To assess smart manufacturing readiness by maturity model: a case study on Taiwan enterprises

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

“…More specifically, Industry 4.0 is a broader concept than digitalization; although predicated on it, it more comprehensively envelops the current paradigm of changing organizational workings to those that are more connected, open, customer-oriented, and flat in organizational structure, reflecting the trends in global markets [ 9 ]. The phenomenon of Industry 4.0 was introduced in 2011 in Germany, which is the country that has led the implementation of Industry 4.0 principles and developed its economy through the integration of innovative technology into manufacturing processes [ 14 , 26 ]. Despite its introduction having occurred several years ago, it is still difficult to unambiguously define Industry 4.0 [ 7 , 42 ], because there is no agreement on whether it presents the next stage in the industrial revolution, a transformation of the way in which organizations develop, or a systematic change in strategy for the development of society [ 14 , 49 , 50 ].…”

“…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 ].…”

“…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 ].…”

“…As organizations have increasingly been transforming their workings to be more in line with Industry 4.0, the response has been a brainstorm of fragmented ideas and arguments on which tools management can use to properly implement these principles with an absence of comprehensive empirical evidence. Here, the question of how ready organizations are to implement Industry 4.0 starts to become important, because the ability to implement these upgrades, and thus beneficially change organizational workings, can be indicative of an organization’s ability to compete in the market [ 26 ]. However, as has been recognized, to successfully operate any high-level organizational change, management needs a correct and comprehensive framework of tools that serve as a goal-oriented way of achieving the desired organizational workings [ 19 , 23 ].…”

“…Firstly, what it means to be ready to implement Industry 4.0 in a comprehensive manner, as it is evident that the concept is not well understood [ 42 ]. Various models used to measure readiness for Industry 4.0 have been presented, such as the commonly emphasized models developed by the National Academy of Science and Engineering (Acatech) [ 43 ] and the University of Warwick [ 44 ], as well as some other models [ 22 , 26 , 45 , 46 , 47 ]. However, they have not been tested to determine whether they can simulate and fit data with observations in terms of predicting the effect on other factors of organizational workings.…”