Industry 4.0 on Demand: A Value Driven Methodology to Implement Industry 4.0

Leone, Deborah; Barni, Andrea

doi:10.1007/978-3-030-57993-7_12

Cited by 4 publications

(9 citation statements)

References 13 publications

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“…The findings from the research help to create a specific case study (Cauchick et al, 2018). The studies by Sevinç et al (2018), Erdogan et al (2018), Keskin et al (2018), Erbay & Yıldırım (2018), Beyaz & Yıldırım (2020) and Leone & Barni (2020) used the methodology of a case study.…”

Section: Methods Used In the Article (Theoretical Or Empirical Study)mentioning

confidence: 99%

“…Ten of the fourteen articles selected for the literature review were about the decision-making process in relation to selecting technology (Daneshjo et al, 2017;Sevinç et al, 2018;Hamzeh et al 2018;Müller et al, 2018;Keskin et al, 2018;Erbay & Yıldırım, 2018), while nine dealt with implementation (Thomassen et al, 2014;Sevinç et al, 2018;Hamzeh et al, 2018;Erdogan et al, 2018;Müller et al, 2018;Türkeș et al, 2019;Keskin et al, 2018;Erbay & Yıldırım, 2018;Leone & Barni, 2020;Beyaz & Yıldırım, 2020;Kaya et al, 2020;Mahdiraji et al, 2020;Olfati et al, 2020).…”

Section: Selecting and Implementing Projectsmentioning

confidence: 99%

“…Leone & Barni (2020) used the AHP method together with design thinking to define a roadmap for implementing digital technology. Kaya et al (2020) used the Analytic Hierarchy (AHP), TOPSIS and Interval-valued intuitionistic fuzzy sets (IVIFSs) methods to achieve the same objective as Leone & Barni (2020) 2020) combined the Linear Programming and triangular fuzzy numbers methods to identify and select the most appropriate digital technology. Beyaz & Yıldırım (2020) used the TOPSIS method to identify the most appropriate digital technology for a supplier in the automotive industry.…”

Section: Toolsmentioning

confidence: 99%

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Decision making in the process of choosing and deploying industry 4.0 technologies

Silva

et al. 2022

Gest. Prod.

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Advances in the development and use of Industry 4.0 technology has resulted in it being applied in various industries. Industry 4.0 enables companies to develop their operations and improve their organizational efficiency. The process of implementing Industry 4.0 is very important, as it requires significant investment, skilled labor and state-of-the-art technology. The aim of this article is to identify the main criteria behind decision-making in choosing and implementing technology, that is part of the Industry 4.0 concept. The research method chosen for the study was a systematic literature review. The results show that the use of broad requirements tends to be predominant, using large groups of criteria that are intended to aggregate several different requirements. This review is relevant because few recent studies have been found, and therefore this article helps to identify what has been published so far on the subject of decision-making around choosing and implementing Industry 4.0 technology in organizations and what criteria and tools they base their decisions on. To date, the research has not encountered any similar work that aims to group all the information on decision-making around choosing and implementing Industry 4.0 technology.

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Section: Methods Used In the Article (Theoretical Or Empirical Study)mentioning

confidence: 99%

Section: Selecting and Implementing Projectsmentioning

confidence: 99%

Section: Toolsmentioning

confidence: 99%

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Decision making in the process of choosing and deploying industry 4.0 technologies

Silva

et al. 2022

Gest. Prod.

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“…Leone et al [57] suggest a methodological framework to assist SMEs that do not have management processes and/or resources capable of systematically identifying innovation gaps and transforming them into I4.0 integration projects. The methodology envisages three stages: (1) I4.0 maturity assessment, (2) process as-is analysis and (3) I4.0 roadmap design.…”

Section: Digital Transformation Modelsmentioning

confidence: 99%

“…Only a few DTMs retrieved from the academic literature propose conducting pilot projects [51,56,57]. Pilot projects are useful for testing digital solutions in specific contexts before the full-scale implementation of digital solution.…”

Section: Dtms Under the Lens Of Change Managementmentioning

confidence: 99%

Digital Transformation Models for the I4.0 Transition: Lessons from the Change Management Literature

et al. 2021

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The growing diffusion of digital technologies, especially in production systems, is leading to a new industrial paradigm, named Industry 4.0 (I4.0), which involves disruptive changes in the way companies organize production and create value. Organizations willing to seize the opportunities of I4.0 must thus innovate their processes and business models. The challenges that companies must face for the transition towards I4.0 paradigm are not trivial. Several digital transformation models and roadmaps have been lately proposed in the literature to support companies in such a transition. The literature on change management stresses that about 70% of change initiatives—independently of the aim—fail to achieve their goals due to the implementation of transformation programs that are affected by well-known mistakes or neglect some relevant aspects, such as lack of management support, lack of clearly defined and achievable objectives and poor communication. This paper investigates whether and to what extent the existing digital transformation models (DTMs) and roadmaps for I4.0 transition consider the lessons learnt in the field of change management. To this aim, a Systematic Literature Review to identify existing models and roadmaps is carried out. The results obtained by the review are discussed under the lens of the change-management literature. Based on that, the shortcomings and weaknesses of existing DTMs are pinpointed. Extant DTMs mainly focus on digital transformation initiatives carried out in manufacturing companies; they do not cover all the phases of the digital transformation process but rather focus on the definition of the I4.0 vision, strategy and roadmap. Little attention is devoted to the implementation and consolidation of digital change. Change management lessons are considered to a limited extent, based on which, some suggestions for better dealing with digital transformation initiatives are discussed. The paper contributes to advancing knowledge on models and approaches to support organizations in managing digital transformation. The identification of change management activities that a digital transformation initiative should involve as well as the suggestions on how to effectively deal with it can be used by managers to successfully lead the I4.0 transition journey in their organizations.

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Strategic Roadmapping Towards Industry 4.0 for Manufacturing SMEs

Verhulst

Brenden

2021

Advances in Production Management Systems. Artificial Intelligence for Sustainable and Resilient Production Systems

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Industry 4.0 on Demand: A Value Driven Methodology to Implement Industry 4.0

Cited by 4 publications

References 13 publications

Decision making in the process of choosing and deploying industry 4.0 technologies

Decision making in the process of choosing and deploying industry 4.0 technologies

Digital Transformation Models for the I4.0 Transition: Lessons from the Change Management Literature

Strategic Roadmapping Towards Industry 4.0 for Manufacturing SMEs

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