Opportunities of Sustainable Manufacturing in Industry 4.0
TL;DR: In this article, the authors present a state-of-the-art review of Industry 4.0 based on recent developments in research and practice, and present an overview of different opportunities for sustainable manufacturing in Industry 5.0.
About: This article is published in Procedia CIRP.The article was published on 2016-01-01 and is currently open access. It has received 1276 citations till now. The article focuses on the topics: Sustainable development & Sustainability.
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TL;DR: Geometric deep lean learning is proposed, a mathematical methodology that describes deep-lean-learning operations such as convolution and pooling on cyber–physical Industry 4.0 graphs that is expected to positively support sustainable organizational growth.
Abstract: In the near future, value streams associated with Industry 4.0 will be formed by interconnected cyber–physical elements forming complex networks that generate huge amounts of data in real time. The success or failure of industry leaders interested in the continuous improvement of lean management systems in this context is determined by their ability to recognize behavioral patterns in these big data structured within non-Euclidean domains, such as these dynamic sociotechnical complex networks. We assume that artificial intelligence in general and deep learning in particular may be able to help find useful patterns of behavior in 4.0 industrial environments in the lean management of cyber–physical systems. However, although these technologies have meant a paradigm shift in the resolution of complex problems in the past, the traditional methods of deep learning, focused on image or video analysis, both with regular structures, are not able to help in this specific field. This is why this work focuses on proposing geometric deep lean learning, a mathematical methodology that describes deep-lean-learning operations such as convolution and pooling on cyber–physical Industry 4.0 graphs. Geometric deep lean learning is expected to positively support sustainable organizational growth because customers and suppliers ought to be able to reach new levels of transparency and traceability on the quality and efficiency of processes that generate new business for both, hence generating new products, services, and cooperation opportunities in a cyber–physical environment.
17 citations
Additional excerpts
..., 2018a [61]; Lu and Xu, 2019 [62] Stock and Seliger, 2016 [27]; Villalba-Diez, 2017 [15]; Villalba-Diez, 2017 [14]; Kiel et al....
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...Micro Imai, 2012 [26]; Stock and Seliger, 2016 [27] Takeda, 2009 [28]; Francis and Bian, 2019 [29]; Jabeur et al....
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TL;DR: In this article , the authors investigated the many facets of sustainability and digital transformation in business in the context of the fair transition, which will generate multiple challenges and opportunities for companies in various industries.
Abstract: This study investigates the many facets of sustainability and digital transformation in business in the context of the fair transition, which will generate multiple challenges and opportunities for companies in various industries. In such a context, a solution to increase resilience and adapt to the fair transition can be identified in the lessons learned by companies due to the application of sustainability and digitization and by understanding the various elements underlying these dimensions. Thus, in order to identify the various elements of this complex framework in practice, based on a semi-structured narrative review of the literature and quantitative analysis, exploring aspects such as the reasons and catalyst factors of the adoption of sustainability and digitalization in companies, the interpenetration of the two concepts in the practice of companies (in production, innovation, customer relationship, logistics, etc.), as well as the associated opportunities and challenges. The research bridges a gap in the academic literature, highlighting the relationships between the digital transformation of business and the adoption of sustainability in companies as a conducive basis for responding to the challenges of the just transition. The analysis details the dimensions of sustainability and digital transition in business in an exploratory model made using structural equations through SmartPLS software applied based on a quantitative study to which 154 professionals, executives, and managers, responded, from local and multinational companies, in different fields of activity. The results obtained after processing 128 valid answers out of the initial 154 are relevant both for the theoretical understanding of the challenges and the practical benefits associated with the digital transformation of business in the context of the development of sustainability strategies. Future lines of investigation are also highlighted.
17 citations
Posted Content•
TL;DR: An analysis of the current state-of-the-art in human-machine interaction in the Industry 4.0 domain focuses on new paradigms that integrate the application of augmented and virtual reality technology.
