Strategy

Cognitive Assistance Systems in Intralogistics

Cognitive Assistance Systems in Intralogistics

User studies with augmented reality and an AI chatbot
Hendrik Stern ORCID Icon, Michael Freitag ORCID Icon
Assistance systems improve work processes, shorten learning times and increase flexibility in the workplace. Human-centered, resilient and sustainable production approaches where user acceptance is of the utmost importance play a crucial role in the digitized Industry 5.0. Two user studies investigate how useful the support of technologies like augmented reality and AI chat actually is. In the context of cognitive assistance systems in intralogistics, artificial intelligence and augmented reality have a great potential and can contribute to an improvement in process performance. The usability of these systems in terms of human-centricity of Industry 5.0 is crucial. This article describes the results and findings of two user studies conducted in the laboratory for intralogistics work processes (picking and packing). The assistance systems used were evaluated using the System Usability Scale.   Cognitive assistance systems in intralogistics Assistance systems make a ...
Industry 4.0 Science | Volume 40 | 2024 | Edition 5 | Pages 67-72 | DOI 10.30844/I4SE.24.5.66
Digitalization in the Supply Chain

Digitalization in the Supply Chain

Trends and fields of application in the drive technology sector of the mechanical and plant engineering industry
Leonard Overbeck, Dardan Baralija, Rainer Silbernagel, Hartmut Rauen, Jürgen Fleischer, Gisela Lanza ORCID Icon
A robust and resilient supply chain is a critical success factor for the competitiveness of manufacturing companies. However, today’s supply chain faces various challenges, such as higher complexities and increasing dynamics coming from megatrends (i. e. globalization and sustainability). The medium-sized drive technology industry, with its global supply chains and high customer requirements, is particularly affected by these challenges. Therefore, digitalization initiatives are crucial. This article analyzes current digitalization projects in the drive technology industry in order to identify relevant trends and fields of application. Synthesized from the industry's target picture for higher resilience/ flexibility, greater transparency and more sustainability along the supply chain, these provide guidance for medium-sized companies and their digitalization strategies. (Only in German)
Industrie 4.0 Management | Volume 38 | 2022 | Edition 4 | Pages 23-27
Labor Efficiency in a Smart Factory

Labor Efficiency in a Smart Factory

Steuerungsinstrument zur Verbesserung der Wettbewerbsfähigkeit von Produktionsunternehmen
Ina Yuen
Automatization and Digitalization are keywords regarding innovative assembly of Smart Factories. Despite all, no Smart Factory is able to produce completely without blue color workers. To stay competitive in the global world companies they need to find the balance to hire only as less employees as possible to guarantee all assembly processes. Therefore, Labor Efficiency is the key figure to control attendance and output. This article explains the role of labor efficiency with regards to the Smart Factory. For this purpose, the input factors attendance and output are explained and illustrated by practical examples. Moreover, it explains how labor efficiency can influence competitiveness positively.
Industrie 4.0 Management | Volume 38 | 2022 | Edition 2 | Pages 63-66
Energy-Efficient Planning of Value-Added Networks

Energy-Efficient Planning of Value-Added Networks

Integration von Energieeffizienz in die strategische Gestaltung von Produktions- und Logistiknetzwerken
Lucas Schreiber, Lea Vliegen, Jan-Philipp Jarmer, Andreas Günter, Christian Hohaus, David Grimm, Andrea Vennemann, Christian Fischer
When selecting a new refrigerator, energy efficiency is a decisive selection criterion. However, in the strategic and tactical planning of value-added networks, this is not yet the case. The E²-Design-toolbox enables energy efficiency to be considered in the planning process of production and logistics networks, in addition to the classic performance and cost variables. The early integration allows to draw on the overall potential. This paper presents the underlying energy data, the optimization modules, and the user’s perspective.
Industrie 4.0 Management | Volume 37 | 2021 | Edition 4 | Pages 51-54 | DOI 10.30844/I40M_21-4_S51-54
Determining a Promising Industry 4.0 Target Position

