From Concept to the Introduction of Industry 4.0

Crnjac, Marina; Veža, Ivica; Banduka, Nikola

doi:10.24867/ijiem-2017-1-103

Cited by 100 publications

(12 citation statements)

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“…The Fourth Industrial Revolution (4IR) has ushered in an array of physical, biological and digital technologies that are shaping activities in diverse industries across the globe (Aghimien et al, 2022a;Lu, 2017;Schwab, 2017;Newman et al, 2020). Studies continue to espouse the benefits of using these ubiquitous technologies to improve service delivery in industries such as: manufacturing (Crnjac et al, 2017); agriculture (Stankovic and Neftenov, 2020); finance (Ohene-Afoakwa and Nyanhongo, 2017); education (Almeida and Simoes, 2019); and construction (Sakin and Kiroglu, 2017;Ikuabe et al, 2020;Chen et al, 2021). However, unlike the manufacturing industry, where 4IR technologies are embraced to improve the production system, adoption within the construction industry remains sluggish in comparison (Sepasgozar et al, 2020;Edwards et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Empirical scrutiny of the behavioural intention of construction organisations to use unmanned aerial vehicles

Aghimien

Ikuabe²,

Aliu³

et al. 2022

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Purpose This paper aims to assess the behavioural intention of construction organisations to use unmanned aerial vehicles (UAVs) in the delivery of construction projects. Using the unified theory of technology adoption and use of technology (UTAUT) model, the study strives to improve project delivery by adopting beneficial digital technologies. Design/methodology/approach The study adopted a postpositivism philosophical stance through a quantitative research approach using a structured questionnaire administered to construction organisations in South Africa. Primary data gathered was analysed using frequency, percentage, mean item score, Mann–Whitney U-test and confirmatory factor analysis, where the latter sought to deductively confirm the variables within the UTAUT model. Findings Construction organisations were found to rarely use UAVs in the country and furthermore, most of the participating organisations are unsure about using UAVs for their project delivery. Factors impacting on an organisation’s intention to use UAVs were identified as social influence, performance expectancy, effort expectancy and facilitating conditions. However, factors surrounding resistance to using and perceived risk cannot be overlooked as they also proved to be significant (at p = 0.05) to the behavioural intention of organisations to use UAVs. Practical implications Practical guidance for industry practitioners is offered in terms of insight into the key factors that must be considered for the effective utilisation of UAVs and the realisation of concomitant benefits. Originality/value This study bridges the knowledge gap in extant literature by exploring the practitioner’s behavioural intention to use UAVs. As an aside, an emergent theoretical backdrop for future works on UAVs is provided (particularly in developing countries where such a study has not been previously explored).

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Section: Introductionmentioning

confidence: 99%

Empirical scrutiny of the behavioural intention of construction organisations to use unmanned aerial vehicles

Aghimien

Ikuabe²,

Aliu³

et al. 2022

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“…This term is based on the smart factory concept. In smart factories, the products are always traceable, timely and locationally (Crnjac et al, 2017). I4.0 can be a production model with more digitalized processes, value chains and marked outcomes (Rabelo et al, 2019;Camarinha-Matos et al, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

“…OpEx is realized as a tool that decreases the cost of I4.0 implementation for sustainable purposes (Dev et al, 2020). The concept of i4.0 is based on a well-prepared database, which leads to continuous improvement processes and optimization in production (Crnjac et al, 2017). Merz and Siepmann (2016) claim that i4.0 implementation will occur at three strategic, tactical and operation levels (Merz and Siepmann, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Merz and Siepmann (2016) claim that i4.0 implementation will occur at three strategic, tactical and operation levels (Merz and Siepmann, 2016). In this regard, Crnjac et al (2017) proposed an operational model to achieve Operational Excellence in 7 steps looking at i4.0. The use of new methods has constantly been challenged throughout history.…”

Section: Literature Reviewmentioning

confidence: 99%

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Unveiling the relation between the challenges and benefits of operational excellence and industry 4.0: a hybrid fuzzy decision-making approach

