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Business ecosystem analysis of companies undergoing digital transformation - A case study analysis
(2021)
Towards a Methodology to Determine Intersubjective Data Values in Industrial Business Activities
(2021)
This paper contributes to a valuation framework for valuing data as an intangible asset. Especially those industrial manufacturers developing and delivering holistic digital solutions are limited in calculating the true business value of data initiatives. Since the value of data is strongly dependent on the respective use case, a completely objective valuation is not possible. This complicates decision-making on the internal side regarding investments in digital transformation, and on the external side to communicate existing benefits to third parties via financial reporting. Therefore, the target is to design a valuation framework that allows industrial manufacturers to determine an intersubjective, i.e., traceable and transparent, data value. In order to develop a framework that can be applied in practice, the approach is based on industrial case study research.
Das Ziel des Forschungsprojekts ‚MarryIT‘ war es, KMU bei der Umsetzung von Industrie-4.0-Anwendungsfällen (sog. Nutzenpotenzialen) zu unterstützen. Sie sollen eine Entscheidungsgrundlage erhalten, die es ihnen ermöglicht, ressourcenschonend die auf Basis ihrer Ausgangssituation am besten geeigneten Nutzenpotenziale auszuwählen. Dies soll durch die gezielte und strukturierte Aufnahme der Ist-Landschaft im Unternehmen geschehen. Diese soll mit den gewählten Nutzenpotenzialen abgeglichen werden. Auf dieser Basis soll den Unternehmen eine Grundlage für eine erfolgreiche Investitionsentscheidung geboten werden, die die Unternehmen benötigen. So erhalten KMU die Möglichkeit, ihre begrenzten finanziellen Mittel unterstützt durch ein methodisches Vorgehen mit Bedacht einzusetzen und das Risiko einer Fehlinvestition zu umgehen.
Diese Zielsetzung wurde konkret durch die Entwicklung einer mobilen Anwendung umgesetzt, die es den Unternehmen ermöglicht, die in ‚MarryIT‘ entwickelte Methode anzuwenden. Dafür werden zunächst Nutzenpotenziale selektiert. Als nächstes wird mithilfe des entwickelten Steckbriefs die Ist-Systemlandschaft, bestehend aus IT-Systemen, Schnittstellen und OTSystemen, aufgenommen. Diese wird dann mit den ausgewählten Nutzenpotenzialen automatisiert abgeglichen. Daraus wird ersichtlich, welche Nutzenpotenziale direkt umsetzbar sind und welche Nutzenpotenziale welchen Übereinstimmungrad mit den anderen selektierten Nutzenpotenzialen aufweisen. Daraufhin wird die Schwierigkeit der Umsetzung für jedes Nutzenpotenzial für die Integration sowie konkrete Handlungsmaßnahmen zur Integration, auf Einzelsystemebene abgeleitet.
Vor sich finden Sie den Leitfaden zur Anwendung der „MarryIT“-Methodik zur Vernetzung der Systeme auf ihrem Shopfloor mit den Systemen auf Ihrem Office-Floor. Bei den Shopfloor-Systemen wird oft von OT-Systemen (Operational Technology) und bei den Office-Floor-Systemen von IT-Systemen gesprochen. Das Ziel ist es, die Anwendungsfälle (auch als Nutzenpotenziale bezeichnet) auszuwählen, die sich für eine Vernetzung eignen und mit der bestehenden Systemlandschaft ermöglicht werden können. Darüber hinaus können Sie mit der vorliegenden Methode gezielt entscheiden, wie Sie Ihre Systemlandschaft zur Realisierung der Anwendungsfälle weiterentwickeln können. Die Methode soll Ihnen helfen, diesen Prozess durch den Einsatz eines strukturierten Vorgehens anzugehen und dabei unterstützen, die für Sie besten Entscheidungen zu treffen. Sie können statt der analogen Variante ebenfalls die mobile Webanwendung zur Durchführung der Methode verwenden: marryit-tool.fir.de
Die digitale Transformation ist das bestimmende Managementthema unserer Zeit. Gleichzeitig stellt die erfolgreiche Digitalisierung die Unternehmensführungen weltweit vor enorme Herausforderungen. Jenseits der Chancen für neue Wertschöpfungsströme gehen viele Unternehmen diesen Megatrend nicht proaktiv an, sondern sind den technologischen Entwicklungen gegenüber eher reaktiv eingestellt. Der folgende Beitrag behandelt die Theorie, Konzeption und konkrete Realisierung eines Werkzeugs zur systematischen Vorbereitung für die digitale Transformation von Unternehmen. Durch die Darstellung integrierter Handlungsfelder als sogenannte Heatmap werden Stärken und Schwächen der eigenen Position hinsichtlich der Digitalisierung transparent dargestellt. Hierbei wird die digitale Transformation nicht nur technologisch, sondern aus multidimensionalen Perspektiven betrachtet. Hierdurch werden Zusammenhänge schnell ersichtlich, und Handlungsmaßnahmen können einfach abgeleitet werden. Das konzipierte Werkzeug bietet hierbei Diskussionsanreiz und hilft bei der Entscheidungs- sowie Maßnahmenpriorisierung zur erfolgreichen Gestaltung der digitalen Transformation.
