Evolution of a Lean Smart Maintenance Maturity Model towards the new Age of Industry 4.0

Over the last few years, the complexity of asset and maintenance management of industrial plants and machinery in the producing industry has risen due to higher competition and volatile environments. Smart factories, Internet of Things (IoT) and the underlying digitisation of a significant number of processes are changing the way we have to think and work in terms of asset management. Existing Lean Smart Maintenance (LSM) philosophy, which focuses on the cost-efficient (lean) and the learning organisation (smart) perspectives enables a value-oriented, dynamic, and smart maintenance/asset management. The associated LSM maturity model is the evaluation tool that contains the normative, strategic, and operational aspects of industrial asset management, based on which numerous reorganisation projects have already been carried out in industrial companies. However, due to the ever-increasing development of Industry 4.0 (I4.0), it is necessary to extend the model by selected aspects of digitisation and digitalisation. Based on a structured literature review (SLR) of state of the art I4.0 maturity models, we were able to investigate the essential maturity items for I4.0. To restructure and expand the existing LSM maturity model, the principle of design science research (DSR) was used. The architecture of the LSM maturity model was based on the structure of the Capability Maturity Model Integration (CMMI). Further development of a Lean Smart Maintenance maturity model thus covers the future requirements of I4.0 and data science. It was possible to enhance existing categories with new artefacts from the I4.0 range to represent the influence of cyber-physical systems (CPS), (big) data and information management, condition monitoring (CM) and more. Furthermore, the originally defined LSM-Model was restructured for a more simplified application in industrial use cases

A Human-Centeredness Maturity Model for the Design of Services in the Digital Age

A lack of measurement tools as well as a strategic and systematicapproach for companies to achieve a high degree of human-centeredness isunknown in business and research discussions. This becomes an obstacle forcompanies when designing services, which are geared to improve humans’ lives.Based on the guidelines of Design Science Research (DSR), we address this gapby developing a human-centeredness Maturity Model (MM). The design of theMM is grounded in extant literature, semi-structured interviews as well as a focusgroup involving company representatives from the field of services, servicedesign, and human-centered design. Results reveal a series of dimensions,capabilities, and stages indicating an evolutionary path towards maturity forcompanies to become truly human-centered. Becoming truly human-centeredwill allow firms to develop specific and targeted improvements initiatives, whichcould optimize resources deployment and thus, resulting in designing betterservices for the customers

Digital maturity and readiness model for Kazakhstan SMEs

The implementation of digital transformation features is highly required to provide sustainable growth and a high level of competitiveness. One of the essential components of the ensuring of SMEs readiness for digital transformation is a digital maturity model that can assess the maturity level based on the features of SMEs in Kazakhstan. This study is focused on the development of digital maturity and readiness model for Kazakhstan SMEs by revision of currently existing digital maturity models, defining the significant features of SMEs in Kazakhstan and developing dimensions, sub-dimensions and levels of the model. The proposed model consists of 6 dimensions and 15 sub-dimensions that are sufficient to assess major dimensions involved in digital transformation. The six layers are used to define the level of digital readiness. The developed model was validated through a survey conducted among 12 managers of the company with approximately 150 employees. The model allowed identifying significant areas for improvement and provided the recommendations for movement to the next maturity level

The impact of digitalization on firm performance : examining the role of digital culture and the effect of supply chain capability

Purpose The study examines the impact of digital platforms and supply chain capability on operational performance and tests the mediation effect of supply chain capability. Further, the purpose is to examine the moderating effect of digital culture and sharpen our knowledge of how organizational culture as a contextual factor affects the firm's digitalization. Design/methodology/approach The data were harvested from 194 Finnish manufacturing companies, and structural equation modeling was used to test the hypotheses. Findings The findings show that digital platforms positively and significantly affect supply chain capability. Moreover, supply chain capability mediates the relation between digital platforms and operational performance. Further, this study confirms that digital culture is a contextual factor that explains the differences in the effects of digital platforms on firm performance. Originality/value This study is one of the first attempts to examine the effect of digital culture in the context of digital platforms, supply chain capabilities, and operational performance.© Tuire Hautala-Kankaanpää. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode The author gratefully acknowledges the financial support from the Foundation of Economic Education, Finnish Cultural fund and University of Vaasa. In addition, author wants to thank the reviewers for their suggested valuable and thorough feedback, which improved the contents of this paper.fi=vertaisarvioitu|en=peerReviewed