Hajiagha

Mahdiraji²,

Moradi³

et al. 2022

TQM

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PurposeOperational excellence (OpEx) is a direction toward learning and developing an excellent culture in all aspects of an organization. To reach this culture, revolutionizing activities using industry 4.0 (i4.0) technologies might be a significant empowering tool. This study aims to identify the challenges and benefits of both concepts and investigate their interrelationship to be considered in applying industry 4.0 technologies toward operational excellence.Design/methodology/approachThe challenges and benefits of OpEx and i4.0 are identified and finalized by reviewing the literature. The causal relations between the considered factors are extracted using the fuzzy DEMATEL (Decision Making Trial and Evaluation Laboratory) method. Then, the analytical network process (ANP) is applied to determine the importance and weight of the factors (challenges and benefits of OpEx and i4.0) according to the constructed network.FindingsThe findings illustrated a strong network structure between the factors. First, the causal factors included OpEx and i4.0 challenges, while the OpEx challenges also affected the i4.0 challenges. Both group challenges had a significant effect on OpEx and i4.0 benefits. This means that challenges are the causal factors to be considered in the alignment of i4.0 toward OpEx. Among the OpEx challenges, lack of strategic planning and proper infrastructure were the main influential factors. In contrast, lack of government support and undeveloped business models were identified as the main challenges of i4.0.Originality/valueOpEx and i4.0 concepts are reviewed and their pros and cons are studied. Previous studies determined an interaction among these concepts. However, from a practical viewpoint, the relation between the challenges and benefits of i4.0 and OpEx was studied for the first time for their alignment.

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“…1. Introduction Industry 4.0 (I4.0) has offered significant potential for manufacturing firms to alter and rethink their business models, production processes, strategies and objectives (Crnjac et al, 2017;Pirola et al, 2019;Himang et al, 2020). Scholars, industry leaders and practitioners believe that I4.0 will stay long and is yet to reach its true potential (Liao et al, 2017).…”

mentioning

confidence: 99%

Industry 4.0 maturity assessment: a multi-dimensional indicator approach

Hajoary

Ma²,

Garza‐Reyes

2023

IJPPM

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PurposeIndustry 4.0 has offered significant potential for manufacturing firms to alter and rethink their business models, production processes, strategies and objectives. Manufacturing organizations have recently undergone substantial transformation due to Industry 4.0 technologies. Hence, to successfully deploy and embed Industry 4.0 technologies in their organizational operations and practices, businesses must assess their adoption readiness. For this purpose, a multi-dimensional analytical indicator methodology has been developed to measure Industry 4.0 maturity and preparedness.Design/methodology/approachA weighted average method was adopted to assess the Industry 4.0 readiness using a case study from a steel manufacturing organization.FindingsThe result revealed that the firm ranks between Industry 2.0 and Industry 3.0, with an overall score of 2.32. This means that the organization is yet to achieve Industry 4.0 mature and ready organization.Practical implicationsThe multi-dimensional indicator framework proposed can be used by managers, policymakers, practitioners and researchers to assess the current status of organizations in terms of Industry 4.0 maturity and readiness as well as undertake a practical diagnosis and prognosis of systems and processes for its future adoption.Originality/valueAlthough research on Industry 4.0 maturity models has grown exponentially in recent years, this study is the first to develop a multi-dimensional analytical indicator to measure Industry 4.0 maturity and readiness.

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From Concept to the Introduction of Industry 4.0

Cited by 100 publications

References 0 publications

Empirical scrutiny of the behavioural intention of construction organisations to use unmanned aerial vehicles

Empirical scrutiny of the behavioural intention of construction organisations to use unmanned aerial vehicles

Unveiling the relation between the challenges and benefits of operational excellence and industry 4.0: a hybrid fuzzy decision-making approach

Industry 4.0 maturity assessment: a multi-dimensional indicator approach

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