Small Medium Enterprises and Industry 4.0: Current Models’ Ineptitude and the Proposal of a Methodology to Successfully Implement Industry 4.0 in Small Medium Enterprises

Amaral, Afonso; Jorge, Diogo; Peças, Paulo

doi:10.1016/j.promfg.2019.10.039

Cited by 26 publications

(14 citation statements)

References 5 publications

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“…A képességérettség-modellek (Capability Maturity Model -CMM) leírják az egyes "érettségi" szinteken jellemző viselkedést, azaz kodifikálják a jó (és a rossz) gyakorlatot (Fraser et al, 2002), ezáltal segítik a szervezetet egy magasabb érettségi szint elérésében (Mittal et al, 2019). Nemcsak fejlődési utat jelölnek ki, hanem segítik az önértékelést és a fejlődést azáltal, hogy felhívják a figyelmet az eltérésekre, hiányosságokra és a szervezet jelenlegi, valamint az áhított állapota közötti eltérésekre (Amaral et al, 2019). Ha a szervezet valamelyik szakaszban nem teljesíti a feltételeket, akkor az végső soron megakadályozhatja a következő szintre lépését (Machado et al, 2020).…”

Section: Digitális éS Ipar 40-érettségunclassified

Digitális transzformáció és ipar 4.0: magyar, szerb, szlovák és román tapasztalatok

Szabó¹,

Hortoványi²

2021

Külgazdaság

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A digitalizáció valamennyi iparágat érinti és jelentősen átformálja. A digitális átalakulást a koronavírus-járvány kapcsán hozott nemzeti és nemzetközi intézkedések felgyorsították. Ennek ellenére a digitális transzformáció és ipar 4.0 hatásait még kevés empirikus kutatás vizsgálta, ezért ez korunk egyik legfontosabb társadalmigazdasági kutatási területe. Ezt a kutatási rést messze nem betömve, sőt inkább azt tovább tágítva, 302 ipar 4.0 területén aktív hazai és környező országbeli vállalat gyakorlatát térképeztük fel kérdőíves kutatás segítségével. Az eredmények rámutattak a vizsgált vállalatok digitális és ipar 4.0 fókuszterületeire és érettségére, illetve ezek területi sajátosságaira. Feltártuk továbbá, hogy mit is várnak az ipar 4.0 területén aktív vállalatok a digitális és ipar 4.0 ökoszisztéma kiemelt szereplőitől. A cikk gazdaságpolitikai ajánlásokat is megfogalmaz, illetve számos kutatási irányt is kijelöl.

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Section: Digitális éS Ipar 40-érettségunclassified

Digitális transzformáció és ipar 4.0: magyar, szerb, szlovák és román tapasztalatok

Szabó¹,

Hortoványi²

2021

Külgazdaság

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“…Nonetheless, due to the complexity and specific resources required for this transformation, SMEs will naturally face difficulties in adopting the difficulties associated with sustainable development; consequently, any methodologies and/or tools that aid in trying to guide and standardizing its incorporation are greatly appreciated. The research previously includes various approaches to comprehend the conceptual framework and actions to follow, as well as development plans to help strategic decision-making processes (Kagerman and Johannes, 2013;Lichblau et al, 2015;Schumacher et al, 2016;Proença and Borbinha, 2016;Ganzarain and Errasti, 2016;Amaral et al, 2019).…”

Section: Findings From the Literature Reviewmentioning

confidence: 99%

“…A study of the research on Industry 4.0 existing resources is conducted, followed by an assessment of their appropriateness for SMEs. In the third portion of the research, a framework for SMEs to develop and execute Industry 4.0 is suggested, consisting of a set of activities that SMEs would contemplate if they want to survive on the route to Industry 4.0 (Kagerman and Johannes, 2013;Lichblau et al, 2015;Schumacher et al, 2016;Proença and Borbinha, 2016;Ganzarain and Errasti, 2016;Amaral et al, 2019). Tanaka developing a work with his analysis in 2017 has been classified according to their importance to customers of a supermarket chain in Japan.…”

Section: Findings From the Literature Reviewmentioning

confidence: 99%

Industry 4.0 Perception Regarding to New Developments and New Trends of Industries

