Theoretical proposal of steps for the implementation of the Industry 4.0 concept

Cordeiro, Gabrielly Araújo; Ordóñez, Robert Eduardo Cooper; Ferro, R

doi:10.14488/bjopm.2019.v16.n2.a1

Cited by 30 publications

(25 citation statements)

References 39 publications

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“…Moreover, there are still attitudinal and decision-making issues which makes some managers less inclined to adopt I4.0, and which may hinder the diffusion of the concept in organizational practice (Hamada 2019). To help organizations deal with all these organizational challenges, researchers have started proposing structure steps for the implementation of the I4.0 concept in practice (Cordeiro et al 2019).…”

Section: Adoption and Implementationmentioning

confidence: 99%

The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory

Madsen

2019

Administrative Sciences

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The Industry 4.0 (I4.0) concept is concerned with the fourth industrial revolution in manufacturing, in which technological trends such as digitalization, automation and artificial intelligence are transforming production processes. Since the concept’s introduction at the Hannover Fair in Germany in 2011, I4.0 has enjoyed a meteoric rise in popularity and is currently high on the agenda of governments, politicians and business elites. In light of these observations, some commentators have asked the question of whether I4.0 is a concept that is hyped up and possibly just the latest in a long line of fashionable management concepts introduced over the course of the last few decades. Therefore, the aim of this paper is to provide a critical outside-in look at the emergence and rise of I4.0. Theoretically, these processes are viewed through the lens of management fashion, a theoretical perspective well suited to examinations of evolutionary trajectories of management concepts and ideas. The findings indicate that the I4.0 concept has quickly become highly popular and is dominating much of the popular management discourse. The concept has migrated out of the specialized manufacturing discourse to become a more general concept with mainstream appeal and applicability, evidenced by a multitude of neologisms such as Work 4.0 and Innovation 4.0. The numbers 4.0 have spread in a meme-like fashion, evidenced by the fact that the combination of a noun and the numbers 4.0 are used to signal and usher in discussions about the future of business and society. While there is much evidence that clearly shows that the concept has had a wide-ranging impact at the discursive level, the currently available research is less clear about what impact the concept has had so far on industries and organizations worldwide.

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Section: Adoption and Implementationmentioning

confidence: 99%

The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory

Madsen

2019

Administrative Sciences

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“…To guide the digital transformation, conscious and deliberate organization-wide efforts are detailed by frameworks, roadmaps and strategies (Ghobakhloo, 2018). In line with these rather theoretical considerations, the maturity models (Viharos et al , 2017; Cordeiro, 2019) emphasize a step-by-step accumulation process. Unfortunately, the micro-mechanisms of the transformation remain hidden.…”

Section: Introductionmentioning

confidence: 96%

Road to digital manufacturing – a longitudinal case-based analysis

Demeter

Losonci

Nagy

2020

JMTM

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PurposeThe authors’ main objective is to examine the resource alteration underlying the digital manufacturing transformation. The authors rely on the adaptation aspect of dynamic capabilities (DC) theory and their analysis shows how and why a factory adapts its resources and capabilities during digital transformation.Design/methodology/approachTo grasp the change, the authors apply the longitudinal case study method within a revelatory case setting. The digital transformation is detailed from the perspective of a subsidiary that has played a key role in the division's digital transformation.FindingsAnalysing the revealed four stages of the transformation through the lenses of the DC components of adaptation (sensing capability, absorptive capacity, integrative capability, relational capability), this study suggests a sequence with unbalanced characteristics. Each stage starts with sensing capability, each component appears during each stage and each stage is dominated by a different component. Relying on the path dependency concept, the authors also present that the interplay between lean as an old resource stock and digital manufacturing as a new resource stock is rather a necessity, especially at the beginning of the transformation (at a corporation that pursues lean for years).Practical implicationsDigital strategy development is rather an intermediate element of the transformation, since committed personnel (or maybe their network) start bottom-up and coordinate initiatives as they sense the opportunities in the environment. Top managers should rely on their accumulated knowledge and involve them into the transfer coalition in the top-down phase of digitalization. The authors’ case also underlines that starting to experiment with novel technologies requires a solid (and usually expensive) technological and human basis. Finally, process improvement focussed developments at a high-performing factory might be just enough to deal with ever-demanding customer expectations.Originality/valueThis study is among the firsts in operations management that relies on the DC theory to follow up the digital transformation of a factory. A further valuable contribution is that the adaptation process is examined in a longitudinal case study.

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“…As “Industry 4.0” draws significant attention, a large number of organizations are seeking novel methods and techniques of acquiring and processing huge amounts of sensor data. This is considered the birth of a new industrial revolution [ 1 , 2 ]. The first industrial Revolution came as a result of the mechanization of production, which affected product volume dimension.…”

Section: Introductionmentioning

confidence: 99%

Unsupervised Learning for Product Use Activity Recognition: An Exploratory Study of a “Chatty Device”

Lakoju

Ajienka

Khanesar

et al. 2021

Sensors

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To create products that are better fit for purpose, manufacturers require new methods for gaining insights into product experience in the wild at scale. “Chatty Factories” is a concept that explores the transformative potential of placing IoT-enabled data-driven systems at the core of design and manufacturing processes, aligned to the Industry 4.0 paradigm. In this paper, we propose a model that enables new forms of agile engineering product development via “chatty” products. Products relay their “experiences” from the consumer world back to designers and product engineers through the mediation provided by embedded sensors, IoT, and data-driven design tools. Our model aims to identify product “experiences” to support the insights into product use. To this end, we create an experiment to: (i) collect sensor data at 100 Hz sampling rate from a “Chatty device” (device with sensors) for six common everyday activities that drive produce experience: standing, walking, sitting, dropping and picking up of the device, placing the device stationary on a side table, and a vibrating surface; (ii) pre-process and manually label the product use activity data; (iii) compare a total of four Unsupervised Machine Learning models (three classic and the fuzzy C-means algorithm) for product use activity recognition for each unique sensor; and (iv) present and discuss our findings. The empirical results demonstrate the feasibility of applying unsupervised machine learning algorithms for clustering product use activity. The highest obtained F-measure is 0.87, and MCC of 0.84, when the Fuzzy C-means algorithm is applied for clustering, outperforming the other three algorithms applied.

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Theoretical proposal of steps for the implementation of the Industry 4.0 concept

Cited by 30 publications

References 39 publications

The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory

The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory

Road to digital manufacturing – a longitudinal case-based analysis

Unsupervised Learning for Product Use Activity Recognition: An Exploratory Study of a “Chatty Device”

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