Perspectives of Integrated “Next Industrial Revolution” Clusters in Poland and Siberia

Rozdział z: Functioning of the Local Production Systems in Central and Eastern European Countries and Siberia. Case Studies and Comparative Studies, ed. Mariusz E. Sokołowicz.The paper presents the mapping of potential next industrial revolution clusters in Poland and Siberia. Deindustrialization of the cities and struggles with its consequences are one of the fundamental economic problems in current global economy. Some hope to find an answer to that problem is associated with the idea of next industrial revolution and reindustrialization initiatives. In the paper, projects aimed at developing next industrial revolution clusters are analyzed. The objective of the research was to examine new industrial revolution paradigm as a platform for establishing university-based trans-border industry clusters in Poland and Siberia47 and to raise awareness of next industry revolution initiatives.Monograph financed under a contract of execution of the international scientific project within 7th Framework Programme of the European Union, co-financed by Polish Ministry of Science and Higher Education (title: “Functioning of the Local Production Systems in the Conditions of Economic Crisis (Comparative Analysis and Benchmarking for the EU and Beyond”)). Monografia sfinansowana w oparciu o umowę o wykonanie projektu między narodowego w ramach 7. Programu Ramowego UE, współfinansowanego ze środków Ministerstwa Nauki i Szkolnictwa Wyższego (tytuł projektu: „Funkcjonowanie lokalnych systemów produkcyjnych w warunkach kryzysu gospodarczego (analiza porównawcza i benchmarking w wybranych krajach UE oraz krajach trzecich”))

Special Session on Industry 4.0

No abstract available

Energy-efficient through-life smart design, manufacturing and operation of ships in an industry 4.0 environment

Energy efficiency is an important factor in the marine industry to help reduce manufacturing and operational costs as well as the impact on the environment. In the face of global competition and cost-effectiveness, ship builders and operators today require a major overhaul in the entire ship design, manufacturing and operation process to achieve these goals. This paper highlights smart design, manufacturing and operation as the way forward in an industry 4.0 (i4) era from designing for better energy efficiency to more intelligent ships and smart operation through-life. The paper (i) draws parallels between ship design, manufacturing and operation processes, (ii) identifies key challenges facing such a temporal (lifecycle) as opposed to spatial (mass) products, (iii) proposes a closed-loop ship lifecycle framework and (iv) outlines potential future directions in smart design, manufacturing and operation of ships in an industry 4.0 value chain so as to achieve more energy-efficient vessels. Through computational intelligence and cyber-physical integration, we envision that industry 4.0 can revolutionise ship design, manufacturing and operations in a smart product through-life process in the near future

Industry 4.0: The Future of Indo-German Industrial Collaboration

Industry 4.0 can be described as the fourth industrial revolution, a mega- trend that affects every company around the world. It envisions interconnections and collaboration between people, products and machines within and across enterprises. Why does Industry 4.0 make for an excellent platform for industrial collaboration between India and Germany? The answers lie in economic as well as social factors. Both countries have strengths and weakness and strategic collaboration using the principles of Industry 4.0 can help both increase their industrial output, GDP and make optimal use of human resources. As a global heavy weight in manufacturing and machine export, Germany has a leading position in the development and deployment of Industry 4.0 concepts and technology. However, its IT sector, formed by a labor force of 800,000 employees, is not enough. It needs more professionals to reach its full potential. India, on the other hand, is a global leader in IT and business process outsourcing. But its manufacturing industry needs to grow significantly and compete globally. These realities clearly show the need for Industry 4.0-based collaboration between Germany and India. So how does Industry 4.0 work? In a first step, we look at the technical pers- pective – the vertical and horizontal integration of Industry 4.0 principles in enterprises. Vertical integration refers to operations within Smart Factories and horizontal integration to Smart Supply Chains across businesses. In the second step, we look at manufacturing, chemical industry and the IT sector as potential targets for collaboration between the two countries. We use case studies to illustrate the benefits of the deployment of Industry 4.0. Potential collaboration patterns are discussed along different forms of value chains and along companies’ ability to achieve Industry 4.0 status. We analyse the social impact of Industry 4.0 on India and Germany and find that it works very well in the coming years. Germany with its dwindling labor force might be compensated through the automation. This will ensure continued high productivity levels and rise in GDP. India, on the other hand has a burgeoning labor market, with 10 million workers annually entering the job market. Given that the manufacturing sector will be at par with Europe in efficiency and costs by 2023, pressure on India’s labor force will increase even more. Even its robust IT sector will suffer fewer hires because of increased automation. Rapid development of technologies – for the Internet of Things (IoT) or for connectivity like Low-Power WAN – makes skilling and reskilling of the labor force critical for augmenting smart manufacturing. India and Germany have been collaborating at three levels relevant to Industry 4.0 – industry, government and academics. How can these be taken forward? The two countries have a long history of trade. The Indo-German Chamber of Commerce (IGCC) is the largest such chamber in India and the largest German chamber worldwide. VDMA (Verband Deutscher Maschinen- und Anlagenbau, Mechanical Engineering Industry Association), the largest industry association in Europe, maintains offices in India. Indian key players in IT, in turn, have subsidia- ries in Germany and cooperate with German companies in the area of Industry 4.0. Collaboration is also supported on governmental level. As government initiatives go, India has launched the “Make in India” initiative and the “Make in India Mittelstand! (MIIM)” programme as a part of it. The Indian Government is also supporting “smart manufacturing” initiatives in a major way. Centers of Excellence driven by the industry and academic bodies are being set up. Germany and India have a long tradition of research collaboration as well. Germany is the second scientific collaborator of India and Indian students form the third largest group of foreign students in Germany. German institutions like the German Academic Exchange Service (DAAD) or the German House for Research and Innovation (DWIH) are working to strengthen ties between the scientific communities of the two countries, and between their academia and industry. What prevents Industry 4.0 from becoming a more widely used technology? Recent surveys in Germany and India show that awareness about Industry 4.0 is still low, especially among small and medium manufacturing enterprises. IT companies, on the other hand, are better prepared. There is a broad demand for support, regarding customtailored solutions, information on case studies and the willingness to participate in Industry 4.0 pilot projects and to engage in its platform and networking activities. We also found similar responses at workshops conducted with Industry 4.0 stakehold- ers in June 2017 in Bangalore and Pune and in an online survey. What can be done to change this? Both countries should strengthen their efforts to create awareness for Industry 4.0, especially among small and medium enterprises. Germany should also put more emphasis on making their Industry 4.0 technology known to the Indian market. India’s IT giants, on the other hand, should make their Industry 4.0 offers more visible to the German market. The governments should support the establishing of joint Industry 4.0 collaboration platforms, centers of excellence and incubators to ease the dissemination of knowledge and technology. On academic level, joint research programs and exchange programs should be set up to foster the skilling of labor force in the deployment of Industry 4.0 methods and technologies

