Die vierte industrielle Revolution, in Gang gesetzt vom Internet der Dinge, macht durch Effizienzsteigerung in der produzierenden Industrie einen Wettbewerbsvorteil möglich. Sie löst wirtschaftliche, gesellschaftliche und organisatorische Herausforderungen aus. Sich verändernde Anforderungen in der Arbeitswelt, kürzere Konjunkturzyklen, verstärkte Produktindividualisierung und sich wandelnde globale Einflussfaktoren spielen dabei eine Rolle. Der Arbeitskreis gibt Antworten auf: Was ist Industrie 4.0? Wie entwickelt sich die Arbeitswelt? Was bedeutet das für Arbeitskräfte, Unternehmen und Regionen?
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Doris HUMMER
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Member of the Provincial Government of Upper Austria for Education, Science and Research, Women and Youth, Linz |
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Introduction |
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Michael STRUGL
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Deputy Governor, State of Upper Austria, Linz |
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Introduction |
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Alan CHRISTIE
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Senior Lecturer, Business Institute, University of Ulster |
Abstract
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Work 5.0 for Gen Y- the next 10,000 working days.
A Gen Y entering the workforce today will be expected to be productive for 10,000 working days, well beyond 2050. A little over 10,000 days ago, on January 1st, 1983, The National Science Foundation’s university network backbone, a precursor to the World Wide Web, became operational. 5000 days later Web 1.0 was born, and 5000 days after that we have the ubiquitous Web 2.0, but the primary and profound shaper and driver of the shift in work patterns we all perceive is the emergent Web 3.0. A lot has changed in the past 10,000 days. The change in the next 10,000 days is likely to be even more dramatic. The architecture of the Web will be very different from today, but its version may be Web 5.0. The nature of work will be very different from today, but its version may be Work 5.0.
In this presentation we explore five trends that are influencing employment levels for the Gen Y and shaping how Work 5.0 will be done: the impact of technology on employment trends, terms of engagement and corporate culture; the impact on schooling and education in terms of the widening gap between the skills that employers seek and those that the workforce has - we will examine the evolution of Just-in-Time education; growing geographic and demographic mismatches between where jobs are appearing and where they are needed most; growing pools of untapped talent; the evolution of alternative currencies such as Bitcoin that compete with state controlled currencies both as a medium of exchange and a store of wealth.
Based on these trends, we see that the current inefficiencies in the majority of national labor markets will not be solved solely with measures that worked well in decades past. We will examine plausible and innovative working models afforded by the emerging technology. The challenge for advanced economies extends beyond restoring jobs lost to recession-many of which will never return. The long-range jobs challenge is understanding how work is changing and finding ways to prepare as many workers as possible for the jobs of the future. |
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Franz HAMMELMÜLLER
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Managing Director, SKF Österreich AG, Steyr |
Abstract
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SKF in Austria, located in Steyr is a fully owned subsidiary of the SKF AB Group, a leading global supplier of products, solutions and services within roller bearings, seals, mechatronics and lubrication systems.
The presentation will focus on the practical experience for an implementation of Successful Site Development in a relatively conservative product and application environment.
(The bearing design has principally remained unchanged since its industrialization more than 100 years ago)
Based on the strategy of the global acting SKF roller bearing manufacturer and world market leader in this business I will point out the challenges to combine the international/global interests and the strategic orientation in manufacturing (manufacturing footprint).
Knowing that in some cases roller bearings are seen as a commodity product, the cost factor is of high importance.
It’s not a secret that we in Austria and especially in the Steyr region have to deal with one of the highest salary and wage levels. Therefore we have to differentiate in other aspects.
SKF in Steyr definitely concentrates on Flexibility, Innovation and Speed as defined in our Mission Statement.
However, these specializations don’t allow us to exceed the scope of price.
The competitive price level is a must and requires innovative product development and process solutions.
The process has to have the End to End focus including up to date logistic concepts and creative manufacturing processes.
On the other hand, our research and development focus areas have to be aligned with the scope of the SKF Group strategy and our responsibility in this global structure.
