Training

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)

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?

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.

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.

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)".

Learning factories offer the possibility to plan, execute and analyze the knowledge imparted in theory on realistic industrial systems. This article analyzes the potential of developing and operating a learning factory in a virtual environment. For this purpose, institutions with learning factories are surveyed regarding the challenges and desires in the operation of learning factories and the mentioned aspects are discussed with regard to their representability in Virtual Reality. The result shows that Virtual Reality positively influences a large part of the aspects and has a high potential to solve current challenges in the establishment and operation of learning factories.

An important element for companies to deal with the demands of the world of work is the continuous and needs-specific further training of employees. The possibility of learning close to the workplace has a major role to play here.

Employees, machines and products get connected: the 4th Industrial Revolution has begun [1]. This is a central statement on the homepage of the German „Plattform Industrie 4.0“. Meanwhile the basic ideas started to move from the shopfloor level to the level of business processes and business models. In consequence it was detected pretty early, that digitization will affect the employees and their qualification and tasks in the companies; the term Work 4.0 evolved. The following contribution emphasizes the systematization of qualifications. A new model will be displayed, that helps to bring transparency to the distribution of qualification in companies. The useability of the model is verified in two case studies. The model is a practicable instrument for companies to gain a realistic view to the upcoming challenges of the shift of qualification due to digitization.

The authors present a methodological approach for designing assistance systems conducive to learning and derive requirements for their design. They base the design of these systems on a fundamental understanding of the cooperation between humans and machines, which still places decisions and responsibility with humans. Finally, the authors show concrete requirements and measures of a participatory design and implementation process.

In the digital transformation, managers are facing changed requirements. They are important actors in the design process of the digital transformation, for which they must change their leadership behavior and acquire the corresponding competencies. In corporate practice, it is necessary to address these issues systematically in leadership training. However, such a qualification is a major challenge for companies. The article shows demands on leadership in the digital transformation and presents an innovative procedure for the competence development of managers at a provider of professional training.