Towards a Pay-Per-X Maturity Model for Equipment Manufacturing Companies

This Research-in-Progress paper presents a preliminary design of a maturity model for assessing the internal readiness of business-to-business equipment manufacturing companies implementing new, service-based pay-per-x (PPX) business models. By using existing maturity model design guidelines, action design research methodology as well as PPX-related literature and analogous maturity models in fields such as servitization, digitization, Industry 4.0, data-driven manufacturing and product-service systems, this paper explains how the creation of a maturity model could enable a systematic approach to implementing the new PPX business models. The paper will also provide the basis for the PPX maturity model development and validation in the future, while aiding the equipment manufacturing companies in assessing their current as-is situation in the most critical areas of PPX implementation as well as formulating a roadmap towards the implementation.publishedVersionPeer reviewe

A Digital transformation model for cooperatives of services

As Transformações Digitais são iniciativas que, com a pandemia da COVID-19, se tornaram ainda mais importantes para a competitividade das organizações. No entanto, estas iniciativas têm uma elevada taxa de insucesso, pois são processos complexos que exigem um planeamento e uma implementação cuidadosa e rigorosa. O principal objectivo desta dissertação é adaptar um binómio DTM (Digital Transformation Model)-DMM (Digital Maturity Model) às características das cooperativas de serviços. Para este objetivo, realizamos revisões sistemáticas de literatura de modo a identificar os DTMs e DMMs existentes. Os modelos são analisados e comparados (7 DTM e 20 DMM), e os mais completos são seleccionados. Em seguida, propomos vários pares DTM-DMM de entre os modelos mais completos, com base em características como a dimensão e o sector das organizações. Tendo em conta as cooperativas de serviços e as suas especificidades, seleccionamos o par considerado mais adequado para servir de base ao trabalho de adaptação. Esta adaptação é efetuada através da consulta da literatura e de especialistas em cooperativas, de modo a abranger as idiossincrasias deste tipo de organizações. Os resultados desta investigação têm implicações para a preparação e implementação de iniciativas de Transformação Digital no contexto das cooperativas de serviços. Os resultados apresentam duas ferramentas (DTM e DMM) adaptadas a este tipo de organização e que podem ser utilizadas numa abordagem combinada para o planeamento e a implementação de processos de TD rigorosos. Este têm o potencial de aumentar as taxas de sucesso da TD e, por conseguinte, melhorar a competitividade das cooperativas de serviçosDigital Transformations are initiatives that, with the COVID-19 pandemic, became even more important for the competitiveness of organisations. However, these initiatives have a high failure rate, as they are complex processes that require careful and rigorous planning and implementation. The main objective of this dissertation is to adapt a DTM-DMM binomial to the characteristics of the cooperatives of services. For this objective, we perform systematic literature reviews to identify existing DTMs and DMMs. The models are analysed and compared (7 DTM and 20 DMM), and the most complete ones are selected. Next, we propose several DTM-DMM pairs from among the most complete models, based on characteristics such as the size and sector of organisations. Taking into account the cooperatives of services and their specificities, we select the pair considered most suitable for the basis of model adaptation. This adaptation is made by consulting the literature and cooperative experts, so that it covers the idiosyncrasies of this type of organisation. The results of this research have implications for the preparation and implementation of DT initiatives in the context of the cooperatives of services. The results present two tools (DTM and DMM) adapted to this type of organisation and that can be used in a combined approach for the planning and implementation of rigorous DT processes. This has the potential to increase DT success rates and therefore improve the competitiveness of the cooperatives of services

Complementary and contingent value of SMEs' data capability and supply chain capability in the competitive environment