Abstract: Industry 4.0 or Industrial IoT both describe new paradigms for seamless interaction between humans and machines. Both concepts rely on intelligent, inter-connected cyber-physical production systems that are able to control the process flow of industrial production. As those machines take many decisions autonomously and further interact with production and manufacturing planning systems, the integration of human users requires new paradigms. In this paper, we provide an analysis of the current state-of-the-art in human-machine interaction in the Industry 4.0 domain.We focus on new paradigms that integrate the application of augmented and virtual reality technology. Based on our analysis, we further provide a discussion of research challenges.
17 citations
TL;DR: In this article, the authors examined the content of the first digitalization stage and its impact on the transformation of values of corporate people management in the second stage of digitalization, and confirmed the universal nature of corporate value orientation irrespective of the size, business focus or performance of the people management system.
Abstract: The European Union (European Parliament) understands industry 40 as a term for an environment of fast transformations of production systems and products The basic characteristic of the change in the methods of creating added value in the conditions of the fourth industrial revolution is digitalization Digitalization changes people management in two stages The first stage is the adaptation of systems to the integration of physical inputs into digital systems, and the second stage is the redefinition of values for the internal and external customer The purpose of this paper is to examine the content of the first digitalization stage and its impact on the transformation of values of corporate people management in the second stage of digitalization The study published in this paper points out the level of digitalization applied towards the internal and external customer The research results verify relations in the portfolio of corporate value and prove their present implementation of digitalization and its and importance for the future sustainability of the business The study confirmed the independence of the levels of corporate digitalization and companies’ value portfolios Furthermore, the study proved the universal nature of corporate value orientation, irrespective of the size, business focus or performance of the people management system Meaningfulness, communication and cooperation dominate in terms of importance for business sustainability The results of the study in Slovakia support the opinions of published foreign research, which emphasize the importance of introducing technological innovations aimed at employees to a much greater extent
17 citations
TL;DR: In this paper, the authors proposed a framework for developing sustainability through I4.0 in sectors of Triple Helix (Government, Organizations and Academy), which consists of benchmarking of policies and initiatives from the Science-Technology Scenario in S 4.0.
Abstract: Sustainability 4.0 (S4.0) enables sustainable development through intelligent technologies to meet economic, environmental and social demands. The main objective of this article is to propose a framework for developing S4.0 in sectors of Triple Helix (TH) (Government, Organizations and Academy). The framework consists of benchmarking of policies and initiatives from the Science-Technology Scenario in S4.0 (STS-S4.0) and the author’s experience. The STS-4.0 is a snapshot of relevant initiatives from the countries that performed best in science and technology in S4.0. This work uses the methods of bibliometric studies and content analysis of scientific articles from the Scopus database and patents publications from the Orbit database. This research resulted in a total of 19 propositions for developing sustainability through I4.0. Of these, eight are for Government, six for Organizations and five for Academy. The main scientific contribution of this work is to expand and deepen the recent block of knowledge on S4.0. As for the applied contribution, this work contributes to the conscious and sustainable development of humanity through the technological elements of I4.0, contributing to the achievement of the following SDGs proposed by the UN: 9 (Industries, Innovation and Infrastructure), 11 (Sustainable Cities and Communities) and 13 (Climate Action). The main novelty of this article is the creation of paths for Government, Organizations and Academy to interactively lead the development of global sustainability through the smart technologies of I4.0.
17 citations
References
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01 Jan 1998
TL;DR: Porter's concept of the value chain disaggregates a company into "activities", or the discrete functions or processes that represent the elemental building blocks of competitive advantage as discussed by the authors, has become an essential part of international business thinking, taking strategy from broad vision to an internally consistent configuration of activities.
Abstract: COMPETITIVE ADVANTAGE introduces a whole new way of understanding what a firm does. Porter's groundbreaking concept of the value chain disaggregates a company into 'activities', or the discrete functions or processes that represent the elemental building blocks of competitive advantage. Now an essential part of international business thinking, COMPETITIVE ADVANTAGE takes strategy from broad vision to an internally consistent configuration of activities. Its powerful framework provides the tools to understand the drivers of cost and a company's relative cost position. Porter's value chain enables managers to isolate the underlying sources of buyer value that will command a premium price, and the reasons why one product or service substitutes for another. He shows how competitive advantage lies not only in activities themselves but in the way activities relate to each other, to supplier activities, and to customer activities. That the phrases 'competitive advantage' and 'sustainable competitive advantage' have become commonplace is testimony to the power of Porter's ideas. COMPETITIVE ADVANTAGE has guided countless companies, business school students, and scholars in understanding the roots of competition. Porter's work captures the extraordinary complexity of competition in a way that makes strategy both concrete and actionable.