Erdil¹

2021

European Journal of Science and Technology

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The purpose of this research is to assess the core principles of Industry 4.0, its advantages, literature review, and effective implementation techniques. Searching for published publications may demonstrate recent developments of industries with big data of production system and technology. Industrialization is a catch-all term for a wide range of modern automated systems, data exchanges, and manufacturing technologies. This revolution is a set of ideals comprised of the internet of things, online services, and cyber-physical systems. While the Industry 4.0 model represents a revolution in every aspect, it also delivers numerous breakthroughs, transformations, and adjustments. This research examines the evolution, technical advances, and benefits of Industrial 4.0, gives a brief background to this configuration and its use in industry implementations, and emphasizes the key components influencing successfully businesses. Furthermore, it is underlined those organizational innovations are required for the industry 4.0 revolution in terms of product, process, and business advancements. As a result, a significant deal of innovation is necessary in many sectors before the industry 4.0 model can be implemented. In product, process, business, and operational terms, innovation refers to variety that creates additional value. To that end, the ideas of Industry 4.0 and innovation are described briefly, followed by an examination of innovation through the lens of Industrial 4.0, with illustrations and concepts provided. It is abundantly clear through publications that are being searched those sectors and industries are making use of big data in the production environment and information. This research reflects on the developments of framework-structure in the enviroment of industry for the businesscompanies. The research also contains the aspect-application of the industry 4.0 technology depending on manufacturing system and improvement phases of manufacturing-production of the company. The application via Industry 4.0 technology of a white goods manufacturing company was evaluated on behalf of manufacturing performance and effectiveness of this manufacturing enterprise according to inputs and outputs components of manufacturing system for the analysis in terms of operation management and the business expectation.

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“…Although it is understandable that SMCs do not see the need or have the resources to implement HRIS within their organisations, incorporating technology is becoming inevitable as we are entering fourth industrial revolution. (Amaral, Jorge, & Pecas, 2019). Awareness should be created that even though adopting and implementing HRIS may be costly, the longterm benefit that any organisation will gain from using technology will be far more than the initial cost.…”

Section: Practical Implicationsmentioning

confidence: 99%

Implementation of human resource management functions in selected small manufacturing companies in Ga-Rankuwa industrial area, Gauteng, South Africa

Potgieter

Mokomane²

2020

SA j. hum. resour. manag.

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Orientation: Human resource management (HRM) is a fundamental element in the success of any organisation. Research on HRM functions in medium and large organisations has been given much attention. However, few research studies have been conducted in assessing the importance and implementation of HRM functions in small companies.Research purpose: The objective of this study was to investigate the implementation of HRM functions and its perceived importance in small manufacturing companies (SMC), as well as the limitations or barriers to effective HRM implementation in SMCs.The motivation for the study: Human resource management functions play a strategic role in any organisation. Literature studies indicate that relatively little is known about HRM functions in small businesses. This research aimed to contribute to the knowledge of HRM and enhance the understanding and importance of the HRM functions in SMCs.Research approach/design and method: A qualitative research design was followed. A convenience sampling technique was used with eight participants. Data were collected by means of semi-structured interviews.Main findings: The HRM functions of recruitment and orientation, general labour relations, human resource information systems (HRIS), performance management, training and development, and remuneration and benefit were informally implemented and acknowledged as crucial in SMCs. The study further found that a limited budget, lack of resources and capacity, inadequate systems, ineffective employment relationships, lack of knowledge and understanding of HRM functions and business instability negatively affect SMCs to implement all HRM functions within the business and therefore negatively influence the performance of the company.Practical/managerial implications: All managers/owners and employees are aware of all the HRM functions that could enhance the performance and success of their organisation.Contribution/value-add: The study findings will assist SMCs to implement and understand the importance of HRM functions as well as the barriers to effective implementation of HRM functions.

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Small Medium Enterprises and Industry 4.0: Current Models’ Ineptitude and the Proposal of a Methodology to Successfully Implement Industry 4.0 in Small Medium Enterprises

Cited by 26 publications

References 5 publications

Digitális transzformáció és ipar 4.0: magyar, szerb, szlovák és román tapasztalatok

Digitális transzformáció és ipar 4.0: magyar, szerb, szlovák és román tapasztalatok

Industry 4.0 Perception Regarding to New Developments and New Trends of Industries

Implementation of human resource management functions in selected small manufacturing companies in Ga-Rankuwa industrial area, Gauteng, South Africa

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