scholarly journals Literature Search of Key Factors for the Development of Generic and Specific Maturity Models for Industry 4.0

2020 ◽  
Vol 10 (17) ◽  
pp. 5825
Author(s):  
Cristiano de Jesus ◽  
Rui M. Lima
Keyword(s):  
Industry 4.0 ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Specific Model ◽  
Maturity Model ◽  
New Paradigm ◽  
Readiness Assessment ◽  
Implementation Framework ◽  
Maturity Models ◽  
Medium Enterprises

The adequacy of business models to Industry 4.0 (I4.0) is an urgent requirement and a clear concern. Ways to recognize the relative position of a company and ways to evolve towards this new paradigm are an important step both for researchers and professionals. In general, most small and medium enterprises (SME) do not have their own resources or do not have the means to be fully supported by consultancies, to develop a specific model, and they do not recognize themselves as ready to initiate any action to adapt to this new paradigm. Based on the idea of identification of directions and opportunities of research about the conditions for the adoption of approaches involving readiness assessment, implementation framework, roadmap and maturity model, the main objective of this article is the identification of factors for the development of specific maturity models, oriented towards unique conditions, located in specific contexts, and that can cover both the need for self-diagnosis of the level of preparation, as well as the actions that aim to achieve a progressive reconfiguration and guided by continuous improvement towards Industry 4.0. A Systematic Literature Review (SLR) of 67 articles was conducted and resulted in the identification of two approaches to address maturity models, which are the application of existing generic models and the process of building specific ones focused on the peculiarities of certain contexts. Moreover, this work points out five factors for development of a specific maturity model: context characterization, conceptual characterization, interaction with practitioners and experts, development of surveys, and qualitative research. Additionally, this work identified the need for development of methodologies that can be applied in a more autonomous way for the development of specific maturity models.

scholarly journals A Framework for Assessing Manufacturing SMEs Industry 4.0 Maturity

2021 ◽  
Vol 11 (13) ◽  
pp. 6127
Author(s):  
Afonso Amaral ◽  
Paulo Peças
Keyword(s):  
Industry 4.0 ◽  
Industrial Revolution ◽  
Small And Medium Enterprises ◽  
Maturity Model ◽  
Holistic Model ◽  
Maturity Models ◽  
Fourth Industrial Revolution ◽  
Medium Enterprises

Under the scenario of the fourth industrial revolution, the adoption of Industry 4.0 in the day-to-day business of small and medium enterprises (SME) entails expected challenges. Focusing primarily on more advanced levels of maturity, the existing maturity models are inadequate for assessing companies with low maturity levels, such as most of existing SMEs. A framework for a maturity model tailored to SMEs is proposed in this paper, allowing for a comprehensive and high granularity assessment of these companies’ maturity levels, which then eases their integration into this industrial revolution. The proposed holistic model considers all Industry 4.0 dimensions while being detailed enough in its initial levels to properly assess SMEs at the same time.

scholarly journals Industry 4.0 Readiness Assessment

2020 ◽  
Vol 14 (2) ◽  
pp. 212-217 ◽  
Author(s):  
Bernhard Axmann ◽  
Harmoko Harmoko
Keyword(s):  
Data Storage ◽  
Industry 4.0 ◽  
Assessment Tool ◽  
Small And Medium Enterprises ◽  
Quality Data ◽  
Readiness Assessment ◽  
The Road ◽  
On The Road ◽  
The Right ◽  
Medium Enterprises

This research aims to establish an assessment tool for assessing the readiness of small and medium enterprises (SME) in industry 4.0. The assessment of the current and future status is crucial for companies to decide on the right strategy and actions on the road to a digital company. First will be compared existing tools such as: IMPULS (VDMA), PwC and Uni-Warwick. On that basis, a tool for SME will be introduce. The tool has 12 categories: data sharing, data storage, data quality, data processing, product design and development, smart material planning, smart production, smart maintenance, smart logistic, IT security, machines readiness and communication between machines. Those categories are grouped into three: data, software and hardware. Each category has five levels of readiness (from 1 to 5), with particular criteria that refer to literature studies and expert’s opinion.

scholarly journals From Barriers to Enablers: The Role of Organizational Learning in Transitioning SMEs into the Circular Economy

2021 ◽  
Vol 13 (3) ◽  
pp. 1021
Author(s):  
Sara Scipioni ◽  
Meir Russ ◽  
Federico Niccolini
Keyword(s):  
Organizational Learning ◽  
Circular Economy ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Sustainable Business ◽  
Fine Grained ◽  
Contextual Elements ◽  
Transfer And Retention ◽  
Multi Level ◽  
Medium Enterprises