Determining a Promising Industry 4.0 Target Position

Decision-making for companies taking into account external influences
Christoph Pierenkemper, Jannik Reinhold, Roman Dumitrescu ORCID Icon, Jürgen Gausemeier
Using industry 4.0 maturity models, companies can systematically record their performance in the context of industry 4.0. When the status quo is determined, the question “Where do we want to be in future?” is usually associated at the same time. However, companies are not always in a position to introduce what is fundamentally possible. Therefore, this question is not trivial. If a company is supposedly aware of its I4.0 target position, external influences often lead to the fact that the achievement of the target is made more difficult or hindered. It is therefore important to take these circumstances into account. This paper shows how environmental developments can be taken into account when determining a promising I4.0 target position. The target position forms the starting point for the implementation of industry 4.0 in the company.
Industrie 4.0 Management | Volume 35 | 2019 | Edition 5 | Pages 30-34 | DOI 10.30844/I40M_19-5_S30-34
Food for thought – Introduction for Food Industry 4.0

Food for thought - Introduction for Food Industry 4.0

Severin Weiss
Implementing Industry 4.0 as the digital Agenda in all manufacturing industries and thereby increasing the competitiveness is a matter of course and clearly also applicable for the food and beverage industry. With altering customer behaviours, legal requirements as well as the increasing specialization, the industrial sectors are facing continuous challenge. Even though the automation of facilities in many cases is already put into practice, the structured integration into a holistic data concept is often missing. Through the digital networking of all processes, innovative solutions are on offer. What does Industry 4.0 mean for the food and beverage industry, where the opportunities lie and which specific implementation measures are available is subject to this article.
Industrie 4.0 Management | Volume 34 | 2018 | Edition 5 | Pages 55-58 | DOI 10.30844/I40M18-5_55-58
Implementation of the EU-GDPR for Industry 4.0

Implementation of the EU-GDPR for Industry 4.0

Umsetzung der EU-Datenschutzgrundverordnung für Industrie 4.0
Nicolas Fähnrich, Michael Kubach
The increasing interconnectedness of production systems and the use of IoT devices generates a considerable amount of employee or customer data - whether directly or indirectly. The EU General Data Protection Regulation (EU-GDPR), effective 25 May 2018, results in a massive increase in the rights of data subjects and documentation obligations arising from the processing of personal data [1]. Those who do not respect these rights and/or fail to comply with their obligations face painfully increased fines of up to EUR 10 million (in serious cases EUR 20 million) or 2 % (4 %) of the annual turnover.
Industrie 4.0 Management | Volume 34 | 2018 | Edition 3 | Pages 43-46
Technology and Innovation Management Enables Efficient Production and Customer Centric Products

Technology and Innovation Management Enables Efficient Production and Customer Centric Products

Ingrid Breitenberger, Toni Drescher, Frank Sygor
Ideas become innovations if the intended product or service creates added value for the customer. Special features, an extraordinary design or tailoring to individual customer needs may represent a unique selling point in the competitive environment. RWTH Aachen in scientific cooperation with Fraunhofer offers advanced training programs on practical methods and best practices how to establish successful technology and innovation management.
Industrie 4.0 Management | Volume 32 | 2016 | Edition 6 | Pages 63-66
Customer Involvement in the Development of Services

Customer Involvement in the Development of Services

Ziel- und risikoadäquates Methodenportfolio zur Einbindung von Kunden in die Gestaltung von Dienstleistungen
Claas Christian Wuttke, Sarah Gärtner, Theodor Ackbarow
Clearly defined objectives and a systematic risk assessment are the prerequisite for efficient customer integration. Here we show that the core to achieve this is: (i) a workshop-based process for planning and integration of customers into the development of services and (ii) a structured data base of customer integration methods. Out of this database an individual set of methods - depending on the task and the context - can be composed.
Industrie 4.0 Management | Volume 32 | 2016 | Edition 1 | Pages 19-24
Urban Production as an Approach for Competitive Manufacturing

Urban Production as an Approach for Competitive Manufacturing

Nachhaltige Wertschöpfung im städtischen Umfeld
Wilhelm Bauer, Joachim Lentes
Volatile markets and global and inter-industrial networks are creating a radically more dynamic market environment calling for considerably greater on-demand flexibility and reductions in resource deployment. This results in a need for action in two further areas, namely increasing transformability and responding to demographic change. Today’s businesses have to respond to evolving these trends. Manufacturing will also have to adapt to the increasing dynamism of sales markets and the radical challenges thrown up by the innovation process, particularly in regard to energy and resource efficiency and the increasing hybridization of products using mechatronics, software and services. Innovative approaches are needed to accelerate the product creation process, optimize the transitions from product development to production, and ensure that the cost of manufacturing is competitive. This study examines constructive approaches in the area of urban production for sustainable added value in ...
Industrie Management | Volume 30 | 2014 | Edition 4 | Pages 7-10
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