Durch die zunehmende Globalisierung und Digitalisierung sowie die daraus resultierende Transparenz ist der Schutz von geistigem Eigentum insbesondere für digitale Produkte und Smart Services essenziell für die Unternehmen von heute. In diesem Zusammenhang gelten Patente als stärkstes Recht zum Schutz des geistigen Eigentums. Jedoch kann die Beschaffung eines Patents bis zu 200.000 Euro kosten. Aus diesem Grund ist es für Unternehmen erforderlich, den Nutzen und die Chancen sowie die Kosten und Risiken von Patenten sorgsam abzuwägen. Dabei ermöglicht das bewusste Verfolgen einer Strategie, welche die Potenziale sowie die Risiken berücksichtigt, den Wert geistigen Eigentums im eigenen Unternehmen zu nutzen und zu maximieren. Jedoch ist Software ohne einen spezifischen technischen Beitrag grundsätzlich nicht vor dem Gesetz mit Patenten zu schützen. Daher erfordert die Generierung von digitalen Patenten ein Umdenken und eine andere Herangehensweise. Unternehmen sollten einen geschäftsgetriebenen Ansatz verfolgen, um effektive und effiziente Patente zu generieren und somit einen Wettbewerbsvorteil zu erzielen. Zudem sollten Patente hinsichtlich der Kosten und Nutzen evaluiert werden, um ein möglichst wirtschaftliches Ergebnis zu erreichen. Das im Folgenden beschriebene Entscheidungsmodell zum Schutz des geistigen Eigentums von digitalen Produkten und Smart Services kann Unternehmen auf Grundlage einer Kosten-Nutzen-Analyse durch den Prozess der Patentierung begleiten und diese bei der Entscheidungsfindung unterstützen.
Erfolgreiche Serviceinnovation im Zeitalter industrieller, datenbasierter Dienstleistungen unterscheidet sich deutlich von bisherigen Ansätzen der klassischen Dienstleistungsentwicklung. Diese Erkenntnis konnte aus einem breit angelegten Benchmarking in der deutschen Industrie gewonnen werden. Die Benchmarking-Studie identifizierte besonders erfolgreiche Unternehmen, deren Methoden und Ansätze zur Gestaltung innovativer Dienstleistungen in Form von Fallstudien im Detail untersucht wurden. Als Kernergebnis ergeben sich sechs Prinzipien, die erfolgreiche Serviceinnovation für datenbasierte Dienstleistungen auszeichnen.
Digitalization and Industry 4.0 continue to shape our industrial environment and collaboration. For many enterprises, a key challenge in moving forward in this matter is the integration of their shop-floor systems (hard- and software) with their office-floor systems to harvest the full potential of industry 4.0.
A multitude of different technologies and respective use-cases available on the market leave many companies startled. This paper presents a set of use-cases for IT-OT-Integration to bring transparency into a company’s digital transformation.
Additionally, a technical requirements profile for integrating IT- and OT-Systems based on the use cases is presented. Both, use-cases and their requirements, guide companies in selecting the digitalization measures that fit their current situation and help in identifying technical challenges that need to be addressed in the transformation process.