Purpose Scholars and practitioners increasingly recognize data as an important source of business opportunities, but research on the effect on small and medium-sized enterprises (SMEs) is limited. This paper empirically examines the complementary impact of SMEs' data capability and supply chain capability (SCC) and further tests the mediation effect of SCC between data capability and operational performance. The mediated effect of data capability is also moderated by competition. Design/methodology/approach This paper analyzes longitudinal data collected from 122 manufacturing SMEs in Finland. Hypotheses were tested by using structural equation modeling (SEM). Findings The results show that to benefit from the data capability, SMEs require a certain level of SCC to extract the value from the SMEs' data capability and support operational performance. Additionally, competition affects how SMEs benefit from data capability, as competitor turbulence moderates the complementary effect of data capability and SCC on operational performance. Originality/value This is one of the first studies examining the longitudinal effect of SMEs' data and SCC on operational performance in the current competitive environment.© Tuire Hautala-Kankaanpää. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcodefi=vertaisarvioitu|en=peerReviewed

Industry 4.0 Maturity Assessment: A multi-dimensional indicator approach

Purpose - Industry 4.0 has offered significant potential for manufacturing firms to alter and rethink their business models, production processes, strategies, and objectives. Manufacturing organizations have recently undergone substantial transformation due to Industry 4.0 technologies. Hence, to successfully deploy and embed Industry 4.0 technologies in their organizational operations and practices, businesses must assess their adoption readiness. For this purpose, a multidimensional analytical indicator methodology has been developed to measure Industry 4.0 maturity and preparedness. Design/methodology/approach- A weighted average method was adopted to assess the Industry 4.0 readiness using a case study from a steel manufacturing organization. Findings- The result revealed that the firm ranks between Industry 2.0 and Industry 3.0, with an overall score of 2.32. This means that the organization is yet to achieve Industry 4.0 mature and ready organization. Practical Implications- The multi-dimensional indicator framework proposed can be used by managers, policymakers, practitioners, and researchers to assess the current status of organizations in terms of Industry 4.0 maturity and readiness as well as undertake a practical diagnosis and prognosis of systems and processes for its future adoption. Originality/ value- Although research on Industry 4.0 maturity models has grown exponentially in recent years, this study is the first to develop a multi-dimensional analytical indicator to measure Industry 4.0 maturity and readiness

Navigating Environmental Challenges through Supply Chain Quality Management 4.0 in Circular Economy: A Comprehensive Review

The infusion of circular economy (CE) principles into supply chain management has garnered significant attention from both scholars and industry professionals. Quality management and Industry 4.0 (SCQM 4.0) have emerged as central themes due to their potential to elevate supply chain efficiency and sustainability. In pursuit of this goal, a thorough literature review is conducted, with a specific focus on quality management within circular supply chains, placing a significant emphasis on Industry 4.0 (I4.0) technologies. By analyzing 126 papers spanning from 1998 to 2023, this systematic review discerns prevailing trends, identifies research gaps, and charts future avenues for investigation. These results highlight the growing academic interest in utilizing I4.0 technology to improve quality control in circular supply chains. SCQM 4.0 is thus proposed to aid in a better comprehension of Supply Chain Quality Management 4.0, which incorporates infrastructure practices rooted in various disruptive technologies and supply chain operations that link with sustainable performance with three key metrics of input management, waste handling, and preservation concentrating solely on the environmental aspect. Based on this research, we offer a four-tiered SCQM 4.0 practice path to achieve a CE

A Framework for Assessing Digital Maturity in Organizations

For today's businesses, the move to digital transformation and the use of disruptive technologies for survival and growth is inevitable and can create many innovative opportunities for them. In order for organizations to move in this direction and design a roadmap for their digital transformation, they must first have a comprehensive and holistic understanding of the current digital situation of themselves. Assessing digital maturity can be the first step in developing the roadmap of digital transformation. Since digital transformation is not a one-dimensional issue and involves many dimensions in the organization, so identifying and paying attention to these dimensions can make it easier to plan for the digital transformation of the organization. This is possible with the help of digital maturity models. This study was conducted to provide a framework for assessing digital maturity. The research method used here was a systematic literature review. Dimensions of digital maturity in this framework include "strategy", "governance and leadership", "business model and ecosystem", "culture and skills", "process", "employee experience", "customer experience", "technology", "data" "Innovation" were identified and then 69 indicators related to each dimension were introduced