Refine
Year of publication
- 2020 (139) (remove)
Document Type
- Conference Proceeding (47)
- Article (36)
- Report (14)
- Part of a Book (12)
- Book (6)
- Other Publications (6)
- Doctoral Thesis (4)
- Master's Thesis (4)
- Journal (Complete Issue of a Journal) (4)
- Bachelor Thesis (3)
Keywords
- 3D ship detection (1)
- Accelerometers (1)
- Accessible Tourism (1)
- Actions (1)
- Adaptive (1)
- Adivasi (1)
- Agiles Lehren (1)
- Agiles Management (1)
- Apnoe (1)
- Architektur (1)
Institute
- Fakultät Architektur und Gestaltung (4)
- Fakultät Bauingenieurwesen (9)
- Fakultät Elektrotechnik und Informationstechnik (1)
- Fakultät Informatik (20)
- Fakultät Maschinenbau (5)
- Fakultät Wirtschafts-, Kultur- und Rechtswissenschaften (13)
- Institut für Angewandte Forschung - IAF (4)
- Institut für Naturwissenschaften und Mathematik - INM (2)
- Institut für Optische Systeme - IOS (8)
- Institut für Strategische Innovation und Technologiemanagement - IST (10)
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.
The transformation to an Industry 4.0, which is in general seen as a solution to increasing market challenges, is forcing companies to radically change their way of thinking and to be open to new forms of cooperation. In this context, the opening-up of the innovation process is widely seen as a necessity to meet these challenges, especially for small and medium enterprises (SMEs). The aim of the study therefore is to analyze how cooperation today can be characterized, how this character has changed since the establishment of the term Industry 4.0 at Hanover Fair in 2011 and which cooperation strategies have proven successful. The analysis consists of a quantitative, secondary data analysis that includes country-specific data from 35 European countries of 2010 and 2016 collected by the European Commission and the OECD. The research, focusing on the secondary sector, shows that multinational enterprises MNEs still tend to cooperate more than SMEs, with a slight overall trend towards protectionism. Nevertheless, there is a clear tendency towards the opening-up of SMEs. In this regard, especially universities, competitors and suppliers have become increasingly attractive as cooperation partners for SMEs.
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.
Jahresbericht 2020
(2020)
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.