Industry 5.0 or industry 4.0S? Introduction to industry 4.0 and a peek into the prospective industry 5.0 technologies

Santhi, Abirami Raja; Muthuswamy, Padmakumar

doi:10.1007/s12008-023-01217-8

Cited by 107 publications

(59 citation statements)

References 175 publications

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“…One of the main pillars of Industry 5.0 can be individualized human-machine interaction, which means connecting people with technology, as well as connecting human innovation with the innovative capabilities of machines. [6] The following technologies support people in performing physical and cognitive tasks:  Multilingual speech and gesture recognition and prediction of human intentions.  Monitoring technologies for the mental and physical stress of employees.…”

Section: How To Implement the Entire Processmentioning

confidence: 99%

Dehumanization and Humanization in the Context of Industry 4.0 and Industry 5.0

Czifra

Molnár²,

Mĺkva

et al. 2023

Research Papers Faculty of Materials Science and Technology Slovak University of Technology

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Germany is considered in literature to be a cradle of the 4th Industrial Revolution. Industry 4.0 has been topical and awidely accepted term worldwide. Countries at the forefront of industrial development have invested significant resources in research, development and strategic initiatives to introduce Industry 4.0 technologies. On the tenth anniversary of the launch of Industry 4.0, the European Commission developed and published the Principles for the Industry 5.0 Strategy, which will lay the foundations for further economic and industrial development. The article presents the results of research based on a critical analysis of the literature and surveys, conducted among representatives of German society.

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Section: How To Implement the Entire Processmentioning

confidence: 99%

Dehumanization and Humanization in the Context of Industry 4.0 and Industry 5.0

Czifra

Molnár²,

Mĺkva

et al. 2023

Research Papers Faculty of Materials Science and Technology Slovak University of Technology

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“…This emerging next paradigm shift is taking place at the edge of traditional disciplines that are at the core of new technologies, not in a multi-, nor inter-, but in a transdisciplinary, seamless way (Grabowska et al ., 2022; Xu et al ., 2021; Raja and Muthuswamy, 2023). As a result, the current development of BPM should be considered in the context of two parallel concepts of Industry 4.0 and Industry 5.0.…”

Section: Introductionmentioning

confidence: 99%

BPM challenges, limitations and future development directions – a systematic literature review

Szelągowski,

Berniak-Woźny

2024

BPMJ

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PurposeThe aim of this paper is to identify the main challenges and limitations of current business process management (BPM) development directions noticed by researchers, as well as to define the areas of the main BPM paradigm shifts necessary for the BPM of tomorrow to meet the challenges posed by Industry 4.0 and the emerging Industry 5.0. This is extremely important from the perspective of eliminating the existing broadening gap between the considerations of academic researchers and the needs of business itself.Design/methodology/approachA systematic literature review was conducted on the basis of the resources of two digital databases: Web of Science (WoS) and SCOPUS. Based on the PRISMA protocol, the authors selected 29 papers published in the last decade that diagnosed the challenges and limitations of modern BPM and contained recommendations for its future development. The content of the articles was analyzed within four BPM core areas.FindingsThe authors of the selected articles most commonly point to the areas of organization (21 articles) and methods and information technology (IT) (22 articles) in the context of the challenges and limitations of current BPM and the directions of recommended future BPM development. This points to the prevalence among researchers of the perspective of Industry 4.0 – or focus on technological solutions and raising process efficiency, with the full exclusion or only the partial signalization of the influence of implementing new technologies on the stakeholders and in particular – employees, their roles and competencies – the key aspects of Industry 5.0.Research limitations/implicationsThe proposal of BPM future development directions requires the extension of the BPM paradigm, taking into account its holistic nature, especially unpredictable, knowledge-intensive business processes requiring dynamic management, the need to integrate BPM with knowledge management (KM) and the requirements of Industry 5.0 in terms of organizational culture. The limitation is that the study is based on only two databases: WoS and SCOPUS and that the search has been narrowed down to publications in English only.Practical implicationsThe proposal of BPM future development directions also requires the extension of the BPM paradigm, taking into account the specific challenges and limitations that managers encounter on a daily basis. The presented summaries of the challenges and limitations resulting from the literature review are accompanied by recommendations that are primarily dedicated to practitioners.Social implicationsThe article indicates the area people and culture as one of the four core areas of BPM. It emphasizes the necessity to account to a greater degree for the influence of people, their knowledge, experience and engagement, as well as formal and informal communication, without which it is impossible to use the creativity, innovativeness and dynamism of the individual and the communities to create value in the course of business process execution.Originality/valueTo the authors' knowledge, this is the first systematic review of the literature on the limitations of modern BPM and its future in the context of Industry 4.0 and Industry 5.0.

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“…While various scholars have treated Industry 5.0 as a future event (Modgil et al. , 2023; Santhi and Muthuswamy, 2023; Yuan et al. , 2022; Maddikunta et al.…”

Section: Introductionmentioning

confidence: 99%

“…Unlike the previous industrial revolutions which aimed to obtain increased productivity by eliminating or alienating humans (Santhi and Muthuswamy, 2023), Industry 5.0 places humans back at the center of attention and presents them as the most important resource for sustainable manufacturing (Mukherjee et al, 2023;Santhi and Muthuswamy, 2023). While Industry 4.0 focused on digitalization and interconnected automation (Mukherjee et al, 2023), Industry 5.0 synergizes human-machine collaboration and leverages the creativity of human resources (Modgil et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

“…While various scholars have treated Industry 5.0 as a future event (Modgil et al, 2023;Santhi and Muthuswamy, 2023;Yuan et al, 2022;Maddikunta et al, 2022;Mukherjee et al, 2023) argue that it is already in practice in sectors such as healthcare, manufacturing/ production and education, and one of the most prominent barriers in its development is represented by the upskilling of employees and talent retention. Industry 5.0 not only emphasizes the importance of skilled human resources but also the challenge of retaining talent and avoiding knowledge loss.…”

Section: Introductionmentioning

confidence: 99%

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Preparing for Industry 5.0: a methodology for avoiding corporate amnesia

Leon,

Rodríguez-Rodríguez,

Alfaro-Saiz

2023

IMDS

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PurposeThis research sought to identify the best strategy for avoiding corporate amnesia in the context of the Industry 5.0 and an aging society.Design/methodology/approachTo achieve this goal, a multi-phase methodology based on analytic network process was proposed and tested in one of the biggest companies in the bakery industry.FindingsThe results highlight that online communities of practice and storytelling are the best way to avoid corporate amnesia. The most important factors are commitment, work satisfaction and organizational culture. Commitment and work satisfaction also enhance the use of online communities of practice, while work satisfaction and organizational culture foster the use of storytelling.Originality/valueThis article proposes a nexus between knowledge management and operations management. This research also presents a decision-making tool that can help managers determine the most appropriate strategy for avoiding corporate amnesia.

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Industry 5.0 or industry 4.0S? Introduction to industry 4.0 and a peek into the prospective industry 5.0 technologies

Cited by 107 publications

References 175 publications

Dehumanization and Humanization in the Context of Industry 4.0 and Industry 5.0

Dehumanization and Humanization in the Context of Industry 4.0 and Industry 5.0

BPM challenges, limitations and future development directions – a systematic literature review

Preparing for Industry 5.0: a methodology for avoiding corporate amnesia

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