Advanced Complexity Management Strategic Recommendations of Handling the “Industrie 4.0” Complexity for Small and Medium Enterprises

Jäger, Jens; Schöllhammer, Oliver; Lickefett, Michael; Bauernhansl, Thomas

doi:10.1016/j.procir.2016.11.021

Cited by 45 publications

(12 citation statements)

References 3 publications

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“…We excluded at this stage all papers that do not provide insights on the obstacles and barriers in Industry 4.0 implementation and which were written in other languages than English and German (we included as inclusion criteria also papers in German as Industry 4.0 concept was initially conceptualized in this country). The final sample consisted of 17 papers [6][7][8][9][10][11][12][13][14][15][16][17][18][19][20][21][22]. In addition, we added to the identified works also the following 3 studies from World Economic Forum [23], Deloitte [24] and IBM [25] found in the database Google Scholar as they address relevant content for our study.…”

Section: Literature Reviewmentioning

confidence: 99%

Industry 4.0 Implementation Barriers in Small and Medium Sized Enterprises: A Focus Group Study

Orzes

Rauch

Bednár

et al. 2018

2018 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM)

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The attention devoted to Industry 4.0 by scholars, managers and policy makers has grown exponentially in the last few years. The goal of this paper is to empirically investigate the main barriers and difficulties faced by small and medium sized enterprises in Industry 4.0 implementation. We perform a systematic literature review on the topic and conduct some focus group studies in four countries (USA, Italy, Austria, and Thailand). We identify a set of barriers and obstacles and classified them into six categories: economic-financial, cultural, competencies/ resources, technical, legal, and implementation process. The results of the study have significant implications for both scientific research and management practice.

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Section: Literature Reviewmentioning

confidence: 99%

Industry 4.0 Implementation Barriers in Small and Medium Sized Enterprises: A Focus Group Study

Orzes

Rauch

Bednár

et al. 2018

2018 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM)

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“…On the one hand, manufacturing comapnies in Germany have barely established a full coverage of the technologies and processes targeted by the Third Industrial Revolution; therefore, they have not yet founded bases for digitalization introduction [4]. On the other hand, recognition of a need for digitalization is always accompanied by the challenging task of determining the most suitable digital technologies to satisfy a given company's needs; these technologies must be chosen from among a large selection of often investment-intensive options [5]. Addressing these challenges is crucial, as only a focused and needs-based implementation of digital technologies can ensure a company's future business success; this should be accompanied by both transformation of the existing organizational structures and processes [6] and employee participation [7,8].…”

Section: Motivation and Aimmentioning

confidence: 99%

Maturity model for determining digitalization levels within different product lifecycle phases

Siedler

Dupont²,

Zavareh

et al. 2021

Prod. Eng. Res. Devel.

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Maintaining pace with ongoing changes due to digitalization is challenging for manufacturing companies. For successful implementation of digitalization, manufacturing companies must consider their existing technical systems, organizational structures, and processes, as well as social aspects. With the support of a maturity model, a company-specific digitalization level can be evaluated to provide manufacturing companies with an initial insight into their particular status quo; this can serve as a starting point for future optimization and digitalization projects. Furthermore, the results of such an analysis allow objective comparison of different areas within the company and with competitors. In this paper, the “Integrierte Arbeitssystemgestaltung in digitalisierten Produktionsunternehmen” (InAsPro) maturity model is presented, which considers the Development, Production, and Assembly product lifecycle phases, as well as Aftersales, and assesses their digitalization level focusing on the four dimensions of Technology, Organization, Social Issues, and Corporate Strategy. The maturity model’s rating scale distinguishes between four maturity levels. The results given by the InAsPro maturity model for an entire company are presented, along with those for each product lifecycle phase. Extensive descriptions for each specific maturity level are also provided.

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“…The application of new digital technologies in manufacturing leads to the rise of new, complex enterprise challenges [3][4] [5]. Integrating so many different technologies inevitably leads to increased complexity of the whole manufacturing system, which might limit the obtainable advantages.…”

Section: Introductionmentioning

confidence: 99%

Maturity Models and Tools for Enabling Smart Manufacturing Systems: Comparison and Reflections for Future Developments

Carolis¹,

Macchi²,

Kulvatunyou³

et al. 2017

IFIP Advances in Information and Communication Technology

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One of the most exciting new capabilities in Smart Manufacturing (SM) and Cyber-Physical Production Systems (CPPS) is the provisioning of manufacturing services as unbundled "apps or services", which could be significantly more flexible and less expensive to use than the current generation of monolithic manufacturing applications. However, bundling and integrating heterogeneous services in the form of such apps or composite services is not a trivial job. There is a need for service vendors, cloud vendors, manufacturers, and other stakeholders to work collaboratively to simplify the effort to "mix-and-match" and compose the apps or services. In this regard, a workshop was organized by the National Institute of Standards and Technology (NIST) and the Open Applications Group Inc. (OAGi), with the purpose to identifythrough parallel sessionstechnology and standard needs for improving interoperability and composability between services. The workshop was organized into five working session. This paper documents evidences gathered during the "Smart Manufacturing Systems Characterization" (SMSC) session, which aims at establishing a roadmap for a unified framework for assessing a manufacturer's capability, maturity and readiness level to implement Smart Manufacturing. To that end, the technology maturity, information connectivity maturity, process maturity, organizational maturity, and personnel capability and maturity, have been identified as critical aspects for Smart Manufacturing adoptions. The workshop session culminated at providing a coherent model and method for assisting manufacturing companies in their journey to smart manufacturing realizations. This paper shows three different maturity models and tools that, thanks to their complementarity, enable one to reflect on the different perspectives required by SMSC. These models and tools are usable together for assessing a manufacturing company's ability to initiate the digital transformation of its processes towards Smart Manufacturing. Therefore, based on their comparison, the ultimate purpose of the research is to come up with a set of coherent guidelines for assessing a manufacturing system and its management practices for identifying improvement opportunities and for recommending SM technologies and standards for adoption by manufacturers.

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Advanced Complexity Management Strategic Recommendations of Handling the “Industrie 4.0” Complexity for Small and Medium Enterprises

Cited by 45 publications

References 3 publications

Industry 4.0 Implementation Barriers in Small and Medium Sized Enterprises: A Focus Group Study

Industry 4.0 Implementation Barriers in Small and Medium Sized Enterprises: A Focus Group Study

Maturity model for determining digitalization levels within different product lifecycle phases

Maturity Models and Tools for Enabling Smart Manufacturing Systems: Comparison and Reflections for Future Developments

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