Training

The Power of People in Pandemic Times

The Power of People in Pandemic Times

Driving Supply Chain Resilience through Corporate Culture
Nils-Ole Hohenstein
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.
Industrie 4.0 Management | Volume 39 | 2023 | Edition 4 | Pages 25-30 | DOI 10.30844/IM_23-4_25-30
Automate Processes Strategically Instead of Selectively

Automate Processes Strategically Instead of Selectively

How and why a Center of Automation ignites the digitization booster—not only in related fields
Steffen Weiers
Many departments have already recognized the enormous increase in efficiency and personnel relief from routine activities through process automation. These digital thought leaders have begun to automate office processes using new technologies such as Robotic Process Automation (RPA), low code in the Microsoft Power Platform or in SAP. However, the positive experiences often remain in individual departments. Due to the lack of a strategic superstructure, companies as a whole have not yet succeeded in systematically transferring the added values to all areas. The organizational solution for this is called a "Center of Automation". Sometimes it is enough for the team to consist of two members to bring an overarching, digital process mindset into a company. (Only in German)
Industrie 4.0 Management | Volume 39 | 2023 | Edition 1 | Pages 58-62
From Random Sampling to Real-time Data

From Random Sampling to Real-time Data

Integrated plant engineering to increase process capability
Alexander Seelig
The digitization of processes is complex and error-prone. That is why manufacturing processes are monitored using statistical process control methods. The aim of the presented project was to answer the questions how the data basis for the use of the quality control chart (QRC) can be extended from random samples to near real-time data and how the implementation of the solution should be done. The software solution was developed and tested in the Fischertechnik learning factory. It could be shown that the data from the learning factory is suitable to be displayed in a closely timed manner and to be evaluated by means of process indicators of the QRK. In this way, errors can be avoided and capacities saved. (Only in German)
Industrie 4.0 Management | Volume 39 | 2023 | Edition 1 | Pages 48-52
Work 4.0 – Logistics Working World of Tomorrow

Work 4.0 – Logistics Working World of Tomorrow

Effects and consequences of digitalization on the logistical working world
Tobias Reichert, Marc Lorscheider
In the course of digitalization, more and more digital technologies are being used in various areas of logistics. The occupational field is changing and problem-solving and abstracting skills as well as competencies in dealing with IT systems and data are increasingly required. Based on a literature review, this article provides an overview of the current situation in the logistics working world. Effects of digitalization as well as requirements and future competencies in the working world 4.0 are highlighted. Finally, a guideline for the management level is derived in order to promote the acquisition of competencies. (Only in German)
Industrie 4.0 Management | Volume 38 | 2022 | Edition 5 | Pages 30-34
Use Artificial Intelligence for Internal Videos

Use Artificial Intelligence for Internal Videos

Michael Kummer
Huge amounts of information are stored in the memory of every employee. How a product works, best practices in departments, customer-specific information, general market and competitive knowledge, etc. This expertise is a blind spot in most companies. So how do you make in-house know-how available? And in a time when many employees work remotely, in home offices, even across countries or continents?
Industrie 4.0 Management | Volume 38 | 2022 | Edition 5 | Pages 61-63
How Does the Image of the HR Department Influence Recruiting?

How Does the Image of the HR Department Influence Recruiting?

David Padilla
Manufacturing companies are currently facing many hurdles. It is becoming increasingly difficult for them to find qualified workers, so-called blue collar workers. Technology adoption and system usability also pose challenges in the industry, as digital time tracking and shift scheduling are far from the norm in the industrial sector. Human resources software should facilitate the daily tasks of departments in order to achieve business goals. The use of such technologies saves valuable time as processes are automated. The needs of employees are put in the foreground to improve both resource planning and communication of manufacturing companies.
Industrie 4.0 Management | Volume 38 | 2022 | Edition 5 | Pages 64-66
Artificial Intelligence and Future of Work

Artificial Intelligence and Future of Work

Changes and Possible Approaches
Andreas Heindl, Alexander Mihatsch
Artificial intelligence (AI) is already an important part of business models and processes of many companies. In the future, AI systems will pro- foundly change our working environment. AI systems can develop completely new potential for companies in a wide variety of sectors and domains - especially in industry. Existing busi- ness models can be optimized along the value chain by optimizing production flows and processes or avoiding production downtimes with predictive maintenance. At the same time, AI systems can enable completely new business models and thus radically change existing mar- ket structures through new players. The AI economy of tomorrow will be more individual, more precise and more sustainable: Competitive value creation without AI will not be possible in many areas of industry.
Industrie 4.0 Management | Volume 38 | 2022 | Edition 4 | Pages 10-14
Technology Acceptance of Robotic Process Automation (RPA)

Technology Acceptance of Robotic Process Automation (RPA)

Jonas Geist, Jörg von Garrel
This article aims to develop a model for the acceptance of RPA technologies based on the presentation of the state-of-the-art. The model is the basis of an empirical study on the acceptance of robot-assisted process automation (RPA) at a global technology company. The results of this study are presented in a corresponding publication "An Empirical Analysis of Technology Acceptance of Robotic Process Automation (RPA) (Part 2)".
Industrie 4.0 Management | Volume 38 | 2022 | Edition 4 | Pages 43-47
Competence Needs for Hybridization

Competence Needs for Hybridization

An Approach to Identifying Competency Gaps and Need-Based Competency Development for Hybrid Business Models
Nicole Ottersböck, Sascha Stowasser, i
Digitalization and the possibility to use big data give companies the opportunity to establish hybrid business models. This enables them to offer customers smart services in addition to their physical products, create more value and strengthen their competitiveness. The hybridization goes along with new competence requirements, which need to be shaped. In the AnGeWaNt project, hybrid business models were developed and implemented in three companies. This article describes the approach to analyze new competence requirements and how to build up new skills for a successful hybridization
Industrie 4.0 Management | Volume 38 | 2022 | Edition 2 | Pages 49-52
Virtual Reality-Based Training in Industry

Virtual Reality-Based Training in Industry

Current Technical Requirements and Challenges
Benjamin Knoke, Moritz Quandt, Michael Freitag ORCID Icon, Klaus-Dieter Thoben ORCID Icon
This paper focuses on the investigation of current technical challenges in the context of industrial Virtual Reality (VR)-based training applications. This paper analyzes the current state of the art of industrial VR applications and provides a structured overview of the existing technical challenges. The identified challenges are discussed based on an industrial training scenario for the safe handling of electrical components.
Industrie 4.0 Management | Volume 38 | 2022 | Edition 2 | Pages 45-48
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