digitisation

Exchanging Data Between Industrial Companies − Smart Factories Use a Cloud-Based Common Data Environment as their Central Information Hub

Exchanging Data Between Industrial Companies − Smart Factories Use a Cloud-Based Common Data Environment as their Central Information Hub

Cloudbasiertes Common Data Environment als zentraler Informationshub in der Smart Factory
Andreas Dangl
Right now, there’s virtually no single issue impacting the mechanical and plant engineering sector as profoundly as that of the “smart factory.” In fact, according to an industry survey conducted in 2019 [1], as many as 68 percent of the respondents reported that they had already launched initial smart factory initiatives. According to the Capgemini study “Smart Factories @ Scale” [2], by the end of 2019, a third of the factories had already been transformed into intelligent factories. This article presents insight into how leveraging the advantages of a cloud-based solution can ensure that the flow of information within a network of smart factories can be managed effectively.
Industrie 4.0 Management | Volume 37 | 2021 | Edition 4 | Pages 63-66
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
Lean-Management and Industry 4.0

Lean-Management and Industry 4.0

Warum Lean-Management eine solide Grundlage für die vierte industrielle Revolution darstellt
Tobias Fischer, Jürgen Köbler
Why Lean-Management is the solid basis for the fourth industrial revolution: The fourth industrial revolution seems to be the current issue number one. Apart from that well-known consultancies determine a not satisfactory level of implementation concerning Lean methods. The question rises to what extent the implementation of Lean Methods is useful for the introduction of industry 4.0 or if these methods can even be seen as a precondition. Therefore, all common Lean principles and methods were contrasted with the principles and technologies of the industry 4.0. In conclusion, Lean Management is a solid basis for the successful implementation of the fourth industrial revolution for the production of the future. Lean Management can finally be seen as the essential precondition.
Industrie 4.0 Management | Volume 34 | 2018 | Edition 6 | Pages 53-55 | DOI 10.30844/I40M_18-6_53-55
Knowledge-Oriented Use of Production Data

Knowledge-Oriented Use of Production Data

An example from the textile industry
Michael Weiß, Thomas Fischer, Meike Tilebein ORCID Icon
Industrie 4.0 with the digitisation of products and processes offers companies a large pool of information for process optimization. In many cases these information cannot be used directly in the textile industry, as raw materials are subject to natural fluctuations and the influencing factors and interactions of many product and process parameters are only partially known. In this contribution, an approach is presented that combines information from production with the experience of the employees and thus supports product and process optimization. The approach is based on the machine learning method “Case-Based Reasoning”.
Industrie 4.0 Management | Volume 34 | 2018 | Edition 3 | Pages 25-28