This article addresses the issue of the industrial performance model and its evolution to cope with the context of Industry 4.0. With its digitalisation, intelligent/autonomous systems and wealth of data, Industry 4.0 offers opportunities that can achieve objectives better. It also presents risks and uncertainties that question the autonomy of the systems, their interaction with humans and the use of available data. The hypothesis put forward in this work is that the efficiency–effectiveness–relevance performance triangle can no longer guarantee long-term performance under these conditions and needs to be associated with an ethical dimension that allows for the risks and uncertainties relating to Industry 4.0 to be considered. Ethics is therefore considered to extend the triangle to a tetrahedron. A brief analysis of current performance management will first show the limits of the current practice in the context of Industry 4.0. The frameworks that could overcome these limits in light of new needs are then recalled and discussed, leading to the choice of ethics, whose main definitions and use in the engineering field are also introduced. The proposed (efficiency–effectiveness–relevance–ethics tetrahedron-based methodology is illustrated through a case study related to an aeronautical supplier, regarding the consequences of the implementation of a MES (Manufacturing Execution System) in terms of product traceability and operator autonomy. The discussion and prospects finally conclude this study.

The next generation of TV studios will certainly rely on a communications infrastructure based on Ethernet and the IP protocol, but the evolution from the present heterogeneous format centric TV studio towards the homogeneous full IP TV studio demands the development of a series of new IP/TV protocols, and new software and hardware modules. This is so, because the original Ethernet and IP technologies are besteffort communications structures, and hence, not suited to the stringent: real-time, high quality, and security requirements, of a TV production facility. This paper presents the implementation of a prototype of a full Ethernet/IP TV studio and describes the different technologies, i.e., IP/television protocols and hardware and software modules, that have been developed, or that are in the process of development, in order to achieve it.

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Industrial company's physical production and information systems have to be adapted in the digital transition context from the automatized Industry inherited from the 70's to the Industry 4.0. The information system must namely be completed by the deployment of new software solutions such as the Manufacturing Execution System (MES). Controlling this MES deployment is a critical point where structuring frameworks such as the Business Process Management (BPM) can be a solution. Indeed, the BPM allows managers to deal with the company changes, and allows to control them thanks to an iterative cyclic approach. Moreover, recent developments introducing agility in BPM have enabled it to take into account a high level of uncertainty as well as the promoting of team collaboration. Starting from this idea, this article explores this method in an industrial context given by an aeronautics bearings supplier company. This company is deploying a MES solution for a new high-tech manufacturing plant. After a first informal MES deployment for a pilot plant, the company would like to deploy this MES in a systematic way to all its other plants. Starting from some observations made during the ongoing MES deployment, this paper proposes to explore BPM as a means to assist managers and key users in optimizing the existing knowledge and improving the current practice for its further reuse. Then some recommendations coming from this experience are made for helping companies involved in such a MES deployment.

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