Digitalization offers enormous opportunities not only to optimize operational processes, but also to redefine creative processes, e.g., in the area of innovation. This is becoming increasingly important in light of the fact that innovation is increasingly taking place in ecosystems, which means that an enormous amount of collaboration must be enabled in distributed and interdisciplinary teams. To be successful in this, innovation teams need easy access to the multitude of methods and assistance in selecting the appropriate method for the specific task. To this end, we propose a classification framework that structures methods from innovation management and service design based on higher-level task areas. The framework was developed and evaluated together with several companies. Results were implemented in the form of a playbook that won the red dot design award. [https://link.springer.com/chapter/10.1007/978-3-030-80840-2_22]
Since data becomes more and more important in industrial context, the question arises on how data-driven added value can be measured consistently and comprehensively by manufacturing companies. Currently, attempts on data valuation are primarily taking place on internal company level and qualitative scale. This leads to inconclusive results and unused opportunities in data monetization. Existing approaches in theory to determine quantitative data value are seldom used and less sophisticated. Although quantitative valuation frameworks could enable entities to transfer data valuation from an internal to an external level to take account of progress in digital transformation into external reporting. This paper contributes to data value assessment by presenting a four-part valuation framework that specifies how to transfer internal, qualitative to external, quantitative data valuation. The proposed framework builds on insights derived from practice-oriented action research. The framework is finally tested with a machine tool manufacturer using a single case study approach. Placing value on data will contribute to management’s capability to manage data as well as to realize data-driven benefits and revenue. [https://link.springer.com/chapter/10.1007/978-3-030-85902-2_19]
This chapter addresses the market launch and sales of smart services. It opens with an introduction of the new challenges that the market launch of smart services creates for companies. Then follows the discussion of a four-phase approach to the market launch of smart services. Subsequently, successful practices are presented for this approach along eight design fields of the market launch. [https://link.springer.com/chapter/10.1007/978-3-030-58182-4_8]
Smart Service Prototyping
(2021)
This chapter is dedicated to prototyping, one of the steps of the Smart Service Engineering Cycle. It includes three phases: realizing core functionalities, developing core functionalities, and testing functionalities with customers. In order to realize prototypes successfully, methodical aspects of rapid IoT prototyping are used.
First of all, this chapter explains the motivation behind rapid prototyping and provides an introduction to the approach. The concept of rapid IoT prototyping is based on the idea of developing short-cycle solution variants on the basis of benefit hypotheses or benefit promises and user stories focusing on them. The aim is to achieve data acquisition, aggregation, linkage, processing, and finally visualization by developing it in a vertically integrated manner. Once this is accomplished, the prototype can be evaluated with customers, which also makes it possible to put the benefit hypotheses to the test. Finally, the collected customer feedback can be incorporated more quickly into the development process of new prototype versions, leading to a continuous improvement of the user experience as well as a constant focus on prioritizing the user. Another component of rapid IoT prototyping is working and thinking in terms of minimum viable products (MVP), i.e., solutions that do not meet all of the defined requirements in the first iteration, but are nevertheless already functional. [https://link.springer.com/chapter/10.1007/978-3-030-58182-4_6]
This chapter examines the question of the contribution of smart services for companies and the implications this has for the management of these business models. The chapter starts by outlining the different terminology used to describe smart services and introduces a business-driven view on the digitalization strategy of a company. The characteristic features of digital business models are explained as well as their implications for the management of smart service organizations. [https://link.springer.com/chapter/10.1007/978-3-030-58182-4_4]
Low-Level-Code Based Production Model For Improving Material Requirements Planning In ERP Systems
(2021)
Single and small-series production companies face specific challenges, such as variable customer order decoupling points (CODP), decreasing quantities and rising cost pressure. This leads to a increasing production complexity and growing requirements on Production Planning and Control (PPC). Digitalization’s direct links between objects, people, and machines as well as detailed recording of production progresses opens new solutions for PPC. However, volume of data and the required processing times are increasing. Thus, to achieve near-real-time data processing, a decentralization of decision-making systems can be observed. The function Material Requirements Planning (MRP) is PPC’s original need for Enterprise Resource Planning (ERP) systems. Here, PPC’s overall problem (to fulfil primary requirements for products) is divided into subproblems (to fulfil single production orders). Especially companies characterized by an organization in accordance to the workshop principle, high in-house production depth and variable CODP are confronted with high dynamics in their production systems. This ends in significant differences between primary requirements (overall problem) and single production orders (subproblems). Ultimately, these insufficient PPC data result systematically in a non-optimal overall solution despite optimal partial solutions. This publication combines PPC’s fundamentals from existing commonly known models with current implementation concepts of ERP systems. A newly developed Low-Level-Code based Production Model provides explanations for deviations between the overall problem and its subproblems. Furthermore, information flows of PPC can be structured between a periodically actualized vertical and an event driven horizontal information flow. These recognitions lead to an improvement of PPC by ERP systems.
