knowledge transfer

Applied Knowledge and Augmented Reality

Applied Knowledge and Augmented Reality

Bridging the gap between learning and application
Jana Gonnermann-Müller ORCID Icon, Philip Wotschack, Martin Krzywdzinski ORCID Icon, Norbert Gronau ORCID Icon
The increasing complexity of industrial environments demands new competencies from workers, particularly the ability to interact with advanced digital systems. Traditional training methods often fall short in supporting the effective transfer of applied knowledge to such contexts, and the effectiveness of this transfer, as measured by performance-based outcomes, remains to be investigated. To address this gap, the present study employed a between-subjects experimental design comparing augmented reality- and paper-based instructions within a realistic production training scenario. The results show that participants who learned with augmented reality completed the production process significantly faster and with fewer errors than those using paper instructions. In addition, learners using augmented reality reported higher usability and experienced lower cognitive load during training. These findings suggest that augmented reality can enhance the transfer of practical skills in industrial ...
Industry 4.0 Science | Volume 41 | 2025 | Edition 5 | Pages 22-29 | DOI 10.30844/I4SE.25.5.22
Maturity Levels of Smart Knowledge Services

Maturity Levels of Smart Knowledge Services

Self-assessment and GAP analysis
Isger Glauninger ORCID Icon, Nick Tugarin ORCID Icon, Christian van Husen ORCID Icon
Digitalization opens up new forms of operational training. A growing focus is on smart services, which allow for proactive engagement with customer demands and empower businesses in times of digitalization. While traditional learning environments are rarely tailored toward individual needs, smart services offer new opportunities. Decentralization, previously only a utopic vision, is becoming the reality now.
Industry 4.0 Science | Volume 40 | 2024 | Edition 4 | Pages 50-56
I4S 4/2024: Learning Factories

I4S 4/2024: Learning Factories

Learning locations for SMEs, more resilience through knowledge transfer
The shortage of skilled labor is putting pressure on many manufacturing companies worldwide. While skilled labor is becoming scarcer in traditional industrialized economies, proper training is urgently needed in countries with high unemployment. But how to solve this challenge? Find out what makes learning factories so successful in this issue.
Innovation Laboratory Digitalization

Innovation Laboratory Digitalization

Product Development Utilizing Design Thinking in a Makerspace
Michael Mattern, Sebastian Bast ORCID Icon, Kai Scherer ORCID Icon, Klaus-Uwe Gollmer ORCID Icon, Michael Wahl
Makerspaces foster creativity, collaborative work and craftsmanship. Anyone interested can use tools, machines and technologies to realize their own projects and develop their technical skills in the process. They also provide an inspiring environment where people with different backgrounds and expertise come together to learn, experiment and support each other. The following article discusses the importance, features and equipment of makerspaces, in particular the Innovation Laboratory Digitalization, which promotes interdisciplinary work at the Trier University of Applied Sciences and serves as an interface to the specialized labs. In addition, the process of prototyping is described using several application examples.
Industrie 4.0 Management | Volume 39 | 2023 | Edition 6 | Pages 61-65 | DOI 10.30844/IM_23-6_61-65
Industry 4.0: Knowledge Transfer and Competence Profiles

Industry 4.0: Knowledge Transfer and Competence Profiles

Knowledge Transfer and Competence Profiles for the Smart Factory
Dominik T. Matt, Michael Riedl, Erwin Rauch
In the context of this article, a methodology for an efficient transfer of knowledge from research into industrial practice regarding cyber-physical production systems is presented. The methodology serves above all to sensitize small and medium-sized (SME) enterprises to the possible potentials of the so-called Industry 4.0. The starting point for this is the need-oriented and individual specification of knowledge required for a practical knowledge transfer and the development of tailor-made competence profiles of future employees in smart SMEs
Industrie 4.0 Management | Volume 33 | 2017 | Edition 3 | Pages 11-15
Open Innovation – Making Use of the Creativity of External Partners

Open Innovation - Making Use of the Creativity of External Partners

Martin Kaschny, Matthias Nolden
The difference between Open and Closed Innovation is that external partners can get actively involved in all stages of the value added process and are not limited to being mere idea generators. Whilst finding solutions for their own problems and needs, creative individuals or groups of individuals can play an active role in the development of innovative products featuring new functional and design elements. In addition, Open Innovation provides further benefits in the field of image building and innovation marketing.
Industrie 4.0 Management | Volume 32 | 2016 | Edition 1 | Pages 34-37
Knowledge Transfer in Times of Demographic Change

Knowledge Transfer in Times of Demographic Change

Steffen Huth, Wolfgang Albeck
For most German companies managing demographic change is one of the main future challenges. However, many firms are not yet well prepared to face this development. Nowadays competition is primarily based on knowledge and hence enabling knowledge transfer between older and younger employees has turned to be a key success factor. In this paper we therefore develop a ‘Knowledge Transfer Balanced Scorecard’ in order to provide a hands-on tool for controlling the knowledge transfer process in times of demographic change.
Industrie Management | Volume 29 | 2013 | Edition 3 | Pages 47-50
Knowledge of Older Workers

Knowledge of Older Workers

Preparing for demographic change and unexploited potential
Birgit Verworn, Christiane Hipp
The aging workforce and labour shortage due to lacking young qualified employees are topics which today primarily concern small and medium-sized businesses in unattractive regions. The Federal Statistical Office expects particularly dramatic changes in the age structure of the German workforce in 2017 to 2024. How can companies prepare for these changes? And is it a mere obligatory task or could there have been unexploited potential overlooked so far? Recent German studies provide new insights.
Industrie Management | Volume 28 | 2012 | Edition 3 | Pages 75-78
Learning in Networks

Learning in Networks

Bernd Scholz-Reiter ORCID Icon, Uwe Hinrichs
In the past the dynamics of the markets in interaction with an increasing globalization led to the fact that industries concentrated more and more on their core competences. By the reduction of the companies vertical integration value-added processes were outsourced in the same measure as supporting activities. In order to be able to meet the so developing complexity, production and logistics networks were formed to enhance the co-operation between the enterprises in a long-term and stable form. In these networks beside products and semi-finished materials also knowledge and information are produced and transferred. The protection and division of knowledge, experience and behaviours are of a special relevance if e.g. a participant leaves the network. In such a case the question arises whether and how the knowledge of the separating participant can be particularly retained for the network and a possible advancing producer, in order to not disturb the efficiency of the network. For the ...
Industrie Management | Volume 25 | 2009 | Edition 2 | Pages 25-28
Design of an integrated project, program and portfolio management model for the cross-disciplinary management of product knowledge

Design of an integrated project, program and portfolio management model for the cross-disciplinary management of product knowledge

Ivalina Ilieva, Peter Schubert, Jivka Ovtcharova
The paper describes a model conceived at the IMI for the management of product and process knowledge in complex multi-project environments. Coming from project and product-related approaches of project, program and portfolio management, an integrated model based on a universal product structure was developed which aims at supporting the transfer of product and process knowledge over enterprise hierarchies and thus to shorten the development time during the development process.
Industrie Management | Volume 25 | 2009 | Edition 1 | Pages 57-61
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