Development of a Business Assessment and Diagnosis Tool That Considers the Impact of the Human Factor during Industrial Revolutions

Abstract

Over time, the satisfaction of needs and the ability to meet them have consistently increased. However, the world of the 21st century is one in which the basic needs of millions of human beings are still not satisfied. Why? To an extent, nonprofit organizations such as charities play essential roles in the needed improvement of this situation. In this regard, the human factor within an organization is key influence in organizational performance and societal impact. Human beings within organizations make decisions based on their own motives, so the ethical values of each person are significantly important. Therefore, it is necessary to use analyze the potential of the human factor in the fourth industrial revolution and to analyze its influence in the previous industrial revolutions. This research was aimed to conduct such analyses for a nonprofit charity. Moreover, the authors of this paper also analyzed the industrial revolution potentials of the charity case study using system dynamics. The relevance of the presented paper was ensured by the aforementioned combination of topics. The results showed how greater impacts, higher expenses, and higher stocks were not necessarily able to quantitatively satisfy food needs in a timely manner if the human factor and global effectiveness and efficiency were not optimized. When these aspects were optimized, our hypothesis was proven, as the models set for further industrial revolutions were shown to provide better results in the satisfaction, efficiency, and economic indicators with a lower financial need; therefore, this model can be used to satisfy other needs of Maslow’s pyramid. In conclusion, this proposed approach empowers welfare organizations to increase their CSR consideration, thus enabling them to use internal mechanisms to secure viability in the pursuit of a high-performance CSR approach.

Opportunities of the Technological Trends Linked to Industry 4.0 for Achieve Sustainable Manufacturing Objectives

“…CPS exchange data in virtual networks, implement IoT and Internet of Services (IoS), and use human-machine interfaces to interact with human operators [26]. Authors such as [27,28] propose considering the human factor and go further by proposing a framework that emphasizes the increase in operator performance due to the use of I4.0 technologies.…”

Dynamic Innovation Information System (DIIS) for a New Management Age

“…Many have also forgotten that new technologies and digital systems that are not based on real facts and data are useless. Research shows how the human factor in its interactions and decisions significantly affects the overall output of the organizational system [52,[54][55][56]. Today, when top managers face a decision, typically, it is based on a set of slides prepared according to various agreement loops of multiple departments.…”

“…A digital twin model and the link with information system databases are the basis for performing simulations that enable one to analyze policies based on what-if analysis and statistical techniques. Based on Figure 3, there are already digital twin models and simulations for the different functions within different types of organizations, such as procurement [47], distribution [45,48,49], production and quality [50], maintenance [51], information systems [52], sales [53], human resources [54][55][56], design, and development [57], for the planning and control of operations [52,58], for finance, improvement strategies, and strategic planning [59][60][61], as well as at the normative level [46]. Moreover, there are already models that can assess the three different levels, i.e., organization, supply chain, and related environment [51].…”

Application of the Human-Oriented Planning Model in the Supply Chain: From the Global System to Specific Cases

“…According to the results from Torres et al (2022), the human factor plays a significant role in business operations due to its relevance in decision-making processes [7]. Today, managers can assess the effectiveness but have difficulties in assessing the behaviour and efficiency of their employees.…”

“…Today, managers can assess the effectiveness but have difficulties in assessing the behaviour and efficiency of their employees. Moreover, in big companies, it can be tough to track the reasoning and/or errors and deviations of multi-department decision making [7]. As syndicated by Winkler et al (2022) there is a need for the integration of the human factor in industry 4.0 environments as a next step after the fourth industrial revolution as well as the consequent revolution of the production system.…”