Nachhaltigkeit

In light of the three major global transformations of globalization, digitalization and sustainabilization industrial production faces new challenges and targets. On the one hand industrial modernization in the direction of digital manufacturing (Industry 4.0) has to cope with the new protectionist policies that have started in the United States as a countermovement to globalization. On the other hand, the new vocal demand for climate protection and environmental quality assurance puts pressure on the industry to align its policies with the demand for ecological modernization. It is essential that industrial policy makers include not only efficiency goals as targets for their investment plans but also environmental quality and social compatibility. Keywords:

Profit is a necessary, but not sufficient condition for long-term business success. Global problems such as climate change, depletion of natural resources and overpopulation, but also local environmental pollution and emphasis on social aspects increase the significance of sustainability for enterprises. Sustainability is already implemented in the guiding principles of all DAX 30 enterprises and accepted as maxim of action by 90 % of Fortune 500 enterprises [1]. Starting from a definition of sustainability, the subsequent contribution discusses sustainability effects of industry 4.0 concerning the economic, ecologic, and social dimension [2].

The proliferation of technological innovations in additive manufacturing is accompanied by an increasing awareness of sustainability. In order to achieve an adequate investment methodical support is needed. A set of indicators for sustainable production represents the performance of a technology. Since an evaluation of technologies is subjective individual preferences of decision makers have to be taken into account. Hence, the multiple-criteria decision analysis methodology PROMETHEE is applicable in this context.

This article demonstrates results of a qualitative study in the consumer goods industry. The study shows that translating sustainability into measurable and actionable requirements is a crucial prerequisite for developing products that are more sustainable and successful in the marketplace. However, most companies still struggle with this translation due to a lack of codification of sustainability in their development process.

Ecological sustainability in production does not only cause a positive contribution to environmentalism, but also leads to a longterm improvement of the companies’ competitiveness. Due to a lack of transparency, many companies face difficulties rating their own resource efficiency. This article deals with the introduction of a ratio system, which allows companies to evaluate the efficiency concerning their usage of resources. This enables companies to enhance their consumption transparency. Besides, this article discusses the challenges of using ratio systems and the comparison of ratios in general.

A German study from the ifaa-trendbarometer shows that approximately 80 % of the interviewed experts assign the “Continuous Improvement Process” (CIP) a high or very high priority for the success in the “shop floor” [1]. The sustainable implementation of the CIP into an existing production system and the continuous use of CIP in daily business are associated with multifarious problems. This presents a major challenge for many companies in their operational production management. The following case study introduces a planning model, which considers the usual practical problems and helps for an appropriate approach in three phases to the CIP.

The potentials of a resource efficient production become the focal point of interest of production companies. Necessary for a permanent change are qualified and motivated employees. This article describes the requirements for the change such as a fundamental shift in values and a position specific qualification. Furthermore, relevant steps for establishing an efficient working organisation are presented.

The supply with critical raw materials (CRM) is one of the most urgent future tasks for the society. In order to achieve prioritization scientific studies were conducted, and the European commission founded the European Innovation Partnership on Raw Materials (EIP). The aim is to form networks among the relevant stakeholders in this societal area and to foster targeted actions to bundle the optimal technical know-ledge and capabilities of the European Union as well as to develop the required technologies for the exploitation or substitution of CRM. Distinct work packages and measures were decided in a so-called strategic implementation plan (SIP), which is going to be implemented until the year 2020 and is dedicated to lead the EU to technology leadership in this area of CRM supply. An important aspect of the EIP on Raw Materials is communication, regular mutual exchange of knowledge and opinions of the stakeholder and the formation of information platforms, which will play a key role ...

When seeking to leverage potentials in core working processes, the development of coherent standards, methods and capabilities too often remains underrepresented. Every task-owner needs to be able to define the exact extent and origin of deviations in operational processes via KPIs. A systematic design of management- and support-processes supports transparent structures and standards throughout the company and leads to significant and sustainable improvements of critical working routines and their outcomes. In our article, we offer an outline on how to systematically build shared capabilities in order to induce measurable improvements - in immediate results as well as in crucial cultural aspects.

To remain competitive in a globalized market, enterprises must consider sustainably aspects. The classic aims of quality, costs and time are extended by aspects of the ecological, economic and social quality. The challenge to cope with these new dimensions aiming at long term success is raised by the turbulent influences in a global market with varying demands. A new factory typology, the so called urban factory, pursues the aim to exhaust the potentials of an interlinking of factory and town efficiently. The aim of this topology is to improve the competitive situation of enterprises. In this case the synergetic use of material and energy sources is in focus.