Joseph Schumpeter created the theses about the „schöpferische Zerstörung“ (constructive destruction). I see this as a main part in the evolutional live cycle of products which we have to respect, if we talk about successful placed development
We have to recognize which of our products are at the end of their life cycle and we have to be open to eliminate („destruct“) these and replace these products with new developments.
The market requires all these aspects under the headline of Flexibility and Speed. The presentation will show how SKF in Steyr acts on these points in the technical and personnel direction.
The key to develop the production in our region is to utilize all possibilities of technical innovative solutions combined with the focus of the competence, experience and involvement of our human resources.
Current projects also concentrate on the problematic situation in the demographical development and consequentially miss technical specialists (gender role).
One of the most critical aspects is the involvement of all our employees in the improvement and innovation processes.
SKF developed the Business Excellence Model to drive continuous improvement activities in a structured way of working, based on the concept of the TPS (Toyota Production System).
Six Sigma and a new Project Management process assist this Business Excellence concept to „step up“ innovation projects. |
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Klaus HUTTELMAIER
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Managing Director, Robert Bosch AG, Vienna |
Abstract
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The digital networking of industrial production is moving forward, and Bosch sees major potential for Europe as a result. According to Dipl.oec. Klaus Huttelmaier, President of Robert Bosch AG and Representative of Bosch Group in Austria with responsibility for the central and eastern European region, Europe is well prepared for the next Industrial Revolution (Industry 4.0): "Thanks to the close cooperation of suppliers, users, research, and educational institutions, Europe is well-positioned to seize the opportunities arising from this development."
Industry: the driver of economic development
The advent of Web 3.0, the internet of things and services, has given rise to two major opportunities in Europe's industrial production. First, European companies develop, manufacture, sell, and export technologies and products for industrial networking. Second, the use of these technologies enhances the efficiency and competitiveness of European industry. The examples of Austria and Germany show that the industrial sector (more than 20 percent of GDP) and the maintenance of its competitiveness continue to be drivers of economic and social development. This is why countries like the United States, for instance, are attempting to (re-) industrialize their own economies. The European Commission (EC) has also published strategic papers addressing this topic. To ensure a healthy economy, the EC recommends increasing the industrial sector's share of GDP to 20 percent by 2020, up from 15 percent today. The Chinese government is focusing increasingly on the sophisticated manufacture of high-quality products.
Next step: applications and products
European companies are leaders in the realm of mechanical engineering, and this regardless of the growing competition from Asia. In the IT sector, too, European companies have extensive knowhow and a skilled workforce in the areas of embedded systems and automation technology. Now applications and related products must be brought to market quickly. Europe's companies must play an active role in shaping the path to networked production.
Bosch: playing two roles on the path to Factory 4.0
Huttelmaier also sees Bosch playing two roles on the path to the networked factory. While the company uses technologies and software to network its own manufacturing base, it also develops solutions in this area. For instance, a software suite developed by Bosch Software Innovations networks equipment in order to optimize the entire maintenance process. While seamless data sharing is one of the challenges of industrial networking, Bosch has already implemented a successful concept at the diesel injector manufacturing facility in Homburg, Germany. Here, the entire injector production process - from the supplier to the carmaker - is controlled by RFID technology (radio frequency identification).
Web 3.0: not an end in itself - new business models required
Bosch aims to connect a broad range of technical devices and systems to the internet. However, a great deal of development work is required on the path to Web 3.0, and many customers must still be persuaded of its benefits. Today, many people remain unaware of the possibilities of Web 3.0. Web 3.0 is not an end in itself. The increasing digitization of all areas of life is giving rise to new business models, and this offers significant market potential. |
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Martin KUHLMANN
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Scientist, Sociological Research Institute Goettingen, Georg-August-University, Goettingen |
Abstract
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Since newly-industrializing countries are catching up and because global production networks are using and diffusing state-of-the-art technologies, the industrial sector of high-wage countries is in a permanent need to develop the capabilities of people and organizations. The research around innovative work policies resp. high-performance work systems which focus on abilities, motivations and organizational opportunities of employees as well as organizational capabilities has pointed out that organizational performance rests not only on technological issues in itself but also on issues like work and plant organization, management structures and forms of coordination, systems of skill formation, pay systems. The basic as well as pivotal question of the production systems of the future is how and to which extend these are able to foster cooperation and to engage different types of employees, hierarchical levels and experts from different functional departments in process development activities.
