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Digitalization is one of the most frequently discussed topics in industry. New technologies, platform concepts and integrated data models do enable disruptive business models and drive changes in organization, processes, and tools. The goal is to make a company more efficient, productive and ultimately profitable. However, many companies are facing the challenge of how to approach digital transformation in a structured way and to realize these potential benefits. What they realize is that Product Lifecycle Management plays a key role in digitalization intends, as object, structure and process management along the life cycle is a foundation for many digitalization use cases. The introduced maturity model for assessing a firm’s capabilities along the product lifecycle has been used almost two hundred times. It allows a company to compare its performance with an industry specific benchmark to reveal individual strengths and weaknesses. Furthermore, an empirical study produced multidimensional correlation coefficients, which identify dependencies between business model characteristics and the maturity level of capabilities.
Die Nibelungenbrücke Worms
(2020)
Despite the importance of Social Life Cycle Sustainability Assessment (S-LCSA), little research has addressed its integration into Product Lifecycle Management (PLM) systems. This paper presents a structured review of relevant research and practice. Also, to address practical aspects in more detail, it focuses on challenges and potential for adoption of such an integrated system at an electronics company.
We began by reviewing literature on implementations of Social-LCSA and identifying research needs. Then we investigated the status of Social-LCSA within the electronics industry, both by reviewing literature and interviewing decision makers, to identify challenges and the potential for adopting S-LCSA at an electronics company. We found low maturity of Social-LCSA, particularly difficulty in quantifying social sustainability. Adoption of Social-LCSA was less common among electronics industry suppliers, especially mining & smelting plants. Our results could provide a basis for conducting case studies that could further clarify issues involved in integrations of Social-LCSA into PLM systems.
This paper examines the corporate organisational aspects of the implementation of Industry 4.0. Industry 4.0 builds on new technologies and appears as a disruptive innovation to manufacturing firms. Although we do have a good understanding of the technical components, the implementation of the management and organisational aspects of Industry 4.0 is under-researched. It is challenging to find qualitative empirical evidence which provides comprehensive insights about real implementation cases. Based on a case study in a German high value manufacturing firm, we explore the corporate organisation and implementation of Industry 4.0. By using the framework of Complex Adaptive System (CAS), we have identified three key factors which facilitate the implementation of Industry 4.0 namely 1.) Organisational structure changes such as the foundation of a central department for digital transformation, 2.) The election of a Chief Digital Officer as a personnel change, and 3.) Corporate opening up towards cooperating with partners as a cultural change. We have furthermore found that Lean Management is an important enabler that ensures readiness for the adoption of Industry 4.0.
Traditional Western philosophy, cognitive science and traditional HCI frameworks approach the term digital and its implications with an implicit dualism (nature/cul-ture, theory /practice, body/mind, human/machine). What lies between is a feature of our postmodern times, in which different states, conditions or positions merge and co-exist in a new, hybrid reality, a “continuous beta” (Mühlenbeck & Skibicki, 2007) version of becoming .Post-digitality involves the physical dimensions of spatio-temporal engagements. This new ontological paradigm reconceptualizes digital technology through the ex-perience of the human body and its senses, thus emphasizing form-taking, situation-al engagement and practice rather than symbolic, disembodied rationality. This rais-es two questions in particular: how to encourage curiosity, playfulness, serendipity, emergence, discourse and collectivity? How to construct working methods without foregrounding and dividing the subject into an individual that already takes posi-tion? This paper briefly outlines the rhizomatic framework that I developed within my PhD research. This attempts to overcome two prevailing tendencies: first, the one-sided view of scientific approaches to knowledge acquisition and the pure-ly application-oriented handling of materials, technologies and machines; second, the distanced perception of the world. In contrast, my work involves project-driven alchemic curiosity and doing research through artistic design practice. This means thinking through materials, technologies and machinic interactions. Now, at the end of this PhD journey, 10 interdisciplinary projects have emerged from this ontological queer-paradigm that is post-digital–crafting 4.0. Below I illustrate this approach and its outcomes.
Pop-up Workshopreihe
(2020)
Production and marketing of cereal grains are some of the main activities in developing countries to ensure food security. However, the food gap is complicated further by high postharvest loss of grains during storage. This study aimed to compare low‐cost modified‐atmosphere hermetic storage structures with traditional practice to minimize quantitative and qualitative losses of grains during storage. The study was conducted in two phases: in the first phase, seven hermetic storage structures with or without smoke infusion were compared, and one selected structure was further validated at scaled‐up capacity in the second phase.
Von wegen Bauschutt
(2020)
RC-Betone sind keine Neu-Entwicklungen, aber sie erleben seit circa 15 Jahren in Deutschland eine Renaissance mit Materialzusammensetzungen, die den heutigen Anforderungen an Normalbetone gerecht werden. Es gab immer wieder Abschnitte in der (Bau-)Geschichte, in denen Gebäude aus Ziegelsplitt-Betonen errichtet wurden, wie das Max-Kade-Studentenwohnheim in Stuttgart und das Technische Rathaus in Tübingen. Beide stammen aus der Nachkriegszeit und weisen einen guten Erhaltungszustand auf. Sie sind Beispiele für die Bewährung "historischer" Ziegelsplitt-Betone in der Baupraxis und ihre lange technische Lebensdauer.
Weder für moderne Recycling-Betone gemäß Regelwerk noch für Ziegelsplittbetone der Nachkriegsjahre bestehen prinzipielle Bedenken gegen deren Einsatz oder die Weiternutzung im Hochbau. Die Autoren wünschen sich mehr Akzeptanz und Vertrauen in Recyclingbaustoffe und dass sich für "Vintage" im Baubereich irgendwann ein ähnliches Interesse herausbildet wie für Vintage-Möbel oder Used-Look-Kleidung - und dies nicht nur hinsichtlich der Wiederverwendung gebrauchter Türen und Treppen, sondern auch für mineralische Massenbaustoffe wie Beton. Der Beitrag veranschaulicht anhand erfolgreich realisierter Objektbeispiele, wie Hochhäuser (z.B. das Studentenwohnheim Max-Kade-Haus in Stuttgart, 1953, aus Bauschuttbeton) oder Sakralgebäude (Fatima-Kirche in Kassel aus Sichtbeton mit Ziegelbruch, 60 Jahre alt) sowie auch Verwaltungsbauten (Technisches Rathaus in Tübingen aus den 1950er Jahren) erfolgreich und nachhaltig mit Recyclingmaterialien errichtet wurden.