry 4.0 Implementation

2021

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The development of the Industry 4.0 concept offers completely new technologies’ enablers using high level of automation and digitalization. There is a huge challenge for enterprises not only due to the application of modern technologies (such as Internet of Things, Big Data Analytics, Cloud Computing, etc.) related to the creation of Cyber-Physical Systems but also for a human resources development. Scientists and practitioners pay a lot of attention to technological changes in enterprises, but relatively little research is conducted on the issue of human resources development. The problem becomes more interesting in light of the Industry 4.0 era which resulted in changes in the employment structure, requirements for future industrial employees and managerial staff and also to the approach to the education process. The changing demand for skills is a quite well-researched topic in economics and management, but the changing skill demand for the Industry 4.0 is just the newest case of a quite old debate. The case of Industry 4.0 seems to be a particular case for the general change in skill demand due to digitalization. The main aim of the paper is to indicate the key areas of required knowledge and skills of employees essential to implement the Industry 4.0 concept. They are identified on the basis of a critical literature analysis and the conducted survey of selected industrial enterprises. The results of this research are particularly important for adapting the employee training system and the education process for students.

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Section: Study Findings and Discussionmentioning

confidence: 99%

Section: Knowledge and Skills Of Industrial Employees And Managerial Staff Indispensable To Implement Of The Industry 40 Conceptmentioning

confidence: 99%

Section: Literature Gapsmentioning

confidence: 99%

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Knowledge and Skills of Industrial Employees and Managerial Staff for the Industry 4.0 Implementation

2021

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“…The ongoing transformation of production environments towards cyber‐physical systems creates increasing demands towards the skills of workers and the vocational training to achieve those [64]. The desired skillsets encompass technical and functional expertise, as well as application and process‐oriented skills [4]. Training simulations have been proven to be a viable approach to create and improve these skills.…”

Section: Introductionmentioning

confidence: 99%

Training simulators for manufacturing processes: Literature review and systematisation of applicability factors

Knoke

Thoben

2021

Comp Applic In Engineering

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Training simulators are fundamental for training in areas, such as aviation, medicine, and the military. While new applications emerge in conjunction with the development of human–machine interface (HMI) technologies, only a few applications for manufacturing processes are used in industrial practice. This study provides a literature review on simulation‐based training in manufacturing processes and applies the definitions of DIN 8580:2003 to structure the research. The identified applications are further analysed regarding their HMI design and the process‐related benefits and limitations that were described within the publications. Although 202 applications were found, most focus on a small number of processes, and the others rarely mature past the prototype stage. The distribution implies that certain process‐specific factors impact the applicability of simulation‐based training in manufacturing processes. In this context, applicability factors are defined as characteristics of the original training process that affect the training adversely and that can be avoided or reduced in a training simulation. A systematisation of these applicability factors is developed as a step towards a process analysis methodology.

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