609 190 (Theme FoF.NMP-2013-3 Workplaces of the future: . the new human-centered production site "Factories of the Future")—see also www.so-pc-pro.eu. In "The Innovator's Dilemma," Christensen (1997) analyzed how companies can be blindsided by high-end products from competing organizations.
Introduction
Taking the point of view of a socio-technical system involves considering three different perspectives - human, organization and technology - as well as their interdependencies (cf. Botthof and Hartmann 2015 - Industry 4.0 as a socio-technical system). They form the basis for describing the S-BPM potential to support Industry 4.0 design and implementation in Chapter 3.
The Vital Role of Humans in Production Industries
However, employees are often not involved in the innovation process (Setiawan et al.2011; Fairbank and Williams2001). High-involvement management and structural empowerment focus on sharing decision-making power within different levels in the organizational hierarchy.
Organizational Challenges of Future Production —“ Servitization ”
In particular, for product and service innovation, up-to-date technical skills need to be complemented with business knowledge (TechCity et al. 2016). However, the results suggest that the mere existence of service networks does not guarantee success in servitization (Bikfalvi et al. 2013).
Technological Challenges of Future Production Systems
But even if the vision of future production systems is well established, the design and implementation of such systems remains a challenging task. In such an environment, software, infrastructures, platforms can be offered as services that can be flexibly combined, e.g.
Conclusive Summary Industrial Challenges
Further discussion on cloud manufacturing.Computer-integrated manufacturing systems CIMS An examination of the mediating role of psychological empowerment on the relationships between work, interpersonal relationships and work outcomes.Journal of Applied Psychology. Performance effects of technology–organization–environment openness, service co-production and digital resource readiness: The case of the IT industry.International Journal of Information Management.
S-BPM ’ s Technological Capabilities
Configure the exchange of the data objects (read/write) between the S-BPM process and the relevant external applications (eg MES, ERP) (by applying Extension 2 given above). Towards the bottom (or wider side) of the pyramid, large amounts of raw (sensor) data are produced and handled, while the data towards the top (or narrower side) of the pyramid is more condensed and less frequently exchanged (Vogel-Heuser et al. 2009).
S-BPM ’ s Organizational Development Capabilities
Modeling principles and conventions (cf. GoM—Becker et al.2008) have traditionally formed the basis for representing work knowledge in terms of process models. This design reflects a set of activities to support stakeholder needs in analysis, which should be methodologically documented (cf. Mendling et al.2010).
S-BPM ’ s Human Support Capabilities
Modeling: Represents the process in terms of entities (i.e., active entities in the process), their interactions and behaviors, and the data they handle. Scoping usually includes all activities related to the definition and qualification of the object (e.g. job, tool, process) to be (re)designed.
Conclusive Summary
Thalheim (Eds.), S-BPM ONE’15 Proceedings of the 7th International Conference on Subject-Oriented Business Process Management. Personal learning environments, social media and self-regulated learning: A natural formula for connecting formal and informal learning. The internet and higher education. 2013). Business to manufacturing markup language (B2MML), Version 6. 2011). Dynamic chaining and execution of cross-organizational business processes—the jCPEX. 1985). No sense of place: The impact of electronic media on social behavior.
Information technology, operational and managerial competencies for supply chain readiness: Findings from case studies. Journal of Strategic Information Systems.
Elicitation and Analysis of the Initial Situation
To do this, employees must be able to select production jobs individually based on the current production plan. A printout of the production plan is then made and linked to technical documentation and the associated raw material. The last step of the production process is the quality control that is carried out by the Quality Manager.
The Production Manager first checks for the availability of the required material with the help of the Production Analysis System.
Process and Solution Design
Rather than modeling the topic in terms of coarse-grained organizational roles (cf. production manager, "technologist"), the researchers proposed a more fine-grained approach, focusing on behaviors such as "Plan Validation," "Material Investigation," or "Defect Investigation" reporting. ". It depends on how management will evaluate this kind of data... whether it is measured or not, we will work in the same way... given... management does not take power consumption as the final number. The results of user testing with employees must be interpreted carefully, as only three users interacted with the system.
Regarding the usability and social acceptance of the prototype, improvements must be implemented in the final system.
Case Implementation
When an employee starts a production job (topic "Work job processing" - see Fig. 4.14), the process of measuring the power consumption of the workplace-related machine is started. Then the power measurement and report form for the general work task is shown with Fig. Time estimate equation - the actual time spent on production versus the time originally planned by the technologist.