To contribute to small and medium enterprises’ (SMEs) sustainable transition into the circular economy, the study proposes the activation of organizational learning (OL) processes—denoted here as multi-level knowledge creation, transfer, and retention processes—as a key phase in introducing circular business models (CBMs) at SME and supply chain (SC) level. The research employs a mixed-method approach, using the focus group methodology to identify contextual elements impacting on CBM-related OL processes, and a survey-based evaluation to single out the most frequently used OL processes inside Italian construction SMEs. As a main result, a CBM-oriented OL multi-level model offers a fine-grained understanding of contextual elements acting mutually as barriers and drivers for OL processes, as possible OL dynamics among them. The multi-level culture construct—composed of external stakeholders’, SC stakeholders’, and organizational culture—identify the key element to activate CBM-oriented OL processes. Main implications are related to the identification of cultural, structural, regulatory, and process contextual elements across the external, SC, and organizational levels, and their interrelation with applicable intraorganizational and interorganizational learning processes. The proposed model would contribute to an improved implementation of transitioning into the circular economy utilizing sustainable business models in the construction SMEs.

Another failed M&A: misaligned business models as culprit

2017 ◽  
Vol 38 (5) ◽  
pp. 18-26
Author(s):  
Gaël Le Floc’h ◽  
Laurent Scaringella
Keyword(s):  
Customer Value ◽  
Multinational Enterprises ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Empirical Studies ◽  
Empirical Literature ◽  
Content Type ◽  
Recent Debate ◽  
Definition Of ◽  
Medium Enterprises

Purpose Literature on business models (BMs) has grown ve ry rapidly since the beginning of the twenty-first century, and although the theoretical and empirical literature has developed significantly, the number of practical and management-oriented studies remains relatively low. A recent debate in the field has focused on the definition of BM invariants: sensing customer needs, creating customer value, sustaining value creation and monetizing value. Extant empirical studies have mainly focused on multinational enterprises (MNEs) and successful BMs; however, this study concentrates on the failure of BMs in the case of small and medium enterprises (SMEs). An important source of a BM’s failure is the misalignment between MNE and SME involved in an acquisition. Design/methodology/approach Looking through the lens of the four BM constants, the aim of this study is to examine the case of the acquisition Domestic Heating (an SME) by Ventilair (an MNE). Findings Although both separate entities were achieving good results and each had a specific BM, the acquisition produced poor results mainly due to the misalignment of the two BMs. The findings lead the authors to make recommendations to practitioners on avoiding BM misalignment during an acquisition. Originality/value The authors encourage practitioners to enhance communication, promote organizational experiments, acknowledge specificities of both entities, foster employee commitment and ensure homogeneity in IT system usage.

scholarly journals PENERAPAN BISNIS MODEL KANVAS DALAM PENENTUAN RENCANA MANAJEMEN USAHA KEDELAI EDAMAME GORENG

2019 ◽  
Vol 13 (01) ◽  
pp. 42
Author(s):  
Novitha Herawati ◽  
Triana Lindriati ◽  
Ida Bagus Suryaningrat
Keyword(s):  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Primary Data ◽  
Value Proposition ◽  
Middle Income ◽  
Business Model Canvas ◽  
Trade Offs ◽  
Customer Segment ◽  
Medium Enterprises

Business model canvas (BMC) is a strategic management and lean start-up template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in their aligning activities by illustrating potential trade-offs. Business model canvas focuses on the idea of creating value in a business. The purpose of implementation of BMC was to determined the best business planning of fried edamame, when it applied to the industry or MSMEs (Micro, Small and Medium Enterprises). The method in the research used descriptive method, while the data analysis used qualitative analysis. Primary data collection was obtained from interviews.  Analysis was done by compiling the initial hypothesis, hypothesis testing and verification of business model canvas (BMC). The results showed that the business model strategy for fried edamame products in the value proposition component were crispy, natural, labeled and applied good cooking oil for use. The customer segment component were the buyers of the entire Jember Regency including men and women over 20 years old with middle income. Components of revenue streams were fried edamame product sales, sale of unused oil, and sale of edamame peel to farmers, while the component channels were direct selling and retailers for fried edamame product. Keywords: business model, fried edamame, strategy, value proposition