Industrial practice shows a strong trend towards digitalization. It is not only economic crises, such as those triggered by Covid-19, that are reinforcing this trend. It is also the entrepreneurial urge to fulfill customer wishes in the best possible way and to adapt to new requirements as quickly as possible. Due to the advancing digitalization, the role of business application systems in manufacturing companies is therefore becoming increasingly important. The data processed in IT-Systems represent a great potential, especially for the evaluation of change requests in production. Through efficient change management, companies can record and process changes quickly. However, the necessary data basis to decide on existing change requests is still hardly used. Existing IT-Systems for change management coordinate the processing of change requests, but do not relate to data of operational application systems such as Enterprise-Resource-Planning. Therefore, a conceptual approach is required for the evaluation of change requests. This approach is based on an objective recording system that enables the transformation from the change description to an evaluation space. The paper presents an approach for the systematic transfer of requirement characteristics into the world of operational IT-Systems.
The Impact Of Manufacturing Execution Systems On The Digital Transformation Of Production Systems
(2021)
With the focus of manufacturing companies on the digital transformation, Manufacturing Execution Systems are market-ready, modular software solutions for manufacturing companies to integrate the value-adding and supporting processes horizontal and vertical in the company. Companies, especially small and mediumsized companies, face high internal and external costs for the implementation of the MES modules. An advantage of MES is the possibility to implement the systems in a continually, module-by-module approach, with the benefit of timely distributed investments. By realizing fast improvements, companies can use the benefits for further module implementations. This paper proposes a maturity model to measure the impact of an MES on the digital transformation of the company’s production systems. The model fulfils two purposes. The first, companies can measure the impact based on the difference between its current maturity index and the potential index of an implemented MES. The second is, the user can identify what impact an MES has in general on the digital transformation since the developed maturity model is derived from an established industry 4.0 maturity model. The development of the maturity model is based on the methodologies of AKKASOGLU and focuses on the further development of an established model. As an outlook, the application of the model will be described briefly. The proposed maturity model can directly be used by practitioners and offers implications for further development of MES functionalities.
Pricing for Smart-Product-Service-Systems in Subscription Business Models for Production Industries
(2021)
In the production industry, subscription business models have the potential to create long-term relationships where a supplier provides a continuous value-oriented service to a customer based on digitalisation. Monetising this increase in value through pricing represents a central challenge for suppliers in subscription business. Unlike the current dominant transactional business, the focus of pricing is on the value-in-use of the customer (e.g. on the increase in output for the customer). In this regard, there is so far no pricing approach for practice that allows the linking of the performance data of the customer with the periodically charged price. However, in subscription businesses, such an approach is required to create win-win situations for the customer and supplier through continuous performance improvement. Therefore, this paper develops a novel process model for pricing of smart-product-service-systems in subscription business for production industries. This process can serve as basis for suppliers of subscriptions in the production industry to align pricing with the created value-in-use. In the long term, this allows companies to systematically develop their pricing to monetise the potential of digitalisation.
Electricity generated by wind turbines (WT) is a pillar of the transition to renewable energy [1]. In order to economically utilize WTs, operating and maintenance costs, which account for 25% of total electricity generation costs in onshore WTs, are a focus of cost reduction activities [2]. A prescriptive maintenance approach can support in achieving this goal. Prescriptive maintenance is a maintenance approach, where asset condition data is collected and analyzed to recommend specific actions to prevent breakdowns and reduce downtimes. However, the processing and analysis of data is quite complex. Especially unstructured data (such as comments of service technicians in free text fields) is often left unused, as companies, mostly SMEs lack the capacity to carry out these analyses. In this work we propose an approach to utilize the information from service reports, maintenance reports as well as status records from SCADA systems for the development of a prescriptive maintenance approach to onshore WTs. To achieve this, an ontology was utilized in this approach to codify implicit knowledge of service technicians and aid in making unstructured data usable for further analysis. The ontology was used to link historical service and maintenance reports with status codes, thus enabling automated analysis. In interviews with WT topic experts and through further research, damage mechanisms and corresponding maintenance measures were identified and a measure catalogue was developed to support service and maintenance activities. The recognition of the root cause of problems allows for a prescriptive maintenance approach that recommends targeted actions to reduce downtimes and optimize maintenance activities, it also allows to effectively control the outcome of maintenance activities and optimize their execution.
