Monetizing Industry 4.0: Design Principles for Subscription Business in the Manufacturing Industry

2019 ◽  
Author(s):  
Gunther Schuh ◽  
Jana Frank ◽  
Philipp Jussen ◽  
Calvin Rix ◽  
Tobias Harland
Keyword(s):  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Design Principles

The future of manufacturing industry: a strategic roadmap toward Industry 4.0

2018 ◽  
Vol 29 (6) ◽  
pp. 910-936 ◽  
Author(s):  
Morteza Ghobakhloo
Keyword(s):  
Language Processing ◽  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Core Competencies ◽  
Building Blocks ◽  
Design Principles ◽  
Ongoing Research ◽  
Holistic View ◽  
Content Type ◽  
Technology Trends

Purpose The purpose of this paper is to conduct a state-of-the-art review of the ongoing research on the Industry 4.0 phenomenon, highlight its key design principles and technology trends, identify its architectural design and offer a strategic roadmap that can serve manufacturers as a simple guide for the process of Industry 4.0 transition. Design/methodology/approach The study performs a systematic and content-centric review of literature based on a six-stage approach to identify key design principles and technology trends of Industry 4.0. The study further benefits from a comprehensive content analysis of the 178 documents identified, both manually and via IBM Watson’s natural language processing for advanced text analysis. Findings Industry 4.0 is an integrative system of value creation that is comprised of 12 design principles and 14 technology trends. Industry 4.0 is no longer a hype and manufacturers need to get on board sooner rather than later. Research limitations/implications The strategic roadmap presented in this study can serve academicians and practitioners as a stepping stone for development of a detailed strategic roadmap for successful transition from traditional manufacturing into the Industry 4.0. However, there is no one-size-fits-all strategy that suits all businesses or industries, meaning that the Industry 4.0 roadmap for each company is idiosyncratic, and should be devised based on company’s core competencies, motivations, capabilities, intent, goals, priorities and budgets. Practical implications The first step for transitioning into the Industry 4.0 is the development of a comprehensive strategic roadmap that carefully identifies and plans every single step a manufacturing company needs to take, as well as the timeline, and the costs and benefits associated with each step. The strategic roadmap presented in this study can offer as a holistic view of common steps that manufacturers need to undertake in their transition toward the Industry 4.0. Originality/value The study is among the first to identify, cluster and describe design principles and technology trends that are building blocks of the Industry 4.0. The strategic roadmap for Industry 4.0 transition presented in this study is expected to assist contemporary manufacturers to understand what implementing the Industry 4.0 really requires of them and what challenges they might face during the transition process.

scholarly journals Next Generation Industrial IoT Digitalization for Traceability in Metal Manufacturing Industry: A Case Study of Industry 4.0

Electronics ◽  
2021 ◽  
Vol 10 (5) ◽  
pp. 628
Author(s):  
Michail J. Beliatis ◽  
Kasper Jensen ◽  
Lars Ellegaard ◽  
Annabeth Aagaard ◽  
Mirko Presser
Keyword(s):  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Careful Consideration ◽  
Added Value ◽  
Shop Floor ◽  
Circuit Boards ◽  
Next Generation ◽  
Road Map ◽  
Industrial Iot ◽  
Production Cycles

This paper investigates digital traceability technologies taking careful consideration of the company’s needs to improve the traceability of products at the production of GPV Group as well as the efficiency and added value in their production cycles. GPV is primarily an electronics manufacturing service company (EMS) that manufactures electronic circuit boards, in addition to big metal products at their mechanics manufacturing sites. The company aims to embrace the next generation IoT technologies such as digital traceability in their internal supply chain at manufacturing sites in order to stay compatible with the Industry 4.0 requirements. In this paper, the capabilities of suitable digital traceability technologies are screened together with the actual GPV needs to determine if deployment of such technologies would benefit GPV shop floor operations and can solve the issues they face due to a lack of traceability. The traceability term refers to tracking the geolocation of products throughout the manufacturing steps and how that functionality can foster further optimization of the manufacturing processes. The paper focuses on comparing different IoT technologies and analyze their positive and negative attributes to identify a suitable technological solution for product traceability in the metal manufacturing industry. Finally, the paper proposes a suitable implementation road map for GPV, which can also be adopted from other metal manufacturing industries to deploy Industry 4.0 traceability at shop floor level.

scholarly journals Factors that Inhibit Sustainable Adoption of Industry 4.0 in the South African Manufacturing Industry

2021 ◽  
Vol 13 (3) ◽  
pp. 1013
Author(s):  
Whisper Maisiri ◽  
Liezl van Dyk ◽  
Rojanette Coeztee
Keyword(s):  
South African ◽  
Education System ◽  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Youth Unemployment ◽  
Small Scale ◽  
The South ◽  
Qualitative Descriptive ◽  
Cultural Construct ◽  
Sub Saharan

