Digital transformation is no longer a future trend, as it has become a necessity for businesses to grow and remain competitive in the market The fourth industrial revolution, called Industry 40, is at the heart of this transformation, and is supporting organizations in achieving benefits that were unthinkable a few years ago The impact of Industry 40 enabling technologies in the manufacturing sector is undeniable, and their correct use offers benefits such as improved productivity and asset performance, reduced inefficiencies, lower production and maintenance costs, while enhancing system agility and flexibility However, organizations have found the move towards digital transformation extremely challenging for several reasons, including a lack of standardized implementation protocols, emphasis on the introduction of new technologies without assessing their role within the business, the compartmentalization of digital initiatives from the rest of the business, and the large-scale implementation of digitalization without a realistic view of return on investment To instill confidence and reduce the anxiety surrounding Industry 40 implementation in the manufacturing sector, this paper presents a conceptual framework based on business process management (BPM) The framework is informed by a content-centric literature review of Industry 40 technologies, its design principles, and BPM method This integrated framework incorporates the factors that are often overlooked during digital transformation and presents a structured methodology that can be employed by manufacturing organizations to facilitate their transition towards Industry 40

https://www.mdpi.com/2411-9660/4/3/17/pdf

A Conceptual Framework to Support Digital Transformation in Manufacturing Using an Integrated Business Process Management Approach

The successful realization of Industry 4.0 depends much on how coherently the cyber and physical realms are conjoined in cyber-physical systems. In the context of the fourth industrial revolution, research efforts have mostly been channeled toward the cyber domain, whereas the physical domain has received significantly lesser consideration. A physical domain generally comprises material shaping equipment, work material, tools, working medium, sensors, automation technology, and connectivity mechanisms. The article provides a comprehensive review of the published literature to establish the states of readiness of the two most important manufacturing technologies: subtractive and additive and their sustainable merger from the perspective of Industry 4.0. Rich potentials in the four characteristics at the process level: speed, sustainability, agility, and customer centricity and three at the system level: connectivity, data collection, and automation are required for a manufacturing system (physical domain) to be Industry 4.0 compatible. The review establishes that the subtractive manufacturing domain is nearly compatible regarding speed and agility but needs improvements in respect of sustainability and customer centricity. Additive manufacturing, on the other hand, appears strong on agility and customer-centricity fronts but needs amelioration regarding production speed and sustainability. In respect of the system level characteristics, both technologies seem to be compatible regarding automation, whereas significant improvements are required in connectivity and data sensing and collection. For the sake of raising compatibility levels of the manufacturing systems, subtractive-additive amalgamation is scrutinized. The amalgamation, especially in a done-in-one configuration, has, reportedly, succeeded to retain the favorable traits of the two manufacturing technologies, thus, bringing the merger much closer to the Industry 4.0 requirements. Proper process planning and optimal work distribution between the subtractive and additive modes are critical for operating an amalgamated system at high levels of the key characteristics.

Readiness of subtractive and additive manufacturing and their sustainable amalgamation from the perspective of Industry 4.0: a comprehensive review

Within Industry 4.0 research, the spotlight shines on technological and organisational challenges. This study shifts the focus to worker readiness, beginning with an analysis of twenty-three models...

Prepared for work in Industry 4.0? Modelling the target activity system and five dimensions of worker readiness

Organizational Knowledge Management (KM) starts from the individuals as a result from their Personal Knowledge Management (PKM). To be able to understand the process of PKM, we can derive the concept from KM process concept. The process of PKM will effectively conducted through help from appropriate tools, in this context, is the emergent of new web 2.0 platform. This paper aims to proposed personal knowledge management framework in the context of web 2.0 platform. Theoretically deductive nature in methodology is employed and carefully synthesis and analysis are conducted to develop PKM framework that will brings clear understanding to this quite new field of research.

Personal Knowledge Management 2.0

PurposeEmerging forms of digitalisation are placing new demands on workforce entrants around the globe. This study, catalysed by innovation programs in Ukraine and Latvia, conceptualises, measures and compares key facets of dispositional readiness of university students in two post-Soviet nations for digitalised work.Design/methodology/approachSurvey data, addressing technology attitudes and personal–cultural orientations (PCO), were collected by project teams at universities in Ukraine and Latvia and delivered to the authors for analysis. The authors defined three characteristics of digitalised work, conceptually positioned five of the measured constructs as readiness factors and generated readiness profiles for the two national student cohorts. Investigation of significant differences between the groups was conducted using an Independent Samples T-Test. A composite profile was produced for comparing the overall dispositional readiness of both groups for digitalised work.FindingsThe factor-level profiles showed similar patterns of dispositional alignment and misalignment with digitalised work. For example, technology optimism and learning interest were reported by large percentages of Ukrainians and Latvians and tolerance for unstructured work by small percentages. However, significant differences were found in group levels of technology optimism, technology anxiety, ambiguity intolerance and empowered decision-making. In each case, the Ukrainian profile appeared more strongly aligned with the target.Practical implicationsThe global digitalisation of work requires students, educators, human resource professionals and business leaders to rethink workforce readiness assessment and adapt (re)training programs. Technology enthusiasm and learning interest should be regarded as crucial measurable attitudes motivating technical skills development. Also, cultural orientations should be positioned alongside personality traits and digital skills as factors shaping successful human–computer interaction.Originality/valueThis study initiates a new sociotechnical and cross-cultural trajectory of technology readiness research from data generated in two post-Soviet contexts. Moreover, it positions several measurable dispositions as factors influencing student readiness for digitalised work.

Exploring technology attitudes and personal–cultural orientations as student readiness factors for digitalised work

Digitalization permeates nearly every sphere of life. This transformation does not only change the technical field but also the collaboration at all levels of work. This is often referred to as work 4.0. In this new world of work, an organization’s managers as well as employees need competencies enabling them to cope with the challenges of a digitized working place. Based on the findings of the major effects of the digitalization three essential categories and their corresponding competencies are outlined and described. Straightforward approaches for the development of these competencies are introduced. At the individual level the ‘Fitness Circuit for Personal Knowledge Management’ is suggested for mastering personal knowledge management. At the organizational level the ‘Agile Competence Development Cycle’ is proposed to enable organizations to establish effective and sustaining learning environments embedded in the working processes.

Angelika Mittelmann

Papers

Competence Development for Work 4.0