Industry 4.0 at Brazilian modular consortium: work, process and knowledge in engine supply chain

Abstract

Paper aims: This paper aims to discuss Industry 4.0 (I4.0) impacts on the Brazilian Modular Consortium (BMC) assembly lines related to work -issues correlated with human resources; production -physical resources used in production process; knowledge -associated with creation and sharing of knowledge.Originality: Findings explore I4.0 research opportunities related to work and human factors on assembly lines. In lieu of gaps in literature, this research further discusses management challenges to support digital transformation and impacts on workers and organizations.Research method: A case study on Engine Value Chain (EVC) of BMC, which includes MWM, engine manufacturer; Powertrain, engine assembler at BMC; Volkswagen Truck & Bus, BMC responsible. Semi-structured interviews were conducted with four senior managers responsible for I4.0 implementation. Responses were treated via content analysis. Main findings:The interviewees highlight work and human factors as important for I4.0 implementation, which include workers tasks, skills, nature of work, human resource development, hiring process and organizations strategies. It was also found that knowledge sharing poses a huge challenge. Implications for theory and practice:The findings contribute with academic interest on work, production and knowledge impacts on assembly lines, and with practitioners on issues related to I4.0 implementation.

Enabling knowledge sharing in a production context in China

“…that survey the opinions of senior levels of managers, yet few studies exist that explore the perspective differences of blue-collar employees and front-line supervisors (Bhamu & Sangwan, 2014;Delbridge, 2003;Manville et al, 2012;Muniz Jr., Moschetto, et al, 2023).…”

“…Prior studies have examined key enabling factors for worker knowledge in terms of KS behavior (Rohman et al, 2020), empowerment and engagement (Kaasinen et al, 2020), performance (Roy & Mitra, 2018;Shirouyehzad et al, 2017), and learning in the technological context (Ribeiro et al, 2022). However, while much of the existing research adopts a managerial perspective (Ripamonti & Scaratti, 2012), fairly little is understood about the extent to which managerial perspectives are congruent with worker perspectives related to KS on the shop floor tasks (Muniz Jr., Moschetto, et al, 2023;Muniz Jr, Ribeiro, & Pradhan, 2021;Muniz Jr, Wintersberger, & Hong, 2021).…”

“…Moreover, Chinese workers living in a Confucian society with a high-power distance (Hofstede, 1980) will be perceived as disrespectful and defiant if they dare to openly express opinions that are divergent from those of their superiors. This may limit opportunities for constructive debates and reflexive thinking that are crucial for knowledge creation, for instance, during work team discussions for problem solving practices or decision-making, which can also constitute momental opportunities for knowledge sharing (Biazzo & Panizzolo, 2000;Muniz Jr., Moschetto, et al, 2023). Most employees may feel rather comfortable in asking questions and making contributions to discussions in private, thus avoiding direct confrontations and embarrassing the fellow workers during the group discussions (Huat, 1990).…”