2019
DOI: 10.1080/0951192x.2019.1686176
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Environment interaction model-driven smart products through-life design framework

Abstract: With the advent of Industry 4.0, design of a smart product to work in a smart factory, or home or city over its lifecycle has to consider its intelligent interaction with its external environment (physical, human and cyberspace environments). Thus, environment interaction driven design of smart products becomes an important design research field, facing a huge challenge of integrating a smart product and its environment interaction design crossing all its life phases. The challenge questions are threefold: (1)… Show more

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Cited by 17 publications
(10 citation statements)
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“…through the life-cycle design process—are essential for enhancing the credibility of information and promoting the sharing of transdisciplinary knowledge as valuable design inputs (Chen, 2016 ; Mazali, 2018 ; Schulze et al, 2005 ; Witschel et al, 2019 ). The diversity in interests and expectations of the stakeholders needs to be respected and analysed to comprehend the impact of stakeholder interactions and their features at different life-cycle design phases: design, production, delivery, service, maintenance and end-of-life cycle (Mourtzis et al, 2018 ; Turetken et al, 2019 ; Zhang et al, 2020 ). In this respect, the involvement of the users or customers in the early development stage is well realized (Chen et al, 2016 ; Grieger & Ludwig, 2019 ; Hoe, 2019 ).…”
Section: Literature Characterization Of Human-centred Design In Industry 40mentioning
confidence: 99%
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“…through the life-cycle design process—are essential for enhancing the credibility of information and promoting the sharing of transdisciplinary knowledge as valuable design inputs (Chen, 2016 ; Mazali, 2018 ; Schulze et al, 2005 ; Witschel et al, 2019 ). The diversity in interests and expectations of the stakeholders needs to be respected and analysed to comprehend the impact of stakeholder interactions and their features at different life-cycle design phases: design, production, delivery, service, maintenance and end-of-life cycle (Mourtzis et al, 2018 ; Turetken et al, 2019 ; Zhang et al, 2020 ). In this respect, the involvement of the users or customers in the early development stage is well realized (Chen et al, 2016 ; Grieger & Ludwig, 2019 ; Hoe, 2019 ).…”
Section: Literature Characterization Of Human-centred Design In Industry 40mentioning
confidence: 99%
“…The next research interest is to provide supporting design frameworks (RR6) that facilitate the design process by providing systematic thinking—the use of the integrated novel design methods (innovation matrix, application space mapping, QFD) and Lean initiatives (avoidance of valueless reworks and activities)—towards economic sustainability (Lee & Abuali, 2011 ; Pezzotta et al, 2018 ). Other studies focus on design solutions for complexity and uncertainty: incomplete information regarding human requirements (Haber & Fargnoli, 2019 ); the changes in human preferences (Lin, 2018 ); decision making on different design alternatives for mass customization towards manufacturability (Mourtzis et al, 2018 ); interaction requirements among non-human—smart manufacturing devices/tools, core enterprise business systems (ERP, SAP)—and human actors (manufacturers, designers, users) (Mostafazadeh Davani et al, 2018 ; Song et al, 2016 ; Zhang et al, 2020 ); adaptation of design processes to the context of small-and medium-sized enterprises (Adrodegari & Saccani, 2020 ; van Lopik et al, 2020 ). These studies tackle different problems scattered across life-cycle design phases, useful to consider in relation to further research to address the relevant problems in a comprehensive way.…”
Section: Literature Characterization Of Human-centred Design In Industry 40mentioning
confidence: 99%
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“…The two models considered encompass the following dimensions: (1) Products and services that will change in their development and digital attributes [ 64 ]; (2) concepts and technologies that will focus on integrating the pillars of Industry 4.0 to transform the manufacturing and communication processes [ 1 ]; (3) strategic and organizational features that will require focused endeavors to align business and processes with Industry 4.0 initiatives [ 49 ]; (4) a supply chain that will have to enable real-time communication and control over the inventory, as well as manage constant changes in the business environment [ 1 , 31 ]. Furthermore, it should adopt practices of rapid prototyping, such as 3D printing [ 65 ]; (5) business model transformation that will focus on the customer rather than its own processes [ 9 , 55 ] and should aim to become more sustainable [ 66 ]; (6) legal and policy aspects that will require all the procedures to be compliant with current requirements, such as general data protection regulation (also known as GDPR) [ 67 ]; (7) culture and openness that will have to reflect new trends of encouraging innovativeness, cooperation, openness, and creativity among employees [ 35 ]; and (8) an organizational structure that will have to be more agile, flatter, and decentralized with regards to the decision-making processes [ 1 ].…”
Section: Theoretical Background and Hypotheses Developmentmentioning
confidence: 99%
“…Fourth, new generations value leisure time substantially more than previous generations [91,116]. This implies that organizations and managers will need to provide reward systems, motivational polices, and, especially, career path advancement plans, which will be attractive enough that new generations will be willing to substitute leisure time for more money and reputation, as opportunities for advancement in position are of top priority among new generations [17].…”
Section: Implications For Practicementioning
confidence: 99%