Production planning and scheduling in Cyber-Physical Production Systems: a review

Rossit, Daniel Alejandro; Tohmé, Fernando; Frutos, Mariano

doi:10.1080/0951192x.2019.1605199

Cited by 82 publications

(41 citation statements)

References 72 publications

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“…The current negative contribution of strategic planning to the manufacturing concepts, technologies, and strategic orientations, require managers to focus on the realization of the postulated mission and vision-related activities in the implementation of Industry 4.0. This could help to foster the role of strategic planning, which is in its core a very similar tool as mission and vision statements [ 24 ], and should have a substantial role in Industry 4.0 implementation [ 43 , 44 , 58 ]. Therefore, managers need to prepare detailed plans with regard to Industry 4.0 implementation, as well as workshops that should be organized to train the employees.…”

Section: Discussionmentioning

confidence: 99%

“…The term Industry 4.0, however, most likely presents the German political agenda to transform its economy with the implementation of advanced technology not only in organizations, but also in society [ 52 ]. Despite this, it is evident that there are certain clusters of technologies that have formed and now drive ongoing digital transformation endeavors, which may also offer the most appropriate base for Industry 4.0 consideration in our study [ 1 , 53 ]: Internet of Things (IoT), which integrates various processes with information and communication technologies, cloud computing, smart objects, and machines, leading to cyber–physical systems [ 54 , 55 , 56 ]; Cyber–Physical Systems (CPS), which use advanced technologies, big data, and real-time two-way communications to control production (and broader business) processes and systems [ 57 , 58 ]; Smart Factories, which are smaller and decentralized production units that are digitalized and autonomous [ 26 ]. This stage of integration is resulting in processes being much more efficient and productive [ 59 ].…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

“…Cyber–Physical Systems (CPS), which use advanced technologies, big data, and real-time two-way communications to control production (and broader business) processes and systems [ 57 , 58 ];…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

“…For Industry 4.0, it can be essential, since it enables the creation of a strategic roadmap that serves as a plan on how to successfully implement Industry 4.0. Although each organization should focus on its own workings, because there is no common strategy for all organizations [ 36 , 58 ], strategic planning seems to have a positive contribution to Industry 4.0 implementation, as it provides a key starting point on a journey toward Industry 4.0 adoption.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

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Speeding Up the Implementation of Industry 4.0 with Management Tools: Empirical Investigations in Manufacturing Organizations

Črešnar

Potočan

Nedelko

2020

Sensors

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The main purpose of this study is to examine how the use of management tools supports the readiness of manufacturing organizations for the implementation of Industry 4.0. The originality of the research is reflected in the exploration of the relationship between the use of the selected well-known management tools and their readiness for the implementation of Industry 4.0, which was assessed using a combination of two models—one developed by the National Academy of Science and Engineering (Acatech) and the other by the University of Warwick. The relationship was assessed by applying structural equation modeling techniques to a data set of 323 responses from employees in manufacturing organizations. The results show that the use of six sigma, total quality management, radio frequency identification, a balanced scorecard, rapid prototyping, customer segmentation, mission and vision statements, and digital transformation is positively associated with Industry 4.0 readiness. Inversely, outsourcing and strategic planning are negatively associated with Industry 4.0 readiness, while lean manufacturing, which is often emphasized as the cornerstone of Industry 4.0 implementation, is not associated with Industry 4.0 readiness in our study. These findings can help organizations to understand how to consider and measure readiness for the implementation of Industry 4.0 more comprehensively and present guidelines on how the use of management tools in manufacturing organizations can foster their implementation of Industry 4.0 principles.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

See 2 more Smart Citations

Speeding Up the Implementation of Industry 4.0 with Management Tools: Empirical Investigations in Manufacturing Organizations

Črešnar

Potočan

Nedelko

2020

Sensors

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“…Demand fluctuations of today's volatile markets are also difficult to cope with, even when intelligent information technologies are applied in highly automated and connected smart factories corresponding to the Industry 4.0 paradigm (Váncza et al 2011;Mourtzis 2011;Lanza, Peters, and Herrmann 2012;Hohmann and Posselt 2018;Pei et al 2019). Rossit, Tohmé, and Frutos (2019) mention, these technologies change the way production planning and scheduling are carried out as well.…”

Section: Introductionmentioning

confidence: 99%

Trust-based resource sharing mechanism in distributed manufacturing

Szaller

Egri

Kádár

2019

International Journal of Computer Integrated Manufacturing

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Manufacturing has moved from local towards global economy in the past decades enabling new paradigms to come into practice, such as distributed manufacturing which aims at increasing companies' flexibility with a decentralized system consisting of autonomous entities. In the paper, a distributed collaboration framework of manufacturing agents is introduced, where the members with resource shortages can request resources from others, divide requests among multiple agents, reorganize their production to be able to complete a request and cancel an undertaken task if needed. In a collaboration framework, it is essential to have a commitment to the promises: if participants cannot count on these commitments, the framework's efficiency may decrease. So as to motivate agents to keep their promises and to enable differentiating between reliable and nonreliable partners, here agents consider trustfulness during the selection from resource offering agents' proposals and make decisions considering subjective trust and public reputation values, which are computed based on successfulness of task performing and meeting due dates. In the paper, the impact of the proposed mechanism is investigated with multi-agent simulation. It is shown that considering trustfulness improves the overall system performance; and the improvement depends on the number of participants and the federation's load.

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