Smart Factory Implementation and Process Innovation

Sjödin, David; Parida, Vinit; Leksell, Markus; Petrovic, A. Martin

doi:10.1080/08956308.2018.1471277

Cited by 328 publications

(157 citation statements)

References 7 publications

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“…Several studies prove that I4.0 improves the sustainability and safety of industries and society. I4.0 enables the interaction between the physical world and its digital counterpart (Spath 2013, Kusiak 2018Sj€ odin et al 2018). A key reason for manufacturers to adopt industrial digitalisation technologies, such as internet of things, cyber physical system (CPS), big data or artificial intelligence (AI), is to increase productivity and efficiency through smart and remote management.…”

Section: Related Workmentioning

confidence: 99%

The impact of Industry 4.0 on the reconciliation of dynamic capabilities: evidence from the European manufacturing industries

Felsberger

Qaiser

Choudhary

et al. 2020

Production Planning & Control

151

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Industry 4.0 offers massive potential for implementing sustainability, which is a growing concern for global manufacturing industries. This paper investigates the impact of the implementation of Industry 4.0 with specific emphasis on digital transformation on the sustainability dimensions of European manufacturing industries. In doing so, we propose a framework to identify the implications of Industry 4.0 on the reconciliation of the firm's existing and new dynamic capabilities, competencies, and market requirements to achieve sustainable competitive advantage. Using a multiple case research design, we study six European manufacturing companies, including aerospace manufacturing (AM) and electronic component and systems (ECS) manufacturing. The novelty of our study lies in developing a set of theoretical propositions that reveals interrelations between Industry 4.0, the dynamic capabilities of the firm and distinct dimensions of sustainability. Our findings show that the reconciliation of dynamic capabilities mediates the impact of Industry 4.0 on economic, environmental, and social aspects. The study provides insights to practitioners to strengthen their dynamic capabilities in order to achieve sustainability while implementing Industry 4.0. Moreover, the findings also facilitate investment decisions in Industry 4.0 projects.

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Section: Related Workmentioning

confidence: 99%

The impact of Industry 4.0 on the reconciliation of dynamic capabilities: evidence from the European manufacturing industries

Felsberger

Qaiser

Choudhary

et al. 2020

Production Planning & Control

151

View full text Add to dashboard Cite

show abstract

“…According to the resourcebased view (Barney 1991;Wernerfelt 1984), capabilities are Bcomplex bundles of skills and accumulated knowledge, exercised through organizational processes that enable firms to coordinate activities and make use of their assets^ (Day 1994, p. 38). In the context of proposed trends and firm-level transformation, numerous capabilities can be of importance (Windahl and Lakemond 2010;Gebauer et al 2013;Kindström et al 2013), such as operational capabilities (Windahl and Lakemond 2010;Gebauer et al 2013), dynamic capabilities (Kindström et al 2013), strategic capabilities (Ulaga and Reinartz 2011), network capability (Kohtamäki et al 2013;Sjödin et al 2018), and service innovation capability . The resource-based view (Barney 1991) provides a useful explanation of how to capitalize upon the trends of digitalization, the circular economy, and servitization and highlights the importance of meeting four basic conditions for new resource and capability upgrades.…”

Section: Resources and Capabilitiesmentioning

confidence: 99%

Why and how to compete through sustainability: a review and outline of trends influencing firm and network-level transformation

2019

Self Cite

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This article reviews and discusses how to compete with sustainability by reviewing the literature about sustainability, business models, innovation, and networks. It is an introduction to the special issue on Binnovative inter-organizational networks and sustainable economy: current trends and future opportunities^and a call for more research where we examine and outline ideas for how the new and rapidly spreading trends of digitalization, the circular economy, and servitization are force firms to develop new types of competitive advantages. We elaborate upon the transformation needs at firm-level capabilities and business models, as well as network-level changes through the formation of new ecosystems and new ways of engaging in co-creation with partners. These firm and network level transformation discussions are complimented with specific list potential areas for future academic research.

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“…The transition to a smart manufacturing or Industry 4.0 paradigm will depend on a successful adoption of many new technologies. Until recently, the realisation of the smart factory remained elusive due to the limitations in digital technology capabilities and the high costs associated with them amongst many (Sjödin, Parida, Leksell, & Petrovic, 2018). According to information from OECD (Arntz, Gregory, & Zierahn, 2016), on average only 5% of all firm assets in Germany are described as 'production facilities 4.0'.…”

Section: Implementation Of Smart Manufacturingmentioning

confidence: 99%

Innovation landscape and challenges of smart technologies and systems – a European perspective

Micheler

Goh

Lohse

2019

Production & Manufacturing Research

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Smart technologies with higher degrees of autonomy will be essential to achieve the next breakthrough in both agility and productivity in future manufacturing systems, often referred to as Industry 4.0. However, the technologies will also bring substantial design and integration challenges and novelty risks to manufacturing businesses. The aim of this paper is to analyse the current landscape and to identify the challenges for introducing smart technologies into manufacturing systems in Europe. Expert knowledge from both industrial and academic practitioners in the field was extracted using an online survey. A workshop was used to triangulate and extend the survey results. The findings indicate three main challenges for the ubiquitous implementation of smart technologies in manufacturing are: i) the perceived risk of novel technologies, ii) the complexity of integration, and iii) the consideration of human factors. Recommendations are made based on these findings to transform the landscape for smart manufacturing. ARTICLE HISTORY

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Smart Factory Implementation and Process Innovation

Abstract: Moving to smart factories presents specific challenges that can be addressed through a structured approach focused on people, processes, and technologies.

Cited by 328 publications

References 7 publications

The impact of Industry 4.0 on the reconciliation of dynamic capabilities: evidence from the European manufacturing industries

The impact of Industry 4.0 on the reconciliation of dynamic capabilities: evidence from the European manufacturing industries

Why and how to compete through sustainability: a review and outline of trends influencing firm and network-level transformation

Innovation landscape and challenges of smart technologies and systems – a European perspective

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