17,979 citations
TL;DR: In this paper, a Gaussian process classifier was used to estimate the probability of computerisation for 702 detailed occupations, and the expected impacts of future computerisation on US labour market outcomes, with the primary objective of analyzing the number of jobs at risk and the relationship between an occupations probability of computing, wages and educational attainment.
4,853 citations
TL;DR: In this article, sustainable business models (SBM) incorporate a triple bottom line approach and consider a wide range of stakeholder interests, including environment and society, to drive and implement corporate innovation for sustainability, can help embed sustainability into business purpose and processes, and serve as a key driver of competitive advantage.
2,360 citations
"Opportunities of Sustainable Manufa..." refers background in this paper
...for the environment or society [19] or they can even fundamentally contribute to solving an environmental or social problem [20]....
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TL;DR: In this paper, the authors propose a framework to position sustainable entrepreneurship in relation to sustainability innovation, which is based on a typology of sustainable entrepreneurship, including social and institutional entrepreneurship.
Abstract: The purpose of this paper is to propose a framework to position sustainable entrepreneurship in relation to sustainability innovation. The framework builds on a typology of sustainable entrepreneurship, develops it by including social and institutional entrepreneurship, i.e. the application of the entrepreneurial approach towards meeting societal goals and towards changing market contexts, and relates it to sustainability innovation. The framework provides a reference for managers to introduce sustainability innovation and to pursue sustainable entrepreneurship. Methodologically, the paper develops an approach of qualitative measurement of sustainable entrepreneurship and how to assess the position of a company in a classification matrix. The degree of environmental or social responsibility orientation in the company is assessed on the basis of environmental and social goals and policies, the organization of environmental and social management in the company and the communication of environmental and social issues. The market impact of the company is measured on the basis of market share, sales growth and reactions of competitors. The paper finds conditions under which sustainable entrepreneurship and sustainability innovation emerge spontaneously. The research has implications for theory and practitioners in that it clarifies which firms are most likely under specific conditions to make moves towards sustainability innovation. The paper makes a contribution in showing that extant research needs to be expanded with regard to motivations for innovation and that earlier models of sustainable entrepreneurship need to be refined. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.
1,129 citations
TL;DR: In this paper, the authors provide a historical view of the motivations and means for pursuing industrial symbiosis, defined to include physical exchanges of materials, energy, water, and by-products among diversified clusters of firms.
Abstract: Summary Since 1989, efforts to understand the nature of interfirm resource sharing in the form of industrial symbiosis and to replicate in a deliberate way what was largely self-organizing in Kalundborg, Denmark have followed many paths, some with much success and some with very little. This article provides a historical view of the motivations and means for pursuing industrial symbiosis—defined to include physical exchanges of materials, energy, water, and by-products among diversified clusters of firms. It finds that “uncovering” existing symbioses has led to more sustainable industrial development than attempts to design and build eco-industrial parks incorporating physical exchanges. By examining 15 proposed projects brought to national and international attention by the U.S. President’s Council on Sustainable Development beginning in the early 1990s, and contrasting these with another 12 projects observed to share more elements of self-organization, recommendations are offered to stimulate the identification and uncovering of already existing “kernels” of symbiosis. In addition, policies and practices are suggested to identify early-stage precursors of potentially larger symbioses that can be nurtured and developed further. The article concludes that environmentally and economically desirable symbiotic exchanges are all around us and now we must shift our gaze to find and foster them.
924 citations
"Opportunities of Sustainable Manufa..." refers background in this paper
...cooperation of different factories for realizing a competitive advantage by trading and exchanging products, materials, energy, water [21] and also smart data on a local level....
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