Digitalisierung

How to Make Digitalization Sustainable

How to Make Digitalization Sustainable

Recommendations for companies based on the digital agenda for the environment
Florian Hammes, Carla Rebecca Lüps
Digitalization and sustainability have dominated the media in recent years, but they are rarely thought of together. However, since digitalization poses considerable risks to climate targets due to its high consumption of energy and resources, it is necessary to take measures to make it sustainable and to make good use of its potential, such as increased efficiency. Therefore, Svenja Schulze of the federal environment ministry presented the “Digitalagenda”, which contains 72 measures. In this article, four measures are highlighted and their consequences for companies are worked out.
Industrie 4.0 Management | Volume 36 | 2020 | Edition 6 | Pages 48-50
Logistics Platforms as Drivers for Smart Ecosystems

Logistics Platforms as Drivers for Smart Ecosystems

Supply Chain Visibility as an Initial Step for Transparency and Control of Integrated Real-time Supply Chains
Daniel Roy, Matthias Fellenberg
Markets will change dramatically due to the megatrend platforming [1]. For previously isolated markets, such as Smart Factory, Smart Logistics or Smart Grids, this offers the potential to create interconnected “smart Ecosystems”. Logistics platforms as an instrument of networking are a key driver of this platform economy. In the application for Supply Chain Visibility, logistics platforms promote the transparency and control of logistics chains and thus represent an essential first step towards smart Ecosystems.
Industrie 4.0 Management | Volume 36 | 2020 | Edition 5 | Pages 63-66 | DOI 10.30844/I40M_20-5_S63-66
Self-loading Workstation Systems in Logistics

Self-loading Workstation Systems in Logistics

Networked Workstation System for Proactive Bottleneck Avoidance within Demanding Intralogistics Processes
Patrick Adler, Holger Dander ORCID Icon, Gerd Witt
Modern logistic processes are still characterized by manual labour. In general, mainly unqualified or low-skilled employees are used to carry out value-added services. Individual workloads, employee skills and technical workplace equipment are linked in a developed system. By simulating the effect of changes in workplace equipment, optimizations can be identified. The self-developed algorithm can also be used in other industries.
Industrie 4.0 Management | Volume 36 | 2020 | Edition 5 | Pages 29-32
Agile Product Development Using Additive Manufacturing

Agile Product Development Using Additive Manufacturing

An Approach for a Better Customer Orientation in Product Development
Philipp Blattert, Rouven Müller, Werner Engeln
The increasing complexity forces industrial companies to look for new strategies for a future-proof product development. One approach to this is agile approaches in product development in combination with additive manufacturing processes. Physical product increments can thus be produced during sprints and analyzed and improved directly with customers. This improves the product understanding of the development team and customers. The benefits are shorter development times, better customer orientation of the products and a lower project risk.
Industrie 4.0 Management | Volume 36 | 2020 | Edition 4 | Pages 59-62 | DOI 10.30844/I40M_20-4_S59-62
Managing Diversity in Agile Companies

Managing Diversity in Agile Companies

Perspectives of Establishing a Productive Affinity between Agile Companies and Diversity Management
Andrea D. Bührmann
The growing complexity of organizational field makes companies to become agile. One important issue for this is to value the heterogeneity of the employees. With a view on this, companies can profit from having a diversity management. Especially fitting to this seems to be an elective affinity between agile companies and an inclusive & transformative diversity strategy: inside companies, innovation potentials can be identified and design thinking could be improved. Outside, agile companies could respond to their environment in a proactive way.
Industrie 4.0 Management | Volume 36 | 2020 | Edition 3 | Pages 41-44
Digitization, Agility and Training

Digitization, Agility and Training

How They Are Mutually Dependent and a Guide to Achieving Sustained Agility
Tobias Brückmann
The past few years have shown that Digitization is not just a fad of the millennium, but rather the next inevitable step in technological evolution. It was and is a development that affects everything and everyone, both socially and industrially. But digital transformation requires more than just the conversion of individual processes in the company or the introduction of new technologies. Above all, it requires sustained agility in development and production, as well as ongoing employee training in order to be able to meet this demand for agility as a company.
Industrie 4.0 Management | Volume 36 | 2020 | Edition 3 | Pages 21-24
Industry 4.0 – The Way to a Digitised Production Company

Industry 4.0 - The Way to a Digitised Production Company

Der Weg zu einem digitalisierten Produktionsunternehmen
Jürgen Köbler, Tobias Fischer, Benjamin Klerch, Michael Schlecht
The age of globalisation is characterised by increased competition. An opportunity to succeed in the face of increasing competition lies in the digitisation of production companies. This article is dedicated to the design of a three-stage model platform of Industry 4.0, which focuses on the consistency of processes from the customer to the supplier at all company levels. The model platform is followed by an overview of the transformation steps for evaluating and shaping progress on the way to become a digitised production company.
Industrie 4.0 Management | Volume 36 | 2020 | Edition 3 | Pages 57-60 | DOI 10.30844/I40M_20-3_S57-60
Man and Digital Technology

Man and Digital Technology

A roadmap for the digital transformation of an Alpine region
Dominik T. Matt, Guido Orzes, Giulio Pedrini, Mirjam Beltrami, Erwin Rauch
We are currently experiencing rapid transformation in technologies and society. Due to the convergence of various megatrends, these changes have considerable impacts on everyday life. Our study aims to identify relevant strategies for the digital future of a macro-region (Tyrol, South Tyrol and Veneto). The study conducts semi-structured interviews with representatives of companies, universities and local governments, using the approach of a triple helix model. Based on the empirical analysis, we develop an action plan for the digital transformation of the macro-region.
Industrie 4.0 Management | Volume 36 | 2020 | Edition 3 | Pages 11-15
How to Design Industry 4.0 by the “Digital Twin”

How to Design Industry 4.0 by the “Digital Twin”

Eine methodische Unterstützung bei der Auswahl der Anwendungen
Claas Steffen Gundlach, Alexander Fay ORCID Icon
The paper presents a method for the systematic selection of “Digital Twin” applications of products. Based on a product-independent search of implementations, potential use cases for the product’s ”Digital Twin” are specified and selected. This selection of applications forms the basis of the method, which allows a detailed modeling in two phases. The result of this modeling is an in-depth understanding of the use cases themselves and their requirements, especially information requirements, on the “Digital Twin” of the product. Furthermore, these findings enable an efficient conception and implementation of the virtual image of the product and can be the basis for optimizing the existing value chain.
Industrie 4.0 Management | Volume 36 | 2020 | Edition 2 | Pages 7-10 | DOI 10.30844/I40M_20-2_S7-10
The Loop of Cognition

The Loop of Cognition

How “intelligence” is constellated on a silicon basis
Claus Riehle, Thorsten Pötter, Thomas Steckenreiter
In process engineering, one thinks of production operations that are controlled or regulated by sensors and actuators. And any realization of matter transformation is based on a physical substratum, which holds equally for living systems and their behaviour. The article distinguishes between three system levels: the functional level, the interface to the environment and the cognitive level of. Using these three levels, the learning cycle or the previous Cognitive Loop can be very well illustrated. If one compares with this way of distinction the Bio-Informatization of human intelligence with the technical development stages of mechanization, automation, regulation and deep learning, then the cybernetic-sociological term “operational closure” becomes understandable. It becomes obvious that in the context of a digitized culture of production and organization, we should be prepared for a new kind of cognitive loop based on silicon (SI), an intelligent system behavior via ...
Industrie 4.0 Management | Volume 36 | 2020 | Edition 2 | Pages 52-56 | DOI 10.30844/I40M_20-2_S52-56
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