The digital transformation brings up various new tasks to manage new business application software and integrate them into existing business processes and legacy systems, which are necessary to keep e.g. a production system running. Today, all these tasks are on the one hand not clearly defined and on the other hand, responsibility of these cross-disciplinary tasks is unclear in companies being mostly structured in a function-oriented way. While quality management has developed to a firmly established function of process excellence years ago, IT-application management is still to become an inevitable part of the digital transformation. There are just a few authors trying to define and describe this part, the related tasks, and necessary roles in an organization. In this paper, we show how the business needs of a company can influence the ideal adaptation of the digitization solutions and thus become the success of the digital transformation. We base the paper on a use case in manufacturing companies. We then describe how companies deal with business application systems today. Based on the framework Aachen Digital Architecture Management we describe how a company can holistically improve the management of business application systems.
Manufacturing companies are constantly increasing their efforts in the subscription business, also known as product-as-a-service business, offering usage and outcome based solutions (value-in-use) instead of transactional services and products (value-in-exchange). Customers are becoming contractual subscribers of the solution in return for recurring, performance-related payments. To address arising, inevitable challenges like (1) reducing customer churn, (2) increasing usage intensity and outcome quality, (3) ensuring the adoption of product and software releases as well as (4) fostering customer loyalty, leading manufacturing companies are setting up a new organizational, customer-facing unit, called Customer Success Management (CSM). This unit has its origins in the software-as-a-service business, operating next to established entities like sales, key account management and customer service. Since there are currently no holistic models for an end-to-end description of CSM-tasks in the manufacturing industry, this paper contributes to a taskoriented reference model, using a grounded theory approach, examining both manufacturing and software companies. Containing a reference framework with 8 main tasks, 17 basic tasks and 76 elementary tasks, the reference model supports manufacturing companies in adapting and customizing a company-specific CSM concept.
The blockchain technology has been increasingly applied in industrial use-cases in recent years. Although the food industry fits in particular with the requirements for blockchain applications, since the actors barely know each other and trust plays a crucial role, it is not widely established in the food industry. There are efforts to increase transparency and enable traceability in food supply chains by applying blockchain technology to share data in a trustworthy way across companies and to ensure food quality standards. This technology can be further used to enable the identification of inconsistencies in sensor data and more efficient handling of food recalls across the food supply chain. The success of a new technology depends to a large extent on its acceptance by companies and their employees. This paper deals with the acceptance of such a blockchain application and presents a systematic literature review to summarize the methods and results of acceptance analyses of the blockchain technology in food supply chain s. Particular attention has been devoted to traceability. For this objective, research is analysed based on scientific methods and the results are systematically analysed.
Smart Service Engineering
(2021)
This chapter presents Smart Service Engineering as a development approach for a customer-centric and highly iterative development of smart services. It outlines the development of data-based services in an industrial context, starting with the development of a strategy, followed by the iteration of prototypes, and finally leading to the successful market launch.
Evaluierung von Technologiemanagement-Ansätzen zur Technologieidentifikation und -integration
(2021)
Digital Leadership – Which leadership dimensions contribute to digital transformation success?
(2021)
The digital transformation of industry and
society continues to advance. While some companies are
achieving trailblazer status, others are finding it difficult to
manage or even initiate the necessary changes. Top-level leaders
play a central role in these transformational processes, as they
have the opportunity to directly or indirectly influence decisive
variables. In this article, we present the results of interviews
with 13 digital leaders who have successfully implemented the
necessary changes for the digital transformation of their
companies. The results of the interviews provide key dimensions
for leaders to digitally transform their companies.
KVD-TrendRadar
(2021)
Mit dem KVD TrendRadar bringen wir eine neue Sichtweise in die Diskussion: Statt mit der Frage „Was haben Service-Unternehmen in der Vergangenheit getan, um heute erfolgreich zu sein?“ die Vergangenheit zu analysieren, blicken wir mit der Frage „Womit müssen sich Service-Unternehmen in den kommenden Jahren befassen, um erfolgreich zu werden oder zu bleiben?“ mit Ihnen zusammen in die Zukunft.
Um als Unternehmen auch in Zukunft wettbewerbsfähig zu sein, dürfen Nachhaltigkeit und Klimaschutz nicht mehr als einfaches Lippenbekenntnis verstanden werden, sondern müssen als strategisches Ziel im Unternehmen verankert werden. Dazu bieten vier grundlegende Nachhaltigkeitsstrategien anhand bereits etablierter Modelle und Unternehmen einen Ausgangspunkt.
