Collaboration Mechanisms to Increase Productivity in the Context of Industrie 4.0

By G. Schuh, T. Potente, C. Wesch-Potente, A. Weber, J. Prote. 2014

330 citations recorded by the source corpus.

Abstract In retrospective industrial revolutions always lead to a significant increase in productivity. Thus, the question arises what mechanisms contribute to raise productivity in the current revolution “Industrie 4.0”. Whereas the initial point of all past industrial revolutions can be located in the industry, they resulted in a tremendous change in society. In the present industrial revolution it is the other way around: Reviewing the beginning of the current transformation process, it is not driven by the production industry itself. Instead one of its main drivers is the invention of social networks and smart devices in combination with the employees’ appealing to it. This development of interconnectivity pushes into the industrial sector today. For instance, there exists a desire of employees to bring their own device to work. According to a survey by Accenture 82 percent of the Chinese respondents would be “more resourceful” if they chose their own hardware and software for work. The first three revolutions had a strong focus on the shop floor. This is also true for the present industrial revolution: The public view is merely on its impact on production processes. Therefore, this paper expands this view and additionally analyses the effects of the relating transformation processes to the indirect departments. The paper first analyses the enablers which mainly contribute to Industrie 4.0. Subsequently a reference systems is deduced which consists of basic collaboration mechanisms to increase productivity in the direct and indirect departments. A wide transparency and understanding of those collaboration mechanisms empower producing companies to profit from Industrie 4.0 by deriving individual activities which lead to a growth in productivity and therefore competitiveness. The specified approaches were conducted within the framework of the Cluster of Excellence “Integrative Production Technology in High-Wage countries” of the RWTH Aachen University.

Subfields: Industrial and Manufacturing Engineering, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/ae37872a2a7c696284abd6530bf562f7904140f0

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In Industrial and Manufacturing Engineering

In Management of Technology and Innovation

Citations in the corpus

A Cross-Strait Comparison of Innovation Policy under Industry 4.0 and Sustainability Development Transition (2017, background): “0, this means that China and Taiwan’s governments tend to adopt this policy tool first when cultivating industry innovation and accelerating emerging technologies, talents, and mechanism infusion [8].”
Impact of Industry 4.0 on supply chain performance (2020, background): “…and Tjahjono 2016; Harris, Wang and Wang 2015; Chen and Deng 2015; Nelissen and Schip 2014) • High storage capacity and highspeed computing (Babiceanu and Seker 2016; Schuh et al. 2014; Hilbert and Lopez 2011) • Enhanced collaboration and coordination • Enhanced integration • Quick and…”
Managerial challenges of Industry 4.0: an empirically backed research agenda for a nascent field (2018, methodology): “Networking allows us to bridge this gap (Bauernhansl 2016) and increases collaboration productivity (Schuh et al. 2014b) on micro (e.g., between people and machines), meso (e.g., across systems or vendors) and macro levels (e.g., across factories or companies) (Korambath et al. 2014).”
Driving forces and barriers of Industry 4.0: Do multinational and small and medium-sized companies have equal opportunities? (2019, background): “Schuh et al. (2014) defined Industry 4.0 as: “The integration of information and communication technology into the industrial environment”.”
A critical investigation of Industry 4.0 in manufacturing: theoretical operationalisation framework (2018, methodology): “…software systems such as Product Lifecycle Management (PLM) which capture all information related to products throughout the value chain, enable real-time communication and realisation of ‘single source of truth’ across the complete product life cycle (Gecevska et al. 2012; Schuh et al. 2014).”