scholarly journals INDUSTRY 4.0 – CHALLENGE TO HUMAN RESOURCES

Author(s):  
Toni Mihova ◽  
Ivelina Ivanova

The report examines the key role of human resources in implementing the digital transformation of business processes in Bulgarian industrial enterprises. The survey was conducted in fifty-eight industrial enterprises in Bulgaria; the participants in the study were 232 HR managers and specialists. The main method of research is the questionnaire and the paper contains the results of the analysis of this questionnaire

2020 ◽  
Author(s):  
Maksym Odnorog ◽  
◽  
Mykhailo Pivtorak ◽  
Oksana Zagorodniuk ◽  
◽  
...  

To date, digital technologies and their widespread practice have formed the potential for completely new business models. However, most organizations are either in the early stages of the digital transformation process, or do not yet dare to form a digital business model that will provide real benefits from digital technologies. In any case, taking into account the enormous pace of global digitalization, it is extremely important to adapt the best practices of digital transformation to the improvement of the Ukrainian economy as soon as possible. Based on this, consider the process of researching new and adapting existing management models. Digital transformation – the introduction of modern technologies to radically change the business models of enterprise management today is considered the most important topic for organizations around the world. The requirements of the new digital economy represent the digital transformation as a conscious strategic process of business modification through adaptive management and implementation of digital technologies, ie the restructuring of existing business models. The same happens at industrial and agro-industrial enterprises, the analog period of which is coming to an end. Industries are entering the digital age, thanks to which enterprises are developing in accordance with the new focus. For this reason, it is very important for the formation of digital models of enterprise management to strategically understand the possibilities of digital technology development in their connection with business processes and business models. The analysis of the main traditional models of effective management of enterprises was carried out and their fundamental differences from the Ukrainian approach to management were revealed, the possibilities of implementation of the principles of existing business models by Ukrainian enterprises were considered. In addition, a roadmap for the transition from a traditional to a digital enterprise was proposed for consideration. The process of modeling the digital management system of the enterprise is revealed. Currently, a prerequisite for the prosperity of the economy of industry and agriculture and, consequently, the economy of Ukraine, is adaptive digital management as a basis for economic security of the enterprise. It was found that the relentless introduction of digital technologies, «copying best practices» can later be in reality as dangerous as the refusal to master new technologies. Therefore, choosing the direction of your own digitization, you must first study everything thoroughly, so as not to miss the moment and not to remain in the ranks of the latter or in the past.


2021 ◽  
Vol 18 ◽  
pp. 569-580
Author(s):  
Kateryna Kraus ◽  
Nataliia Kraus ◽  
Oleksandr Manzhura

The purpose of the research is to present the features of digitization of business processes in enterprises as a foundation on which the gradual formation of Industry 4.0 and the search for economic growth in new virtual reality, which has every chance to be a decisive step in implementing digital strategy for Ukraine and development of the innovation ecosystem. Key problems that arise during the digitalization of business processes in enterprises are presented, among which are: the historical orientation of production to mass, “running” sizes and large batches; large-scale production load; the complexity of cooperation and logic between production sites. It is determined that high-quality and effective tools of innovation-digital transformation in the conditions of virtual reality should include: a single system of on-line order management for all enterprises (application registration – technical expertise – planning – performance control – shipment); Smart Factory, Predictive Maintenance, IIoT, CRM, SCM. Features of digital transformation in the part of formation of enterprises of the ecosystem of Industry 4.0 are revealed. The capabilities and benefits of using Azure cloud platform in enterprises, which includes more than 200 products and cloud services, are analyzed. Azure is said to support open source technologies, so businesses have the ability to use tools and technologies they prefer and are more useful. After conducting a thorough analysis of the acceleration of deep digitalization of business processes by enterprises, authors proposed to put into practice Aruba solution for tracking contacts in the fight against COVID-19. Aruba technology helps locate, allowing you to implement flexible solutions based on Aruba Partner Ecosystem using a USB interface. It is proposed to use SYNTEGRA – a data integration service that provides interactive analytics and provides data models and dashboards in order to accelerate the modernization of data storage and management, optimize reporting in the company and obtain real-time analytics. The possibilities of using Azure cloud platform during the digitization of business processes of enterprises of the ecosystem of Industry 4.0 in the conditions of virtual reality are determined.