The “Workflow Execution Support Environment”, the “Matrikon OPC UA Server”, the “S-BPM Processing” and “Tracking” database were set up and configured on a central server.
Case Evaluation
People-centredness can be characterized by (1) People-centredness of the implemented solution, and (2) People-centredness of the project implementation process itself. An addition was the problem with the concurrently running system in the company that led to the perception of additional, duplication of work while using the feature. Supporting the project, some managers perceived the project as vague rather than closely related to the company's concrete business model.
Some system properties were in conflict with the proposed solutions and to a certain extent affected some project activities.
Conclusion
However, the initial situation reveals significant opportunities for improvement related to employee involvement and empowerment regarding workplace re-design. In addition, the newly introduced features are designed to allow for context-sensitive reporting of suggestions and errors. Context-sensitive elicitation provides the basis for analyzing the effects of changes (eg the affected site or work) and visualizing potential areas of improvement on the shop floor.
The evaluation reports on findings in developer workshops, focus groups and user tests conducted in parallel with the design and implementation to ensure a user-centered approach (formative part), and on findings related to the outcome of the case implementations at the given SME (summative Share).
Elicitation and Analysis of the Initial Situation
Due to the importance of product quality, the quality control area is one of the most sensitive areas for the company. The quantity control is followed by a conformity check of the received goods with respect to those already in stock. However, employee participation in workplace redesign is hampered by problems in communication and feedback.
In company B, indeed, it often happens that the same person is responsible for more than one responsibility (eg the person holding the role of Quality Manager also holds that of Safety Manager; the Administrative Manager also holds the role of Human Resource Manager), thus becoming the reference person to whom workers communicate any kind of problem, request and suggestion.
Process and Solution Design
The selection and definition of key evaluation questions correspond to the issues raised in the requirements set out in Section. Completing other fields of the form depends on the type of control selected by the user. In both cases, the goals and objectives of the focus group were presented to the users.
Specifically, in User Test I, the functionality of the Error Management component was demonstrated to users.
Case Implementation
The outcome of the user tests was taken into account as an input to the successive development steps. We conducted semi-structured interviews with workers and managers of both involved company departments. The main purpose of the semi-structured interviews was to examine workers' and managers' perceptions of goal achievement.
The IT components are installed on a server in Company B and can be accessed by workers through PCs in the inbound goods area, in the inbound goods area office, and in the project manager's office.
Case Evaluation
Ease of use and applicability: This dimension focuses on the IT system provided to support workers in achieving goals. Furthermore, all workers would really like to extend the use of the system to other departments. Many of them have noticed a general improvement in the behavior of some of the suppliers.
Very few errors were detected in relation to comparing received items with items already in stock.
Conclusion
Overall, 1,229 product errors originating from the warehouse's good entry area and the quality control department were entered into the system. However, these goals must be shared by all the different levels of the company's organization. On the one hand, they provide an effective tool to support the development process, starting with system design and iterative improvements.
On the other hand, the involvement of workers in the proposal and evaluation phases and the importance given to their feedback increases their understanding of the system as well as their motivation to use a system.
Related Work
In their taxonomy, Feigh et al. 2012) identify four fundamental elements that can be affected: (i) Function Allocation, (ii) Task Scheduling, (iii) Interaction and (iv) Content. According to Feigh et al. 2012), task sharing refers to the division of work between operators and automated systems, and task offloading aims to shift tasks from operators to automated system elements. The duration of a task can vary depending on tools used, skills of workers or other contextual factors (eg shop floor temperature) (Feigh et al.2012).
Findings from work psychology reveal that "in Western countries, the number of employees experiencing psychological problems related to occupational stress has increased rapidly" (Van der Klink et al. 2001, p. 270).
Stress-Aware Lego Assembly
There are two checkpoints in the workflow: the placing of a new order and the flow rate of the conveyor belt. Within the process, the subject 'Stress Measurement' determines the individual baseline of the test subject within the first 5 minutes. This overview contains a brief explanation of the sensor setup and the game to be played.
For this reason, the triggering behavior must be modeled within the internal behavior of the subjects.
Conclusive Summary
Task Scheduling - such a topic defines the interface between scheduling software that focuses on (timing, duration, prioritization) and the processes that need to be triggered or dynamically reassigned. Regarding the customization of interaction, the defined interaction logic in S-BPM lies within the defined topic interactions and the messages exchanged. As a result, multiple sensors can provide data on relevant properties for the inference subjects to consider.
Finally, the interaction between users and the system, as well as the content provided, can be customized.
