Design

This paper deals with the concept of the Industrial Metaverse and its potential impact on the manufacturing industry. First, the possibilities of the Industrial Metaverse are explained in general and then possible resulting functionalities for production technology along the life cycle are presented. For the two topics "Synthetic Data Generation" and "Virtual Qualification" the implications of the Industrial Metaverse are considered more concretely.

Changes in the economic environment always generate new challenges for companies. In order to consider these challenges, it is necessary to have a comprehensive knowledge of the processes and a high level of transparency of the company's process organization. The process, represented in a documentation based on models, takes on a significant role as a reflection of the activities.

Bedingt durch globale Entwicklungen hinsichtlich der Preise und Versorgungssicherheit im Energiesektor stehen besonders energieintensive Unternehmen vor großen Herausforderungen. Zusätzlich fordern Kunden mehr Informationen über Energiekennzahlen und CO₂-Emissionen sowie ressourcenschonendere Prozesse. Mit einer energiedatenbasierten Simulationsmethode werden die Ressourceninformationen direkt aus dem Energiedatenmanagementsystem (EDMS) extrahiert und weiterverarbeitet. Hierbei werden sowohl aktuelle als auch stetig aktualisierte historische Daten verwendet, die automatisiert abgeglichen werden. Die digitale Abbildung der vorhandenen Prozesse ist lediglich auf Seiten der Energiedaten notwendig, ohne die technischen Prozesse in ihrer Gänze analysieren zu müssen. Mit dem so erstellten energetischen digitalen Schatten lassen sich Energiebedarfe für bevorstehende Produktionen und Produkte simulieren und können durch automatisierte Vorschläge in der Produktionsplanung positiv ...

The assertion “Our people are what set us apart from our rivals” is a common statement made by nearly every company, highlighting the significance of their people as the most valuable asset. Similarly, a corporate culture emphasizing risk awareness and learning from experiences has played a key role in shaping supply chain resilience (SCRES) amidst competitive dynamics in response to the COVID-19 pandemic. Employee engagement, communication, and collaboration, as dimensions of SC risk awareness, determine the effectiveness of firms’ cultures in handling large-scale disruptions with robustness and agility. Additionally, the COVID-19 crisis has had a positive impact on firms’ learning orientation. The crucial necessity of digital supply chain (SC) transformation to enhance SCRES under pandemic conditions has further reinforced the need for dynamic adaptation and reconfiguration of firms’ culture and employee skillsets through digital upskilling.

Small and medium-sized enterprises still face the challenge of shaping their digital transformation. Maturity models offer a way to capture the situation within a company and support the formation of an Industry 4.0 vision. This paper presents a methodology that companies can use to develop a roadmap for shaping digital transformation by enabling the transfer of this vision into concrete decision-making steps.