Analysis of the Industry 4.0 key elements and technologies implementation in the Festo Didactic educational systems MPS 203 I4.0

Ružarovský, Roman; Holubek, Radovan; Janíček, Matej; Velíšek, Karol; Tirian, Gelu Ovidiu

doi:10.1088/1742-6596/1781/1/012030

Cited by 10 publications

(3 citation statements)

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“…According to the product aspect, the industry's highest to lowest readiness levels in transforming to Industry 4.0 are SMI A, C, and B, respectively. When viewed from the point of view of the importance of the human resource element, the product aspect in the Toolbox Industrie 4.0 method does not present this element (Roman et al, 2021). So it can be seen that Toolbox Industrie 4.0 does not have an element of human resources to serve as an assessment parameter (Chong et al, 2018).…”

Section: Finding and Discussionmentioning

confidence: 99%

“…Industry 4.0 guidelines (guiding principles for the implementation of industry 4.0 in the industry) have been established by the German Engineering Industry Association or Verband Deutscher Maschinen-und Anlagenbau (VDMA) known as Toolbox Industrie 4.0 (Wang et al, 2018). The Toolbox Industrie 4.0 (Figure 2) is organized into six application layers and five performance classes (Roman et al, 2021). The application layer denotes the possible implementation areas for Industry 4.0, while the performance classes identify potential implementation possibilities (Chong et al, 2018).…”

Section: Literature Review Industry 40mentioning

confidence: 99%

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Evaluation of Human Resources Pillars in Industry Readiness Index to Transform towards Industry 4.0

Sayekti,

Suhariadi,

Herachwati

2023

bmss

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Developed countries have implemented Industry 4.0 in the process and manufacturing industry sectors. Industry 4.0 transformation will positively impact the industry and the country. Indonesia introduced a guide for the industry in transforming to Industry 4.0 in its action for Making Indonesia 4.0. The Indonesia Industry 4.0 Readiness Index (INDI 4.0) is presented to assist the industry in carrying out transformations, with the pillar of human resources as the highest parameter. It is necessary to conduct an early evaluation of the industry to introduce INDI 4.0. This research aims to evaluate the level of industry readiness in transforming to Industry 4.0. The method in this study used a survey of Small and Medium Industries (SMI=IKM) in Bogor City. Three SMIs were selected for interviews according to INDI 4.0 guidelines and Toolbox Industrie 4.0. The evaluation results using the INDI 4.0 guidelines show that SMI A has a higher level of readiness, followed by SMI C and B. In line with the results of the INDI 4.0 assessment, Toolbox Industrie 4.0 also has the same results. SMI A has a higher level of readiness, followed by SMI C and B. In Toolbox Industrie 4.0, there is no element of assessment for human resources due to cultural differences between Germany and Indonesia, which still require special attention for human resources.

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Section: Finding and Discussionmentioning

confidence: 99%

Section: Literature Review Industry 40mentioning

confidence: 99%

Evaluation of Human Resources Pillars in Industry Readiness Index to Transform towards Industry 4.0

Sayekti,

Suhariadi,

Herachwati

2023

bmss

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“…The MES in the CPF, called MES4, is a flexible system that can be adapted to any configuration of production stations and issue relevant commands to each station to produce the requested parts (Ružarovský et al. , 2021).…”

Section: Methodsmentioning

confidence: 99%

Remote integration of advanced manufacturing technologies into production systems: integration processes, key challenges and mitigation actions

Fattouh

Chirumalla²,

Ahlskog³

et al. 2023

JMTM

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PurposeThe study examines the remote integration process of advanced manufacturing technology (AMT) into the production system and identifies key challenges and mitigating actions for a smoother introduction and integration process.Design/methodology/approachThe study adopts a case study approach to a cyber-physical production system at an industrial technology center using a mobile robot as an AMT.FindingsBy applying the plug-and-produce concept, the study exemplifies an AMT's remote integration process into a cyber-physical production system in nine steps. Eleven key challenges and twelve mitigation actions for remote integration are described based on technology–organization–environment theory. Finally, a remote integration framework is proposed to facilitate AMT integration into production systems.Practical implicationsThe study presents results purely from a practical perspective, which could reduce dilemmas in early decision-making related to smart production. The proposed framework can improve flexibility and decrease the time needed to configure new AMTs in existing production systems.Originality/valueThe area of remote integration for AMT has not been addressed in depth before. The consequences of lacking in-depth studies for remote integration imply that current implementation processes do not match the needs and the existing situation in the industry and often underestimate the complexity of considering both technological and organizational issues. The new integrated framework can already be deployed by industry professionals in their efforts to integrate new technologies with shorter time to volume and increased quality but also as a means for training employees in critical competencies required for remote integration.

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Digital Work in Smart Production Systems

et al. 2023

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On the one hand, Industry 4.0 provides possibilities to address arising challenges such as globalisation, individualisation and shortening product lifecycles. On the other hand, it also increases changes and challenges in planning and operation processes of production systems.The paper discusses the changes in digital work in the areas of planning, operating and improving smart production systems. Current research approaches show that especially in planning processes and supportive tasks a high dynamic is evident, but also the work on the shop floor is changing. Automation technology and intelligent algorithms as a base for production planning and control up to factory-as-a-service concepts reduce operational room for manual actions, but require new digital planning, implementation and maintenance tasks. Furthermore, technologies like cobots enable new forms of flexible coexistence between human and machine in production systems. Due to the increasing complexity of products and production systems, conventional improvement approaches from the fields of Lean Management and Six Sigma are reaching their limits, as the analyses are often limited to simple relationships and correlations. Data science in the industrial environment enables new opportunities to analyse large volumes of data to identify multivariate patterns and correlations. All of this leads to new requirements for competences, roles and work organisation.

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Analysis of the Industry 4.0 key elements and technologies implementation in the Festo Didactic educational systems MPS 203 I4.0

Cited by 10 publications

References 0 publications

Evaluation of Human Resources Pillars in Industry Readiness Index to Transform towards Industry 4.0

Evaluation of Human Resources Pillars in Industry Readiness Index to Transform towards Industry 4.0

Remote integration of advanced manufacturing technologies into production systems: integration processes, key challenges and mitigation actions

Digital Work in Smart Production Systems

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