Future competence at shopfloor in the era of Industry 4.0 - A case study in Norwegian industry

Industry 4.0 technologies with the vision of smart factories will dominate the manufacturing industry for the next decades. Hence, the application of digital technologies of modern IT and communication technologies to enable machines, products, and human being exchanging information with each other will be of high importance. Consequently, more complex manufacturing processes will evolve and affecting the interplay of humans and technology. Thus, we argue that the competence needed for the future will change to successfully integrate industry 4.0 technologies. From this perspective, sufficient and correct competence will be a critical success factor enabling to integrate and to apply required new digital technologies at shopfloor. Hence, both technical professionals and operators at shop floor will be involved. Case studies from six Norwegian industry companies are used to illustrate how future competence at shopfloor must fit into the era of industry 4.0. Our empirical evidence shows that both upskilling and reskilling is necessary to success with the digital transformation and a good starting point is the operators’ positive attitude to upskill their competence. How to manage this has to be included in a digital strategy. This article will provide an important contribution on how companies can solve the issues as evolution of competence for future success in the era of industry 4.0, which should be relevant to both industry and academia.publishedVersio

Technological practices in the European auto industry: Exploring cases from Belgium, Germany and Portugal

The relation between work organisation and technological practices in auto industry is analysed in this article. The concept of “technological practice” in this sector is used to describe the specific ways of embedding information and communication technology applications into the organizational forms and cultural patterns. This concept was developed with the Sowing project (TSER, DG XII) and that approach included either the shop floor co-operation up to the regionally based networks of companies and supporting institutions. The authors studied different sectors in the automotive firms of different European countries (Germany, Belgium and Portugal): shopfloor and production lines, design and management and the local inter-relationships. It was underlined some evidencies of the different alternatives in terms of technological practices for the same sector. Much of the litterature try to disseminate an idea of a single (and optimum) organisational model for the same type of product. And here, even with the same type of technology, and of product (medium-high range), one can find different models, different cultures, different ways of organising the industrial structure (firms, regional institutions, R&D centres) in the same sector (auto industry).Automobile sector; technological practice; Information and Communication Technologies; work organisation; industrial structure; production models

The changing role of shop-floor operators in zero defect manufacturing

In the journey towards zero defect manufacturing, digital technologies aiming to improve different aspects of production and quality control will be of high importance. This will not replace existing management approaches such as lean manufacturing, including continuous improvement at the shop-floor level. A single case study is performed, where we have examined various aspects that influence a successful continuous improvement for reducing scrap parts and prevent further propagation in interaction with new zero-defect solutions. The aim is to identify the changing roles of the shop-floor operators and we highlight that they still will remain a key part of the system.publishedVersio

Shopfloor workers' experiences of and responses to quality management

Whilst a high percentage of organisations claim to be using practices associated with quality management, there has been a lack of research that explore shopfloor accounts of their experiences of quality management (Clark et al., 1998; Bacon, 1999). This research examines shopfloor worker experiences of and responses to quality management in two manufacturing companies, with a focus upon human resource issues. The study examines how the 'rhetoric' of quality management was experienced in the workplace. It reveals that shopfloor responses were shaped not only by the formal translation of quality management into the workplace, but also by other factors. These included the degree of acceptance from the trade union (or consultative committee). This issue has been raised in the literature (Edwards et al., 1998). However, responses were also affected by lateral relationships that fall outwith the formal management/employee interface. This has not been widely recognised to date. Specifically, informal workplace relationships formed another filter through which quality management was judged. Furthermore, responses were also moulded by perceptions of the needs of key external stakeholders. These included the customer, and non-work based stakeholders including the family and in one case presented here, the local community. This study suggests that in order to produce a deeper understanding of employee experiences of work, both vertical and lateral relationships must be acknowledged and accounted for. This approach helps explain why workers may retain their loyalty to a firm, despite downsizing, insecurity and day-to-day frustrations or why they may appear to have assimilated the quality management rhetoric, at the same time as feeling an intense alienation from work

Organisational Implementation of Collaboration Technologies - an integrative review

The paper presents an integrative review of field-based research on organisational implementation of collaboration technologies. Based on a typology of collaboration technologies, findings from previous implementation research related to different types of technologies are identified and discussed. A taxonomy of implementation factors is presented, that may serve as the basis for further implementation research and development of implementation strategies for different types of collaboration technology

Industrial restructuring : challenges and demands imposed by flexible specialisation on manufacturing : A case study of two firms in the Western Cape

Bibliography: leaves 91-94.The paper argues that while findings justify a neo-Fordist assertion, firms are making considerable progress in the process of restructuring towards greater flexibility. There is significant progress in relations between management and labour. These changes cannot only be attributed to flexible specialisation, but also to new the political scenario in the country and globally

Improving the performance of a SME in the cutlery sector using lean thinking and digital transformation

The main purpose of this paper is to show that if three specific contextual factors are present in a company, it is possible to achieve great performance improvements with a lean and industry 4.0 implementation. In terms of research methods, a case study was carried out of a project to implement digitalization and Lean practices in a cutlery company, which in fact encompassed a project of master’s degree in engineering and industrial management. Thus, the research question is: “It is possible to achieve major improvements in a lean and industry 4.0 implementation if three specific contextual factors are present in the company, namely (i) commitment of top management, (ii) knowledge on digitalization and lean, and (iii) very low Value-Added Ratio?”. Regarding the company project, action-research was adopted, and the project team began by mapping and diagnosing the production processes of the two product families (knives and spoons/forks). High levels of work in process, long throughput times, poor flow planning and control, and high stocks of finished products, quickly stood out in both families. Improvement proposals were developed and implemented, namely: (i) creation of a production scheduling and control system, (ii) improvement of the warehouse stock management system, and (iii) adoption of new routines, management tools, visual management, and kaizen meetings. The results achieved were excellent (e.g., throughput time reduced by 27.6% and productivity increased by 36.5%) and aligned with Sustainable Development Goals SDG 9 and 12. The findings of this study corroborate that exceptional results in the company performance can be achieved through a lean and industry 4.0 intervention, if the three referred contextual factors occur.This work has been supported by FCT—Fundação para a Ciência e Tecnologia within the R&D Units Project Scope: UIDB/00319/2020

Establishing production service system and information collaboration platform for mold and die products

This paper investigates how the new concept of product service systems can be used and extended to transform, elevate, and revitalize traditional equipment manufacturing industry such as the Mold and Die (MD) sector. A mold and die production service systems (MPSS) framework is established based on recent developments within our industrial collaborators. Within the MPSS framework, MD manufacturers become more specialized in producing MD products and components while sharing and outsourcing manufacturing-oriented services (MOS) from a service provider. Typical services include collaborative order pooling and release, collaborative project progress status tracking, contractor-managed collaborative outsourcing, collaborative product design, collaborative production planning and scheduling, and after-sales technical supports. MOSs are designed, developed, and deployed as SaaS (software as application services) following the service-oriented architecture. Collectively, they form iMPSS-an Information and Collaboration Platform that enables MPSS. The use of iMPSS leads to benefits for stakeholders involved in providing mold and die functionality including better shopfloor decisions and reduced IT investments. © 2010 The Author(s).published_or_final_versionSpringer Open Choice, 21 Feb 201