The Program of Audit of a Company of Industry 4.0: Standardization vs Flexibility

2019 ◽  
pp. 1223-1229
Author(s):  
Olga G. Vandina
Keyword(s):  
Industry 4.0 ◽  
A Company

Cyber security and Industry 4.0

2019 ◽  
Vol 67 (5) ◽  
pp. 361-363
Author(s):  
Jens Mehrfeld
Keyword(s):  
Cyber Security ◽  
Industry 4.0 ◽  
Technological Progress ◽  
It Security ◽  
A Company

Abstract “Stagnation is death“. This quote can be applied to two aspects. First, it is bad for a company if an outage occurs since then it cannot produce goods anymore and thus can make no more profit. Second, this quote can also refer to the developments leading to Industry 4.0. But what happens if technological progress creates more risks? The following article explores this issue with respect to IT security.

Redesign of the Workplace for Toolmakers Towards Industry 4.0

2021 ◽  
pp. 1333-1352
Author(s):  
Ivana Radić ◽  
Bojan Rupnik ◽  
Simona Šinko ◽  
Tomaž Kramberger ◽  
Brigita Gajšek
Keyword(s):  
Industry 4.0 ◽  
Systematic Approach ◽  
Manual Work ◽  
Enabling Technologies ◽  
A Company ◽  
State Analysis

This chapter presents a workspace redesign of a toolmaker position in a tooling industry towards Industry 4.0. In general, the theory is lacking studies that would pinpoint concrete methodology to present the redesign of a company specific workplace in a way that would follow guidelines of the Industry 4.0 systematically. In this research, the authors have primarily focused on a digital readiness and identification of potential areas and tasks suitable for the implementation of enabling technologies. Collected data are based on the case study conducted in a tooling company. The result is a procedure to generate a systematic approach, a roadmap, towards Industry 4.0. To achieve the redesign of toolmaker's workplace, the authors combined the AS-IS state analysis and use Toolbox Industry 4.0. The effects of a redesigned process manifest in reduced laborious, repetitive manual work, errors, and toolmaker workload.

scholarly journals Economic, Environmental and Social Gains of the Implementation of Artificial Intelligence at Dam Operations toward Industry 4.0 Principles

2020 ◽  
Vol 12 (9) ◽  
pp. 3604
Author(s):  
Marcos Geraldo Gomes ◽  
Victor Hugo Carlquist da Silva ◽  
Luiz Fernando Rodrigues Pinto ◽  
Plinio Centoamore ◽  
Salvatore Digiesi ◽  
...  
Keyword(s):  
Artificial Intelligence ◽  
Urban Areas ◽  
Industry 4.0 ◽  
Risk Mitigation ◽  
Health And Safety ◽  
Economic Gain ◽  
Increasing Demand ◽  
Essential Resource ◽  
A Company

Due to the increasing demand for water supply of urban areas, treatment and supply plants are becoming important to ensure availability and quality of this essential resource for human health. Enabling technologies of Industry 4.0 have the potential to improve performances of treatment plants. In this paper, after reviewing contributions in scientific literature on I4.0 technologies in dam operations, a study carried out on a Brazilian dam is presented and discussed. The main purpose of the study is to evaluate the economic, environmental, and social advantages achieved through the adoption of Artificial Intelligence (AI) in dam operations. Unlike automation that just respond to commands, AI uses a large amount of data training to make computers able to take the best decision. The current study involved a company that managed six reservoirs for treatment systems supplying water to almost ten million people at the metropolitan area of São Paulo City. Results of the study show that AI adoption could lead to economic gain in figures around US$ 51,000.00 per year, as well as less trips between sites and less overtime extra costs on the main operations. Increasing gates maneuvers agility result in significant environmental gains with savings of about 4.32 billion L of water per year, enough to supply 73,000 people. Also, decreasing operational vehicle utilization results in less emissions. Finally, the AI implementation improved the safety of dam operations, resulting in social benefits such as the flood risk mitigation in cities and the health and safety of operators.

scholarly journals Three stage maturity model in SME’s toward industry 4.0

2016 ◽  
Vol 9 (5) ◽  
pp. 1119 ◽  
Author(s):  
Jaione Ganzarain ◽  
Nekane Errasti
Keyword(s):  
Industry 4.0 ◽  
Process Model ◽  
Capacity Assessment ◽  
Maturity Model ◽  
New Approach ◽  
Business Operations ◽  
Recent Developments ◽  
Stage Process ◽  
A Company ◽  
Specific Project

Purpose: To address the challenges regarding the concept of Industry 4.0 and the diversification methodology and based on the strategic guidance towards Industry 4.0, we propose a process model as a guiding framework for Industry 4.0 collaborative diversification vision, strategy and action building. In this paper we suggest a stage process model to guide and train companies to identify new opportunities for diversification within Industry 4.0. Systematically carrying out the stages will take a company to their individual specific vision and collaborative vision between different companies in the Industry 4.0 scenario.Design/methodology/approach: This new collaborative diversification methodology involves industry within the pilot program; from the diversification and capacity assessment analysis of the company`s profile, skills and technologies that dominates, to identify the diversification opportunity map and its business modeling within the Industry 4.0 paradigm.Findings: The application of maturity models to the Industry 4.0 may help organizations to integrate this methodology into their culture. Results show a real need for guided support in developing a company-specific Industry 4.0 vision and specific project planning.Originality/value: Industry 4.0 promotes a vision where recent developments in information technology are expected to enable entirely new forms of cooperative engineering and manufacturing. The vision of industry 4.0 describes a whole new approach to business operations, and especially the production industries. To address the challenges regarding the concept of Industry 4.0 and the diversification methodology discussed above, and based on the strategic guidance towards Industry 4.0, we propose a unique process model as a guiding framework for Industry 4.0 collaborative diversification vision, strategy and action building.