Author(s):  
Phyllis Messalina Gilch ◽  
Jost Sieweke

Recruitment plays a central role during digital transformation because companies in many industries need to hire employees who possess IT-related knowledge, skills and abilities to digitalise their products, services and processes. However, extant research so far mainly has focussed on the use of digital technology in recruiting processes and its outcomes, whereas strategic aspects have received little attention. Based on 26 interviews with recruiters in 22 organisations, this study examines the interplay between recruitment and digital transformation beyond the use of digital technology in recruitment, focussing on more strategic aspects. The study examines recruitment’s role in organisations’ digital transformation. We found that the recruitment of digital talent as a new target group triggers change within the company, and does so in three ways: First, recruiters have realised the necessity to adapt their measures and processes to the new target group. Second, recruiters have developed a new self-understanding. Third, recruiters have recognised the need to support the organisation’s digital transformation by taking on a bridging function. Our study makes two contributions: First, we identified two new roles for recruitment during digital transformation: It acts as a ‘sensory organ’ that enhances the organisation’s absorptive capacity; and it takes on the role of a ‘mediator’ between external and internal groups. Second, this study builds on the human resources (HR) literature by analysing the strategic implications that digital transformation imposes on recruitment, highlighting recruitment’s part in renewing an organisation’s human resource base, which is crucial for its digital transformation.


Author(s):  
Елена Ширинкина ◽  
Elena Shirinkina

The article analyzes the indicators of the development of the digital economy, identifies qualitative changes in the management of enterprises in the digitalization paradigm. The relevance of this study is due to the fact that these processes have been the focus of theoretical and practical research for several decades. This study allows to review the role of human resources in the activities of the enterprise. The author notes that in the paradigm of digitalization of business processes of industries, the idea of the existence of intangible assets, as a special form of the manifestation of human capital, comes to the fore. The key points and conclusions can be used by enterprises to form a strategy for managing human capital in the direction of increasing the level of digitalization.


Author(s):  
N. Trushkina ◽  
◽  
H. Dzwigol ◽  
O. Serhieieva ◽  
Yu. Shkrygun ◽  
...  

The transition to a digital economy is becoming a key driver of GDP growth. This is due not only to the effect obtained from the automation of existing processes, but also from the introduction of new, breakthrough business models and technologies, including digital platforms, digital ecosystems, in-depth analytics of big data, Industry 4.0, Logistics 4.0. At the same time, digital transformation is seen as a radical change in the complex of business processes, from product development to customer service, as well as the introduction of modern digital technologies in the organization of business processes in enterprises. The purpose of the article is to analysis the features and trends of organizing logistics activities in the context of digital transformation of business processes; research of the main prerequisites for the formation of the Logistics 4.0 concept; determination of priority directions for its further development in the context of Industry 4.0. Based on the generalization of scientific approaches, the definition of the concept of "Logistics 4.0" has been clarified, which means the modern paradigm of managing logistic (material, financial, information, transport) flows and organizing a complex of logistics activities (purchase and delivery of material resources, warehousing, production, stock formation, recycling of industrial waste, customer service, transportation and sale of finished products) using breakthrough digital technologies and information systems. The priority areas of organizing the logistics activities of enterprises using digital technologies include the following: multichannel logistics; logistics marketplaces; rethinking the use of packaging; mass personalization; Silver Economy (new services for older clients and new opportunities for older workers); sustainable logistics; sharing economy; multi-supply; customer experience; smart containerization; big data analytics; augmented and virtual reality; cloud service applications and APIs; Internet of Things; robotics and automation; new generation wireless communication; blockchain; Artificial Intelligence; unmanned aerial vehicles or "drones"; 3D printing; unmanned vehicles; quantum computing; supergrid logistics; space logistics; the use of digital platforms that unite customers and transport and logistics companies (the parties can enter into digital contracts, exchange transport booking requests and electronic documents, control the delivery of goods in real time). All this can help to reduce costs by optimizing procurement; decrease in personnel costs and decrease in labour costs as a result of automation; reduction of errors in logistics; optimization of the supply process; efficient warehouse management; forecasting shipments; creation of optimal routes; operational planning of loads and control of delivery times; ensuring product delivery on time, improving customer loyalty; optimal interaction with customers on the "last mile".


Author(s):  
М.М. Корзин ◽  
П.Г. Зобов ◽  
А.В. Дектярев ◽  
В.Н. Морозов ◽  
К.С. Ванюшкина ◽  
...  

