On Servitization of the Manufacturing Industry in the UK

Huxtable, James; Schaefer, Dirk

doi:10.1016/j.procir.2016.07.042

Cited by 62 publications

(37 citation statements)

References 7 publications

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“…The UK government recently published a report describing its vision for the revolution of the manufacturing sector by the year 2050. Industry companies such as General Electric (GE), Siemens, ABB and Intel are changing their production strategy and management to embrace Industry 4.0 or the Industrial Internet [47]. The digitization is different from country to country; for example, companies from Japan and Germany are implementing digitization primarily to increase their efficiency and product quality.…”

Section: Industry 40 Drivers and Limitsmentioning

confidence: 99%

Drivers and Barriers in Using Industry 4.0: A Perspective of SMEs in Romania

et al. 2019

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Considering the worldwide evolutionary stage of Industry 4.0, this study wants to fill in a lack of information and decision-making, trying to answer a question about the level of preparation of Romanian Small and Medium-sized Enterprises (SMEs) regarding the implementation of the new technology. The main purpose of this article is to identify the opinions and perceptions of SME managers in Romania on the drivers and barriers of implementing Industry 4.0 technology for business development. The research method used in the study was analyzed by sampling using the questionnaire as a data collection tool. It includes closed questions, measured with a nominal and orderly scale. 176 managers provided complete and useful answers to this research. The collected data were analyzed with the Statistical Package for the Social Sciences (SPSS) package using frequency tables, contingency tables, and main component analysis. Major contributions from research have highlighted the fact that Romania is in a full transition process from industry 2.0 to industry 4.0. There was also a high level of knowledge of the new Industry 4.0 technology, and a desire to implement it in the Romanian SMEs, as well as the low level of resources needed to implement it.

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Section: Industry 40 Drivers and Limitsmentioning

confidence: 99%

Drivers and Barriers in Using Industry 4.0: A Perspective of SMEs in Romania

et al. 2019

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“…These changes are observed on the basis of numerous surveys conducted in international cross-sections (Neely, 2008;Dachs et al, 2014) as well as in individual countries, e.g. : in China (Xu et al, 2015), in the UK (Huxtable, Schaefer, 2016), in Italy (Mastrogiacomo et al, 2017), in Croatia (Prester, Peleš, 2017), or in France . They constitute a signifi cant managerial challenge also for Polish companies (Kozłowska, 2017, pp.…”

Section: Introductionmentioning

confidence: 99%

Servitization as a Concept for Managing the Development of Small and Medium-sized Enterprises

Lachiewicz¹,

Matejun²,

Pietras³

et al. 2018

Management

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Summary The aim of the article is to present the key features, stages, advantages and threats of servitization as a concept for managing the development of small and medium-sized enterprises. A literature review and empirical research carried out in the form of a case study of the medium-sized company Mikomax sp. z o.o. from Poland served to achieve the aim of the article. The obtained results indicate a significant role of servitization in the development of the analyzed company. A phased approach to the implementation of this concept has been identified, requiring a number of changes to be made in the management systems of the enterprise. Servitization is a source of strategic, marketing and financial benefits for the company, and the management plans to further develop servitization activities aimed at expanding its market offer and building a sustainable competitive advantage.

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“…Elements of the new service include the possibility to monitor the condition of the vehicle and an extension of the existing call centre role of the organisation's helpdesk (focussed on connecting driver and workshop), to include remote troubleshooting in the future version of this helpdesk role. Both are elements of an intermediate service (Huxtable & Schaefer, 2016).…”

Section: Methodsmentioning

confidence: 99%

Implementation during design Developing understanding about service realisation before implementation

Overkamp

Holmlid

2017

The Design Journal

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Design has been mentioned as potential support in the shift from a valuein-exchange to a value-in-use perspective that is part of servitization. However, these discussions pay little attention to the role of design(ers) for implementing 1) the change in perspective of the organisation and 2) specific (product) service systems, which are both required for successful servitization. We argue that implementation as a concept needs to be part of service design processes in order to timely articulate how to implement new services, and what resources need to be shaped in service system(s) involved for successful value cocreation. We analyse a workshop in a technology-dominant service development project and show that using a service (process) perspective and concrete cases could be a way to integrate conversations about implementation in the design phase of PSS and service development. For technology-dominant services specifically, this can uncover factors for successful integration of technology and service.

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On Servitization of the Manufacturing Industry in the UK

Cited by 62 publications

References 7 publications

Drivers and Barriers in Using Industry 4.0: A Perspective of SMEs in Romania

Drivers and Barriers in Using Industry 4.0: A Perspective of SMEs in Romania

Servitization as a Concept for Managing the Development of Small and Medium-sized Enterprises

Implementation during design Developing understanding about service realisation before implementation

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