Introduction of Machine Learning in Production

AI has long been capable of analyzing production processes, yet why is it still so difficult to bring its insights back into production without intermediate steps? In automotive body-in-white mass production, the challenge is less a lack of data than the absence of holistic integration concepts that extend all the way to the machines. This paper demonstrates why bidirectionally communicative information systems are critical to addressing this challenge and identifies the design principles required to effectively integrate AI-generated results into production processes in the future.

Artificial intelligence (AI) offers a wide range of possibilities in industrial production, but it also presents challenges regarding employee acceptance. AI demonstrators are therefore of central importance, as they enable hands-on experience with AI. However, there has been a lack of systematically identified requirements for demonstrators that specifically promote acceptance and address negative emotions. Using a multi-stage research design, 69 requirements were identified, structured into functional requirements, quality requirements, and boundary conditions.

Monitoring construction progress, as required in the one-off production of large structures, is very time- and labor-intensive due to a high level of complexity and individuality. The goal of this article is to develop a sensor-based approach for capturing and evaluating multiple inspection characteristics. The use of machine learning models to detect objects and derive relevant information forms the basis for linking current condition to construction schedule. This enables a significant increase in efficiency during construction progress monitoring and a well-founded assessment of progress.

The design of inclusive work systems is gaining importance due to demographic change and the increasing digital penetration of value creation processes. While traditional ergonomic approaches are based primarily on percentile logic and thus address only a portion of the user population, the integration of digital technologies opens up new possibilities for the dynamic and individualized adaptation of work systems. This article presents a conceptual framework for inclusive work system design that integrates standardization, automation, and adaptability. Methodologically, the article is based on a conceptual analysis of existing approaches from ergonomics and human-centered design. The article makes a theoretical contribution to the systematization of inclusive work system design and identifies areas of focus for further research and industrial practice.

Companies are increasingly challenged to address shortages of skilled workers while meeting rising demands for productivity, flexibility, and innovation. Because labor supply can only be expanded to a limited extent, there is a growing focus on designing work systems with productivity in mind. Autonomous systems offer significant potential in this regard. Their implementation requires not only technical adjustments but, above all, changes in organization, skills, and work design. This article analyzes empirically grounded change requirements in existing work systems as well as associated economic potential.

Complementors are central to value creation in digital ecosystems yet have limited leverage and must adapt through dynamic capabilities. Building on the Profiting From Innovation Framework, this study examines how integrative capabilities manifest for complementors through cooperative routines. Based on a systematic literature review of Scopus-indexed studies from 2020 to mid-2025 focusing on the microfoundation “orchestrating ecosystem actors”, we identify two routine clusters. Complementors cooperate with other complementors via partner sensing, scouting, coalitions, resource sharing, and risk allocation while protecting critical assets. They cooperate with platform owners via multichannel boundary spanning, quality signaling, governance compliance, boundary resource integration, and co-development, while facing the risk of owner entry. Research gaps concern the formalization of cooperation routines, taxonomy, and B2B contexts.