Conceptualizing Industry 4.0 readiness model dimensions: an exploratory sequential mixed-method study

Abstract

PurposeOrganizations use Industry 4.0 readiness models to evaluate their preparedness prior to the implementation of Industry 4.0. Though there are many studies on Industry 4.0 readiness models, the dimensions of readiness differ. Besides, there is no study empirically validating the readiness model in different sectors or types of organization. The purpose of this study is to conceptualize the dimensions of the Industry 4.0 readiness model and subsequently evaluate the criticality of these dimensions in manufacturing, service, small and medium-sized enterprises (SMEs) and large enterprises (LEs).Design/methodology/approachThe study uses an exploratory sequential mixed method design. In phase one, 37 senior managers participated through a purposive sampling frame. In phase two, 70 senior managers participated in an online survey.FindingsThe results of the study indicated that the Industry 4.0 readiness model has 10 dimensions. Further, the criticality of the dimensions as applied to different sectors and type of organizations is put forward. This study will help manufacturing, services, SMEs and LEs to evaluate Industry 4.0 readiness before commencing the deployment of Industry 4.0.Practical implicationsThe findings can be very beneficial for Industry 4.0 practitioners and senior managers in different organisations to understand what readiness dimensions need to be considered prior to implementation of Industry 4.0 technology.Originality/valueThis paper makes an attempt to conceptualize the Industry 4.0 readiness model and utilizes an exploratory mixed method for critically evaluating the dimensions related to the model.

Recognizing the legacy of the TQM Journal: a bibliometric analysis of Scopus indexed publications (2008 - 2021)

“…After looking over the importance of Quality 4.0 in all fields Antony J. suggested strategies to be opted for the continuous improvement with industry 4.0 (Antony et al. , 2021a, b and c).…”

“…The author started the research in TQM focusing on the emerging trends of six-sigma (Antony et al. , 2021a, b and c) and its implementation and sustainability in a Scottish packing company and shifted its focus to quality control and Quality 4.0 conceptualization (Antony et al. , 2021a, b and c).…”

Quality 4.0 conceptualisation: an emerging quality management concept for manufacturing industries

“…The IR influences strategic variations in productivity and quality (Antony et al. , 2021a, b; Sony et al. , 2021).…”

How does performance vary between early and late adopters of Industry 4.0? A qualitative viewpoint

“…This is because, most of the studies on the impact of Industry 4.0 on organizational performance have not been conclusive (Agostini and Filippini, 2019; Sony and Naik, 2019). Another point to consider is there is no universally accepted implementation framework or readiness model to assess whether an organization is ready to implement Industry 4.0 (Hizam-Hanafiah et al , 2020; Antony et al , 2021). Industry 4.0 implementation is a radical change initiative (de Sousa Jabbour et al , 2018a) and therefore it changes most aspects of business i.e., from the supply chain to the manufacturing process due to its vertical, horizontal and end-to-end integration (Wang et al , 2016).…”

“…To harness the full power of Industry 4.0 even business models have to be changed (Prause, 2015; Weking et al , 2020). The costs associated with changing the internal and external business structures are high (Sony, 2020b; Antony et al , 2021). As considerable resources are to be devoted for the implementation of Industry 4.0 (Masood and Sonntag, 2020; Bag et al , 2021b), the management teams face a dilemma when it comes to the timing of implementation of Industry 4.0.…”