Empathising and Defining the Strategy Development Process Adoption of Industrial 4.0 in SMEs
Keywords:
Industry 4.0, Strategy Adoption, SMEs, Design Thinking
Abstract
The advent of Industry 4.0 has become an integral part of the manufacturing industry, playing a crucial role in boosting competitiveness and enhancing productivity within companies. Small and Medium Enterprises (SMEs), which contribute significantly to the national economy, must inevitably embrace the adoption of Industry 4.0 technology. However, the implementation of this technology at the SME faces numerous obstacles. To address these challenges and facilitate the transformation to Industry 4.0 in SMEs, this research aims to construct a comprehensive adoption strategy. Currently in its preliminary stage, the strategy development process primarily involves identifying stakeholders, their needs, and the goals they aim to achieve. Design thinking, specifically the empathize and define phase, is employed as the methodological approach. The information utilized in this study originates from systematic literature reviews conducted using PRISMA. The analysis of the gathered data has identified several stakeholders, including government entities, IT experts, management personnel, and employees. However, for the purpose of creating user personas, the focus is narrowed down to management and employees. User personas are instrumental in understanding the goals and potential obstacles faced by these individuals. The culmination of this stage is the formulation of a problem statement, which will be further refined in subsequent phases of the design thinking process.
References
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[14] M. Khanda and S. Doss, “SME Cloud Adoption in Botswana: Its Challenges and Successes,” Int. J. Adv. Comput. Sci. Appl., vol. 9, no. 1, 2018, doi: 10.14569/IJACSA.2018.090165.
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[16] N. Kumar, G. Kumar, and R. K. Singh, “Analysis of barriers intensity for investment in big data analytics for sustainable manufacturing operations in post-COVID-19 pandemic era,” J. Enterp. Inf. Manag., vol. 35, no. 1, pp. 179–213, Feb. 2022, doi: 10.1108/JEIM-03-2021-0154.
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[18] M. Martinsuo and T. Luomaranta, “Adopting additive manufacturing in SMEs: exploring the challenges and solutions,” J. Manuf. Technol. Manag., vol. 29, no. 6, pp. 937–957, Jul. 2018, doi: 10.1108/JMTM-02-2018-0030.
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[20] L. Perea Muñoz, M. L. Pan Nogueras, and D. Suarez Anzorena, An ‘End to End’ Methodological Framework to Assist SMEs in the Industry 4.0 Journey from a Sectoral Perspective - an Empirical Study in the Oil and Gas Sector. in 8th Changeable, Agile, Reconfigurable and Virtual Production Conference, CARV 2021 and 10th World Mass Customization and Personalization Conference, MCPC 2021. Springer Science and Business Media Deutschland GmbH, 2022, p. 712. doi: 10.1007/978-3-030-90700-6_80.
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[25] J. Denning and K. Liyanage, “Systematic Literature Review of Industry 4.0 Implementation Frameworks Focusing on Applicability in Manufacturing SMEs,” in Advances in Transdisciplinary Engineering, M. Shafik and K. Case, Eds., IOS Press, 2022. doi: 10.3233/ATDE220559.
[26] U. Kenny, Á. Regan, D. Hearne, and C. O’Meara, “Empathising, defining and ideating with the farming community to develop a geotagged photo app for smart devices: A design thinking approach,” Agric. Syst., vol. 194, p. 103248, Dec. 2021, doi: 10.1016/j.agsy.2021.103248.
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[32] S. Demirkesen and A. Tezel, “Investigating major challenges for industry 4.0 adoption among construction companies,” Eng. Constr. Archit. Manag., vol. 29, no. 3, pp. 1470–1503, Jan. 2021, doi: 10.1108/ECAM-12-2020-1059.
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[34] E. Prodi, M. Tassinari, A. Ferrannini, and L. Rubini, “Industry 4.0 policy from a sociotechnical perspective: The case of German competence centres,” Technol. Forecast. Soc. Change, vol. 175, p. 121341, Feb. 2022, doi: 10.1016/j.techfore.2021.121341.
[35] B. A. Kadir and O. Broberg, “Human-centered design of work systems in the transition to industry 4.0,” Appl. Ergon., vol. 92, 2021, doi: 10.1016/j.apergo.2020.103334.
[36] C. Lundgren, C. Berlin, A. Skoogh, and A. Källström, “How industrial maintenance managers perceive socio-technical changes in leadership in the Industry 4.0 context,” Int. J. Prod. Res., 2022, doi: 10.1080/00207543.2022.2101031.
[37] F. Guggenmos, B. Häckel, P. Ollig, and B. Stahl, “Security First, Security by Design, or Security Pragmatism – Strategic Roles of IT Security in Digitalization Projects,” Comput. Secur., vol. 118, 2022, doi: 10.1016/j.cose.2022.102747.
[38] D. Hariyani and S. Mishra, “Organizational enablers for sustainable manufacturing and industrial ecology,” Clean. Eng. Technol., vol. 6, 2022, doi: 10.1016/j.clet.2021.100375.
[39] S. Annamalah, K. L. Aravindan, M. Raman, and P. Paraman, “SME Engagement with Open Innovation: Commitments and Challenges towards Collaborative Innovation,” J. Open Innov. Technol. Mark. Complex., vol. 8, no. 3, 2022, doi: 10.3390/joitmc8030146.
[40] A. Cotrino, M. A. Sebastián, and C. González-Gaya, “Industry 4.0 HUB: A collaborative knowledge transfer platform for small and medium-sized enterprises,” Appl. Sci. Switz., vol. 11, no. 12, 2021, doi: 10.3390/app11125548.
[41] K. A. Abuhasel and M. A. Khan, “A Secure Industrial Internet of Things (IIoT) Framework for Resource Management in Smart Manufacturing,” IEEE Access, vol. 8, pp. 117354–117364, 2020, doi: 10.1109/ACCESS.2020.3004711.
[42] A. H. El-Kady, S. Halim, M. M. El-Halwagi, and F. Khan, “Analysis of safety and security challenges and opportunities related to cyber-physical systems,” Process Saf. Environ. Prot., vol. 173, pp. 384–413, May 2023, doi: 10.1016/j.psep.2023.03.012.
Published
2023-07-31
How to Cite
Kurniawanti, K., Subagyo, S., Herliansyah, M., & Sudiarso, A. (2023, July 31). Empathising and Defining the Strategy Development Process Adoption of Industrial 4.0 in SMEs. International Journal of Innovation in Enterprise System, 7(02), 145-154. https://doi.org/https://doi.org/10.25124/ijies.v7i02.211
Section
Management and Systems Engineering
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