Building Industrial Clusters in Latin America

2012 ◽  
pp. 146-166 ◽  
Author(s):  
Carlos Scheel ◽  
Leonardo Pineda
Keyword(s):  
Latin American ◽  
Business Models ◽  
Light Adaptation ◽  
Small And Medium Enterprises ◽  
Industrial Clusters ◽  
Industrialized Countries ◽  
Scarce Resources ◽  
Policies And Procedures ◽  
Value Propositions ◽  
Medium Enterprises

Analysis of more than 20 projects for clustering small and medium enterprises and supporting organizations in different Latin American countries has uncovered a number of barriers, activities, structures, strategies, policies and procedures that impact competitiveness. These factors mean that there are different appropriate industrial cluster and industrial business models appropriate for the social, economic, and business conditions of the Latin American region. It is difficult to transfer successful practices from industrialized countries to developing regions with a light adaptation, because it is impossible to have “clustering readiness” when resources are scarce, regional and industrial conditions are hostile, and associated capabilities of the participants of clustering are poor or nonexistent. These conclusions are supported by applying a methodology designed by the authors to identify global opportunities and formulate viable cluster structures, capable of converting isolated scarce resources in difficult situations, into world-class regional value propositions.

scholarly journals Measuring the Readiness of SMEs for Eco-Innovation and Industrial Symbiosis: Development of a Screening Tool

2018 ◽  
Vol 10 (8) ◽  
pp. 2861 ◽  
Author(s):  
Daniela C. A. Pigosso ◽  
Andreas Schmiegelow ◽  
Maj Munch Andersen
Keyword(s):  
Business Models ◽  
Screening Tool ◽  
Small And Medium Enterprises ◽  
Scale Up ◽  
Special Focus ◽  
Industrial Symbiosis ◽  
Business Innovation ◽  
Green Business ◽  
Potential Benefits ◽  
Medium Enterprises

Despite the high business, innovation and sustainability potential linked with eco-innovation and industrial symbiosis, limited implementation can be observed in small and medium enterprises (SMEs). In order to enhance the implementation of these concepts in SMEs, the main goal of this paper is to propose a screening tool to identify and evaluate SMEs’ potential for eco-innovation, with a special focus on industrial symbiosis and green business models aspects. In order to accomplish this goal, an action research was developed in two cycles: (1) development and testing of the screening prototype; and (2) improvement and scale-up of the enhanced screening tool, in close collaboration with the research partners. In addition to enabling a better understanding about their own internal processes and activities, the evaluation of the potential of 108 SMEs for eco-innovation provided them with detailed insights about how to reach the potential benefits with industrial symbiosis and green business models. Differently from the identified existing tools, the screening tool proposed in this research aims at supporting companies to understand what their potential for eco-innovation is, combining wider eco-innovation and industrial symbiosis opportunities and green business models, supplemented with a readiness evaluation to explore the existing potential.

Total quality management versus business process re-engineering: A question of degree

2003 ◽  
Vol 217 (1) ◽  
pp. 1-10 ◽  
Author(s):  
A Williams ◽  
J Davidson ◽  
S Waterworth ◽  
R Partington
Keyword(s):  
Business Process ◽  
Small And Medium Enterprises ◽  
Time Frame ◽  
Specific Model ◽  
Total Quality ◽  
Operational Change ◽  
Competitive Success ◽  
Definition Of ◽  
Medium Enterprises ◽  
Systems Simulation

An increasing number of manufacturing organizations are placing direct emphasis on operations improvement as a means of achieving competitive success. Small and medium enterprises (SMEs), however, generally lack the resources in capital, time and expertise to implement business process re-engineering (BPR), as has been advocated by a number of authors. This paper presents a comparative analysis of continuous improvement (CI) versus BPR approaches to operational change. Change implies risk, and SMEs naturally require a means for establishing levels of uncertainty and net return. Equally, the performance measures adopted by these two (respectively, bottom-up and top-down) approaches differ significantly and normally defy direct comparison. A dynamic systems simulation is developed from a case study within the plastics industry and is used to evaluate the implementation of either varying levels of improvement or natural processes in the case of BPR. Although it is an industry-specific model, the approach raises several implications. Of specific interest is the trade-off between performance improvement and cost, time frame and risk. Attention is also focused on evaluation of the threshold at which the two philosophies overlap and the point at which companies may make the transition between the two philosophies. The paper goes on to evaluate the decrease in the return of investment (ROI), as improvements impinge on other stages within the process, creating up- and downstream bottlenecks. It also evaluates the level of a single ‘natural process’, as a means of costing BPR implementation. The paper concludes with the definition of ROI curves, which are intended to inform SMEs in the selection of appropriate improvement strategies.

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