Industry 4.0 (I4.0) adoption in the manufacturing industry is on the rise across the world, resulting in increased empirical research on barriers and drivers to I4.0 adoption in specific country contexts. However, no similar studies are available that focus on the South African manufacturing industry. Our small-scale interview-based qualitative descriptive study aimed at identifying factors that may inhibit sustainable adoption of I4.0 in the country’s manufacturing industry. The study probed the views and opinions of 16 managers and specialists in the industry, as well as others in supportive roles. Two themes emerged from the thematic analysis: factors that inhibit sustainable adoption of I4.0 and strategies that promote I4.0 adoption in the South African manufacturing industry. The interviews highlighted cultural construct, structural inequalities, noticeable youth unemployment, fragmented task environment, and deficiencies in the education system as key inhibitors. Key strategies identified to promote sustainable adoption of I4.0 include understanding context and applying relevant technologies, strengthening policy and regulatory space, overhauling the education system, and focusing on primary manufacturing. The study offers direction for broader investigations of the specific inhibitors to sustainable I4.0 adoption in the sub-Saharan African developing countries and the strategies for overcoming them.

scholarly journals Filling the void of family leadership: institutional support to business model changes in the Italian Industry 4.0 experience

2021 ◽  
Author(s):  
Marco Cucculelli ◽  
Ivano Dileo ◽  
Marco Pini
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Business Models ◽  
Institutional Support ◽  
Negative Influence ◽  
Positive Influence ◽  
External Support ◽  
Family Management ◽  
Family Leadership

AbstractWe examine whether the probability of innovating a company’s business model towards the Industry 4.0 paradigm is affected by external institutional support and family leadership. Industry 4.0 is the information-intensive transformation of global manufacturing enabled by Internet technologies aimed at reinventing products and services from design and engineering to manufacturing. Using a sample of 3000 firms from a corporate survey on the manufacturing industry in Italy, our results showed that family leadership has a significant positive influence on the adoption of Industry 4.0 business models, but only in terms of family ownership. By contrast, family management has a negative influence on the probability of adopting a new business model. However, this negative influence is almost totally offset by the presence of the Triple Helix, i.e. the external support by public institutions and universities, which counterbalances the lower propensity of family managers to adopt Industry 4.0 business models. This supporting role only occurs when institutions and universities act together.

Industrie 4.0 in der Textilindustrie*/Industry 4.0 - Integrated Industry in the textile industry: Smart factory approaches with a special focus on textile products and processes

2015 ◽  
Vol 105 (04) ◽  
pp. 195-199
Author(s):  
R. Riedel ◽  
N. Göhlert ◽  
E. Müller
Keyword(s):  
Textile Industry ◽  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Industrie 4.0 ◽  
Smart Factory ◽  
Special Focus ◽  
Considerable Potential ◽  
Textile Products

Industrie 4.0 bietet für die produzierende Industrie in Deutschland erhebliche Potentiale zur Steigerung der Wettbewerbsfähigkeit. Die Anwendung und volle Ausnutzung der Möglichkeiten entsprechender Technologien sind jedoch an bestimmte Voraussetzungen gebunden. Der Fachbeitrag reflektiert vor diesem Hintergrund die Umsetzungspotentiale von Industrie 4.0 in der Textilindustrie.   Industry 4.0, also called Integrated Industry, provides considerable potential for the manufacturing industry in Germany to increase its competitiveness. However, the application and the full exploitation of the potential of those technologies depend on certain conditions. Against this background, the article reflects on the implementation potential of Industrie 4.0 in the textile industry.

scholarly journals Lean & Green on Industry 4.0 Context – Contribution to Understand L&G Drivers and Design Principles

2021 ◽  
Vol 6 (5) ◽  
pp. 1214-1229
Author(s):  
Lenin John ◽  
Manuel Sampayo ◽  
Paulo Peças
Keyword(s):  
Industry 4.0 ◽  
Research Work ◽  
Design Principles ◽  
Manufacturing Companies ◽  
Bottom Line ◽  
Industrial Firms ◽  
Systems Implementation ◽  
Sustainability Concept ◽  
Proper Definition ◽  
Definition Of

The purpose of this paper is to demonstrate how the implementation of Lean & Green (L&G) in an Industry 4.0 (I4.0) environment can enhance the potential impact of the L&G approach and help manufacturing companies moving towards higher operational and sustainable performances. The research work developed here shows that although a proper definition of L&G is neither exposed worldwide nor explicitly implemented under that name, the current industrial firms are deeply concerned about the demanding challenge of keeping businesses flexible and agile without forgetting strategies to minimize the acceleration of climate change. So, one contribution of this paper is the identification and characterization of L&G drivers and design principles, supporting a robust and well-informed L&G systems implementation. As inferred from the research work, this challenge demands high quality and updated data together with assertive information. Thus, the implementation of L&G in I4.0 contexts is the answer to overcome the identified barriers. Likewise, an L&G system contributes to overcoming the challenges of I4.0 implementation regarding the triple bottom line sustainability concept. Consequently, another contribution of this paper is to depict why an L&G system performs better in the I4.0 context.

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