A literature review is conducted using the Kemmis and McTaggart framework for studying practice based on individual-social, objective-subjective dichotomies leading to an integrated reflexive-dialectical approach.Five roles are suggested for the practitioner in leading and influencing change, namely that of a Communication Architect, a Story-enabler, an Empathiser, an Engager and a Community Builder.These roles go beyond the traditional informative role, to practitioners co-constructing communication with stakeholders during change.With new ways of thinking about change management, there is the possibility for new methods of educating practitioners beyond the traditional qualification or professional certification.
These would require greater collaboration between scholars and practitioners in creating vehicles for continuous learning. The major issues with the adoption of digital techniques and Industry 4.0 initiatives can be summarized as a lack of readiness, with organizations not being able to realistically perceive the benefits on offer 4, 5. Next Article in Journal Intelligence Comes from WithinPersonality as a UI Paradigm for Smart Spaces. Previous Article in Journal Shaft Integrated Electromagnetic Energy Harvester with Gravitational Torque. Please note that many of the page functionalities wont work as expected without javascript enabled. European Journal of Investigation in Health, Psychology and Education (EJIHPE). International Journal of Environmental Research and Public Health (IJERPH). International Journal of Turbomachinery, Propulsion and Power (IJTPP). Journal of Open Innovation: Technology, Market, and Complexity (JOItmC). Journal of Otorhinolaryngology, Hearing and Balance Medicine (OHBM). Journal of Theoretical and Applied Electronic Commerce Research (JTAER). Find support for a specific problem in the support section of our website. Please let us know what you think of our products and services. Visit our dedicated information section to learn more about MDPI. A Conceptual Framework to Support Digital Transformation in Manufacturing Using an Integrated Business Process Management Approach. Received: 31 May 2020 Revised: 20 June 2020 Accepted: 23 June 2020 Published: 27 June 2020. 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 4.0, 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 4.0 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 4.0 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 4.0 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 4.0. ![]() The focus has shifted drastically from digitization (conversion of data to digital form) to digitalization that is focused on the organizational process or business process of the technologically-induced change within industries, organizations, and markets 1. The digitalization of manufacturing industries has enabled new production processes using the key technology trends of Industry 4.0 and its design principles 2, 3, as shown in Figure 1.
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