scholarly journals Industry 4.0 Maturity Follow Up Inside an Internal Value Chain: A Case Study

2021 ◽  
Author(s):  
Vítor Alcácer ◽  
João Rodrigues ◽  
Helena Carvalho ◽  
Virgílio Machado
Keyword(s):  
Information And Communication Technologies ◽  
Value Chain ◽  
Industry 4.0 ◽  
Communication Systems ◽  
New Production ◽  
Enabling Technologies ◽  
Readiness Level ◽  
Information And Communication ◽  
A Company

Abstract Social, economic, and technological recent developments leading companies to face new production challenges. Companies will need physical and virtual structures allowing cooperation and quick adaptation along all value chain. To this matter, one of the main foundations of industry 4.0 is the use of information and communication technologies systems. Many companies are using information and communication systems without integration with business partners and even also with internal departments. This gap needs to be analyzed and it can be made by measuring the status of the industry 4.0 enabling technologies adoption inside a company using maturity or readiness models transmitting knowledge and pathing initiatives to help on progress and monitorization, looking forward to the future status of the internal value chain. On a qualitative and quantitative matter, this study presents the industry 4.0 enabling technologies readiness level of three departments of an automotive company internal value chain. This case study shows different readiness level on each department and limitations to reach better levels such as potential results if the benefits of industry 4.0 enabling technologies were reach on a company that assumes to be aligned with the industry 4.0 strategy.

Managing Customer Journeys in a Nimble Way for Industry 4.0

2019 ◽  
pp. 141-164 ◽  
Author(s):  
Jurgen Janssens
Keyword(s):  
Industry 4.0 ◽  
Industrial Revolution ◽  
Real Life ◽  
Project Managers ◽  
The Other ◽  
Fourth Industrial Revolution ◽  
Project Portfolios ◽  
The One ◽  
A Company ◽  
Do So

In the Fourth Industrial Revolution, customers expect companies to provide journeys in line with rapidly changing expectations. This allows for great potential for project portfolios that can enable tailored experiences, powered by technology and insights coming from the 360° view of the customer, to improve the experience and touchpoints before, during or after the main interaction of customers with a company. This chapter will illustrate that project managers need to master a dual dynamic to do so. On the one hand, new types of projects, changing expectations and shifting habits offer humbling challenges. On the other hand, governance, change and delivery continue to be the foundational baseline. By integrating theoretical insights and real-life cases from conservative and progressive industries, the author wants to stimulate project managers. Rather than seeing Industry 4.0 as a transformational tsunami, they should see it as an opportunity to remain curious, nimble and committed, while working in a reality where rapidly changing demand entails growth, learning and great value.

scholarly journals Predicting the Readiness of Indonesia Manufacturing Companies toward Industry 4.0

2021 ◽  
Vol 23 (1) ◽  
pp. 1-10
Author(s):  
Sean Yonathan Tanjung ◽  
Kresnayana Yahya ◽  
Siana Halim
Keyword(s):  
Industry 4.0 ◽  
Stock Exchange ◽  
Principal Component ◽  
Transportation Cost ◽  
Labor Cost ◽  
Annual Reports ◽  
Manufacturing Companies ◽  
Total Revenue ◽  
Readiness Level ◽  
A Company

This research discusses Indonesia's readiness to implement industry 4.0. We classified the Indonesia manufacturing companies' readiness, which is listed in the Indonesia Stock Exchange, in industry 4.0 based on the 2018 annual reports. We considered 38 variables from those reports and reduced them using principal component analysis into 11 variables. Using clustering analysis on the reduced dataset, we found three clusters representing the readiness level in implementing industry 4.0.  Finally, we used the decision tree for analysing the classification rules. As the finding of this study, Total book value of the machine is the variable that defined the readiness of a company in industry 4.0. The bigger those values are, the more ready a company to compete in industry 4.0. The other measures, i.e., Total cost of revenue by total revenue; Direct labor cost; Total revenue/Total employee and Transportation cost/Total revenue, will define the readiness of a manufacturing company to transform into industry 4.0. or not ready to transform into industry 4.0.

scholarly journals A Systematic Literature Review of Successful Implementation of Industry 4.0 Technologies in Companies: Synthesis of the IPSI Framework

2021 ◽  
Vol 11 (19) ◽  
pp. 8917
Author(s):  
Olivier Cardin
Keyword(s):  
Literature Review ◽  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Successful Implementation ◽  
Large Set ◽  
Literature Study ◽  
Implementation Framework ◽  
The Past ◽  
Potential Benefits ◽  
A Company

The Industry 4.0 paradigm refers to a large set of technologies that will transform the way that the manufacturing industry will perform. Nowadays, those technologies and the potential benefits they offer are not fully understood and mastered by companies, and the propagation of the associated concepts is slow. However, in the past few years, some successful implementations of Industry 4.0-compliant technologies have been seen emerging in the literature. A systematic literature study has been conducted to identify the suggested methodologies for successful implementations. Following this analysis, identified patterns are synthesized as an implementation framework denoted as IPSI (Identification–Preparation–Simulation–Implementation). This framework was synthesized so as to be used for the first implementation of technologies in a company, thus increasing the chances of acceptability of those technologies. Three case studies, concerning three different technologies in three different manufacturing fields, were chosen to be confronted by the framework and its validity on the global manufacturing field is discussed.

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