Fourth Industrial Revolution: Current Practices, Challenges, and Opportunities

The globalization and the competitiveness are forcing companies to rethink and to innovate their production processes following the so-called Industry 4.0 paradigm. It represents the integration of tools already used in the past (big data, cloud, robot, 3D printing, simulation, etc.) that are now connected into a global network by transmitting digital data. The implementation of this new paradigm represents a huge change for companies, which are faced with big investments. In order to benefit from the opportunities offered by the smart revolution, companies must have the prerequisites needed to withstand changes generated by “smart” system. In addition, new workers who face the world of work 4.0 must have new skills in automation, digitization, and information technology, without forgetting soft skills. This chapter aims to present the main good practices, challenges, and opportunities related to Industry 4.0 paradigm

How data will transform industrial processes: crowdsensing, crowdsourcing and big data as pillars of industry 4.0

We are living in the era of the fourth industrial revolution, namely Industry 4.0. This paper presents themain aspects related to Industry 4.0, the technologies thatwill enable this revolution, and the main application domains thatwill be affected by it. The effects that the introduction of Internet of Things (IoT), Cyber-Physical Systems (CPS), crowdsensing, crowdsourcing, cloud computing and big data will have on industrial processeswill be discussed. Themain objectiveswill be represented by improvements in: production efficiency, quality and cost-effectiveness; workplace health and safety, as well as quality of working conditions; products' quality and availability, according to mass customisation requirements. The paper will further discuss the common denominator of these enhancements, i.e., data collection and analysis. As data and information will be crucial for Industry 4.0, crowdsensing and crowdsourcing will introduce new advantages and challenges, which will make most of the industrial processes easier with respect to traditional technologies

Challenges in implementing Industry 4.0 technologies in manufacturing companies

Industry 4.0 originates from the German wording ”Industrie 4.0” and it was introduced publicly for the first time at the Hannover Fair 2011. The German government produced a report of Germany’s future actions regarding Industry 4.0 and after that, the research and buzz around the fourth Industrial revolution has been substantial. Many areas of the subject remain merely unresearched. This research will cover a service provider's perspective on the different challenges of implementing Industry 4.0 technologies. The Industry 4.0 technologies are divided into base technologies and front-end technologies as in the framework by Frank et al. (2019). The base technologies are: (1) Internet of Things, (2) Cloud, (3) Big Data and (4) Analytics. The base technologies enable the concept of Industry 4.0 and the front-end technologies. These technologies can be used for different kinds of optimization, predictive maintenance etc. The implementation of these technologies includes various challenges, which are in this research, categorized in the following way: • Managerial • Business-related • Technological The primary data for this thesis is interviews with case company X. X is a Finnish startup specializing in end-to-end IoT-systems for the manufacturing industry. They have experience from different kinds of projects such as hydro plants and heavy industry machinery. I interviewed two members of X’s board which are both experienced in their own fields of specialization. New aspects to the existing research will be achieved with a semi-structured interview. Case company X’s successful sales process usually starts from preliminary discussions and leads to a Proof of Concept (PoC). A proof of concept is the best and most common way for the implementation of their solutions, but that is usually where the problems occur¬¬ in the above-mentioned categories. Key challenges of implementation of Industry 4.0 technologies include communication, lack of a clear business case and security issues. New innovative Industry 4.0 solutions mix the digital and physical worlds and enable new business- and revenue models. The implementation process of Industry 4.0 solutions isn’t yet comprehensively researched and there are many interesting research topics for the future in all of the three categories named in this research. In addition to the named challenges, politics and legislation effect the future of Industry 4.0. Global challenges such as sustainability and labour supply can also be more thoroughly handled with the Industry 4.0 framework in the future