FutureFit: a strategy for getting a production asset to an industry 4.0 component – a human-centered approach

Birtel, Max; David, Alexander; Hermann, Jesko; Mohr, Florian; Ruskowski, Martin

doi:10.1016/j.promfg.2020.01.185

Cited by 13 publications

(5 citation statements)

References 13 publications

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“…However, HRPs should consider advanced technologies and the expected rate of machine adoption in business further, as a very likely scenario that will dramatically change organizational strategy. For instance, due to digitalization and the fourth industrial revolution, the possibility of human workers to connect with machines is increasing, but the question remains how to create a flexible interaction with the machine data (Birtel et al, 2019). In addition to the technology involved in any type of management process, there is also the human aspect, which is critical for every organization as a strategic asset (Bollinger and Smith, 2001).…”

Section: Discussionmentioning

confidence: 99%

Human resources under technological transformation: what HR professionals believe in an international scale

Mantzaris

Myloni

2022

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PurposeThis paper examines the beliefs of human resource professionals (HRPs) regarding the impact of Industry 4.0 on organizations in terms of readiness for human resources management (HRM) transformation, the challenges of a potential new legal and financial framework, the new means on performance management and automation, and finally the decision-making process in the era of human-machine cooperation.Design/methodology/approachThe authors analyzed a sample of 251 HRPs from 11 different countries divided into 4 cultural clusters to explore their attitude to incorporate new practices to the HR field because of technological development. The paper explores HRPs' beliefs in a legal and financial context, performance management issues, and the impact of automation on the decision-making process. Furthermore, the authors perform a cross-cultural comparison analysis to examine potential significant differences between cultural clusters.FindingsHRPs are aware of how technology adoption is affecting work environment and they highlight the importance of human resources (HR) for businesses, despite the global trend of extensive machinery exploitation. Interestingly, our results suggest that overall globalization, common knowledge, and internationalized practices lead to homogeneity for most issues under study.Originality/valueTo the best of the authors' knowledge, there has not been any comprehensive study exploring and analyzing the effects of Industry 4.0 on HRPs perceptions in the context of a dynamic HR environment influenced by technological transformation. The study shows that HRPs' present similar perspectives for most issues addressed, irrespective of cultural characteristics of HRPs. Hence, this paper generates some important insights in an attempt to build a framework for enhancing HR in this new era.

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Section: Discussionmentioning

confidence: 99%

Human resources under technological transformation: what HR professionals believe in an international scale

Mantzaris

Myloni

2022

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“…The possible advantages of Lean 4.0 in retrofitted system decision-making capability of workers, allowing them to take part in more knowledge tasks in sustainable manufacturing from human factor [87]. In some particular conditions, the human worker is the primary motivation to retrofit the legacy system [159] so that its workers can feel more comfortable with their work [109]. With the machine failures detected by the system, special tuition and knowledge are not required from the operator, thus leaving him a more relaxed work environment [114].…”

Section: Continuous Improvementmentioning

confidence: 99%

“…[64], the authors define system performance in metrics such as safety, energy consumption, emission, and Industry 4.0 capability. The indispensable existence of human workers in manufacturing systems is another motivation for retrofitting work [109], [159], making the shop floor a good working environment for them. Energy utilization might be matured in the near future, as the pioneer researchers have already taken their first step toward the energy retrofit initiative [58], [82], [83].…”

Section: B Second Phase: Identify Opportunities and Threats Define Vi...mentioning

confidence: 99%

Retrofitting-Based Development of Brownfield Industry 4.0 and Industry 5.0 Solutions

Tran

Ruppert

Eigner³

et al. 2022

IEEE Access

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The ongoing Industry 4.0 is characterized by the connectivity between components in the manufacturing system. For modern machines, the Internet of Things is a built-in function. In contrast, there are legacy machines in deployment functioning without digital communication. The need to connect them became popular to improve overall production efficiency. As building a new smart factory as a greenfield investment is a capital-intensive choice, retrofitting the existing infrastructure with IoT capability is more reasonable than replacing them. However, this so-called brownfield development, or retrofitting, requires specific prerequisites, e.g., digitization status assessment, technical and connectivity development, management requirement, and operational need, representing a significant disadvantage: lack of scalability. In the meantime, Industry 5.0 is under human-centric priority, which poses new challenges to the retrofitted system. Aware of the challenge, this paper provides a systematic overview of brownfield development regarding technical difficulties, supporting technologies, and possible applications for the legacy system. The research scope focuses on available Industry 4.0 advancements but considers preparing for the forthcoming Industry 5.0. The proposed retrofitting project approach can be a guideline for manufacturers to transform their factories into intelligent spaces with minimal cost and effort but still gain the most applicable solution for management needs. The future direction for other research in brownfield development for Industry 5.0 is also discussed.

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“…Moreover, reference architectures do not concentrate on the retrofitting of systems and their specific requirements. García et al [12] implement an Asset Administration Shell [102] to retrofit manufacturing resources within the RAMI architecture. AAS is a standard used to describe assets electronically [103].…”

Section: Theoretical Studies On Retrofitting 4211 Standardmentioning

confidence: 99%

Industry 4.0: a systematic review of legacy manufacturing system digital retrofitting

2022

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Industry 4.0 technologies and digitalised processes are essential for implementing smart manufacturing within vertically and horizontally integrated production environments. These technologies offer new ways to generate revenue from data-driven services and enable predictive maintenance based on real-time data analytics. They also provide autonomous manufacturing scheduling and resource allocation facilitated by cloud computing technologies and the industrial Internet of Things (IoT). Although the fourth industrial revolution has been underway for more than a decade, the manufacturing sector is still grappling with the process of upgrading manufacturing systems and processes to Industry 4.0-conforming technologies and standards. Small and medium enterprises (SMEs) in particular, cannot always afford to replace their legacy systems with state-of-the-art machines but must look for financially viable alternatives. One such alternative is retrofitting, whereby old manufacturing systems are upgraded with sensors and IoT components to integrate them into a digital workflows across an enterprise. Unfortunately, to date, the scope and systematic process of legacy system retrofitting, and integration are not well understood and currently represent a large gap in the literature. In this article, the authors present an in-depth systematic review of case studies and available literature on legacy system retrofitting. A total of 32 papers met the selection criteria and were particularly relevant to the topic. Three digital retrofitting approaches are identified and compared. The results include insights common technologies used in retrofitting, hardware and software components typically required, and suitable communication protocols for establishing interoperability across the enterprise. These form an initial basis for a theoretical decision-making framework and associated retrofitting guide tool to be developed.

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FutureFit: a strategy for getting a production asset to an industry 4.0 component – a human-centered approach

Cited by 13 publications

References 13 publications

Human resources under technological transformation: what HR professionals believe in an international scale

Human resources under technological transformation: what HR professionals believe in an international scale

Retrofitting-Based Development of Brownfield Industry 4.0 and Industry 5.0 Solutions

Industry 4.0: a systematic review of legacy manufacturing system digital retrofitting

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