Industrie 4.0 is technology-driven although proponents point out that people still matter in the factory of the future. The presentation will outline what we know about high-performance work systems and what can be done to move beyond lip service. |
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Jochen SCHLICK
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Deputy Head of Research Innovative Factory Systems, German Research Centre for Artificial Intelligence, Kaiserslautern |
Abstract
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The vision of the Internet of Things (IoT) postulates that objects of our daily life are equipped with a communication and networking core as well as sensors and even actuators to interface the physical world. Embedded systems communicating via internet can close the gap between the real world and its virtual counterpart. Ubiquitous computing and ambient intelligence are major terms describing this vision. Transferred to industrial production the IoT offers the opportunity to increase efficiency and effectiveness of industrial processes on the basis of comprehensive and actual information about products equipment and technical processes.
Key enablers for a smart factory are the tight connection between the physical artifacts and their dedicated information as well as interoperable communication using internet technologies. Major technology paradigms are the intelligent product, the communicating machine and the augmented operator.
While the IoT has been entering our daily life successfully for the last decade, many questions still remain open in terms of readiness for industry. Most issues are rather organizational than technical. The talk addresses the security issue, the new mechanism of value creation and the need for interdisciplinary qualification of associates.
The main effect of bringing the IoT to factories is the increased availability of information. However this doesn’t lead to more effectiveness by itself. The benefit arises by optimizing processes and work flows based on this information. In turn this requires a strategy and a mission defining the purpose of actions. While software is able to automate strategies, unique human capabilities are the creativity to invent such strategies and the capability to change them intuitively if necessary. This puts the human in the center of the factory resources. Technology and information are at the end means of assisting the human operator. In the context of Industry 4.0 the human becomes the conductor of factory resources.
Introducing the IoT to the factory has a deep impact on factory processes not only on a technological but also on an organizational level. In order to maximize the impact of this ongoing change, primarily experts and methods are needed to assess the benefit of new processes and added value services based on the abundant availability of information. |
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Diane-Gabrielle TREMBLAY
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Director of the CURA on work-life balance over the lifecourse; Canada Research Chair on the socio-organizational challenges of the Knowledge Economy, Télé-université, Université du Québec, Montreal |
Abstract
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| Our presentation will look at the consequences of the 4th industrial revolution for Europe and other industrialized countries as business/production/industrial location, and it will center on two main challenges that is the challenges related to production models, and those related to labor and work. After having presented elements on these challenges, we will present the policies which appear most appropriate in this context. We will look at who should be the actors at the policy level and suggest that it is not government OR industry, but rather that various social actors (government but also companies, academics, social actors and associations) should be actively involved in partnerships and cooperation. This is all the more important for Small and Medium Sized businesses who have to compete with larger firms. For them, partnerships and cooperation are essential and we will present the model of clusters, which appears to be one of the best practices. Beyond the model, we will extract from analysis of various clusters the main preconditions for these to work and be sources of creativity and innovation. this model is in our view the main policy element that should be adopted on the regional level in order to keep Europe and other industrialized countries as a production location, in the context of strong competition with the BRIC countries (Brazil, Russia, India and China), with their lower cost advantage. For Austria, European countries and other industrialized nations, the clusters and partnerships policies appear essential, but the work and labor dimension also has to be adapted. How to attract the new young workers and how to retain them in the organisation? how to respond to their demands in order for them to be creative and innovative workers. We will also look at the Human Resources challenges as well as policies that can be useful in the present global context. Work-life issues, remote working /telework and flexibility in working time are amongst the main policy options that can give a competitive edge to firms. |
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Gerhard KLEIN
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Head of Department PC Production Central, MAN Truck & Bus AG, Munich |
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Chair |
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Anke MERKL-RACHBAUER
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Manager, Investor Relations and Location Management, Business Upper Austria - OÖ Wirtschaftsagentur GmbH, Linz |
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Coordination |
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