Мировое судостроительное сообщество продолжает осваивать цифровые экосистемы в контексте Индустрии 4.0. Функционирующие экосистемы, в свою очередь, являются непременным атрибутом цифровизации. Рост интереса к экосистемам объясняется появлением технологий, дающих возможности взаимодействия участников бизнес-процессов в рамках их деятельности, а также практически мгновенному предоставлению заинтересованным сторонам необходимой информации (цифровой двойник, большие данные и пр.). Для широкого внедрения технологий Индустрии 4.0 все еще необходимо решить множество частных задач, которые отражают узконаправленные вопросы ограничений и применимости технологий относительно судостроения, а также спектр вопросов правового регулирования, стандартизации и сертификации. С одной стороны, такой инструмент как 3D-моделирование, который является одним из ключевых моментов цифровизации производства, давно используется в судостроении, но в виде вспомогательных средств проектирования. Целью данной работы является анализ проблем существующего взаимодействия между конструкторскими бюро и судостроительными заводами в организации цифровой трансформации производства. Выявлены и рассмотрены основные причины возникающих проблем, такие как отсутствие централизованного подхода к взаимодействию, отсутствие на отраслевом уровне решения о главенстве 3D-модели над бумажным документом, разнородность применяемых систем автоматизированного проектирования, неготовность промышленных участков использовать информацию 3D-модели в полном объеме и другие аспекты взаимодействия и методы их решения. Предложены новые решения по составу поставляемой документации и в части взаимодействия участников данного процесса со стороны конструкторских бюро и судостроительных заводов. The global shipbuilding community continues to embrace digital ecosystems in the context of Industry 4.0. Functioning ecosystems, in turn, are an indispensable attribute of digitalization. The growth of interest in ecosystems is explained by the emergence of technologies that enable interaction between participants in business processes within the framework of their activities, as well as the almost instant provision of the necessary information to interested parties (digital twin, big data, etc.). For the widespread adoption of Industry 4.0 technologies, it is still necessary to solve many particular problems, which reflect narrowly focused issues of limitations and applicability of technologies in relation to shipbuilding, as well as a range of issues of legal regulation, standardization and certification. On the one hand, a tool such as 3D modeling, which is one of the key points of digitalization of production, has long been used in shipbuilding, but in the form of design aids. The purpose of this work is to analyze the problems of the existing interaction between design bureaus and shipyards in organizing the digital transformation of production. The main reasons for the emerging problems are identified and considered, such as the lack of a centralized approach to interaction, the absence at the industry level of a decision on the dominance of the 3D model over the paper document, the heterogeneity of the CAD systems used, the unavailability of industrial sites to use the information of the 3D model in full, etc. aspects of interaction and methods of their solution. New solutions are proposed for the composition of the supplied documentation and in terms of interaction between the participants in this process from the side of design bureaus and shipyards.


2021 ◽  
Vol 32 (9) ◽  
pp. 239-259
Author(s):  
Matteo Rossini ◽  
Fabiana Dafne Cifone ◽  
Bassel Kassem ◽  
Federica Costa ◽  
Alberto Portioli-Staudacher

PurposeIndustry 4.0 and Lean Production are a successful match in terms of performance improvement. While we understand the combined potential, there is still poor understanding of how companies should embrace digital transformation to make it successful and sustainable, and the role that lean plays in it. In this paper, we investigate how manufacturing companies embark upon digital transformation and how being lean might affect it.Design/methodology/approachWe conducted multiple case studies with 19 manufacturing companies. We identified two clusters of companies according to their Lean maturity, and we assessed digital transformation patterns by analyzing insights coming both from cases and from the literature. Integrating cross-case analysis results, we developed a framework that shows two different digital transformation patterns according to companies’ commitment to Lean.FindingsOur findings first and foremost show the significant role of lean in driving digital transformation. We identify two patterns, namely Sustaining digital transformation pattern, characterized by the pervasive role of lean culture with small and horizontal digital changes, involvement of people and willingness to maintain continuous process improvement, and Disruptive digital transformation pattern, characterized by few and large digital steps that imply a disruptive and radical change in the company system.Practical implicationsEmpirical evidence supports the relevance of the proposed model and its practical usefulness. It can be used to design digital transformation, prepare properly the introduction of Industry 4.0 through a lean approach, and plan the future desired state, identifying the Industry 4.0 technologies that should be implemented.Originality/valueIt is widely recognized that the relationship between Industry 4.0 and lean is significant and positive, yet little evidence was presented to back that. We aim at bringing this debate forward by providing initial empirical evidence of the significant role that lean has on digital transformation, showing how lean drives the digital transformation pattern of companies.


2020 ◽  
Vol 24 (6) ◽  
pp. 1263-1288 ◽  
Author(s):  
Antonio Crupi ◽  
Nicola Del Sarto ◽  
Alberto Di Minin ◽  
Gian Luca Gregori ◽  
Dominique Lepore ◽  
...  

Purpose This study aims to understand if and how European digital innovation hubs (DIHs) filling the role of knowledge brokers (KBs) can support the digital transformation (DX) of small and medium-sized enterprises (SMEs) by triggering open innovation (OI) practices. Design/methodology/approach After presenting a conceptual model of reference, a survey and a subsequent in-depth interview were conducted to capture evidence from Italian DIHs. These structures were selected for their growing importance, as confirmed by the National Plan for Industry 4.0. Findings The findings highlight that Italian DIHs act not only as KBs but also as knowledge sources that give rise to a digital imprinting process that is able to shape the DX of SMEs. Originality/value Research on knowledge sharing and OI has mainly focused on large firms. The study covers the gaps identified in the literature by considering the role of KBs in enabling SMEs to embrace DX.


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