Schwerwiegende Gesundheits- und Wirtschaftskrisen wie die Weltfinanzkrise (ab 2007) oder die Covid-19-Pandemie im Jahr 2020 haben aufgezeigt, in welch turbulentem Umfeld sich die globalisierte Welt heutzutage befindet und wie schnell gewohnte Abläufe in Wertschöpfungsketten unterbrochen und angepasst werden müssen. Die alltäglichen Anforderungen in dem sich immer schneller wandelnden digitalen Zeitalter wachsen stetig und sind komplexer denn je.
Unternehmen sind angehalten, immer kurzzyklischer auf sich ändernde
Bedingungen und Störungen zu reagieren und strategische Entscheidüngen
zur Gestaltung von Wertschöpfungsketten zu treffen. Nur mithilfe
einer umfassenden Datengrundlage und -kommunikation kann die strategische Planung der Supply-Chain effektiv erfolgen und somit die benötigte Robustheit und Agilität ermöglicht werden.
A subscription business model - that sounds like significant economic advantages. Therefore, the question arises: Why haven't all manufacturing companies established this type of participative business model yet?
The answer: The development and implementation of subscription business models go hand in hand with central challenges that companies have to overcome in the course of a business model transformation. This expert paper helps with this.
Ein Subscription-Geschäftsmodell – das klingt nach maßgeblichen wirtschaftlichen Vorteilen. Daher stellt sich die Frage: Warum haben bisher noch nicht alle produzierenden Unternehmen diese Art der partizipativen Geschäftsmodelle aufgebaut?
Die Antwort: Der Aufbau und die Umsetzung von Subscription-Geschäftsmodellen gehen einher mit zentralen Herausforderungen, die Unternehmen im Zuge einer Geschäftsmodelltransformation bewältigen müssen. Hierbei hilft dieses Expert-Paper.
Networked digitalisation as an enabler for smart products and data-based business models presents companies with numerous and diverse challenges on their way through the digital transformation. Various reference architecture models have been developed in recent years to support these companies. A detailed analysis of these and in particular their use by companies quickly showed that currently existing reference models have major weaknesses in their practical suitability. With the Aachen Digital Architecture Management (ADAM), a framework was developed that specifically addresses the weaknesses of existing reference architectures and specifically takes up their strengths. As a holistic model, specially developed for use by companies, ADAM structures the digital transformation of companies in the areas of digital infrastructure and business development starting from customer requirements. Systematically, companies are enabled to drive the design of the digital architecture, taking into account design fields. The description of the design fields offers a detailed insight into the essential tasks on the way to a digitally networked company. The model is not only a structuring aid, but also contains a construction kit with the design fields to configure the procedure in the digital transformation. The procedure differentiates between the development of the digitalisation strategy and the implementation of the digital architecture. Three different case studies also show how ADAM is used in industry, what structuring support it can provide and how the digital transformation can be configured. The breadth and depth of ADAM enable companies to take the path of digital transformation systematically and in a structured manner, without ignoring the value-creating components of digitalisation. This qualifies ADAM as a sustainability-oriented framework, as it places the economic scaling, needs-based adaptation and future-oriented robustness of solution modules in the focus of digital transformation.
Das Ziel dieser Arbeit war die Ausarbeitung einer Handlungsempfehlung für die Implementierung von cross-funktionalen Teams. Als Basis dafür diente eine Literaturrecherche. Die durch die Literaturrecherche identifizierten Einflussfaktoren wurden in ein Teamphasenmodell eingeordnet, woraufhin Maßnahmen und Methoden für die Versstärkung von positiven bzw. Abschwächung von negativen Einflussfaktoren in der jeweiligen Teamphase erarbeitet wurden. Diese Handlungsempfehlung soll Führungskräften bei der Implementierung und Weiterentwicklung cross-funktionaler Teams durch Auswahl von Maßnahmen erleichtern, die durch eine zielgerichtete Betrachtung eines Einflussfaktors ausgewählt werden können.
In changing markets, companies that are unable to adapt fail. One way to adapt successfully is implementing ambidexterity, the simultaneous pursuit of exploration and exploitation (O’REILLY & TUSHMAN 2008, p. 201). Many scholars described the implementation of ambidexterity with different approaches. This presents organizations with an additional challenge of identifying an appropriate approach before implementing
it. This thesis provides a framework for organizations to identify suitable modes of ambidexterity. To achieve this goal, this thesis is structured in three parts. The first part consists of a systematic literature review, which provides an overview of studies focused on the implementation of ambidexterity. In the second part different modes of implementing ambidexterity are described and discussed in detail. Finally, in the third part a model to identify suitable modes is developed and demonstrated.
The aim of this work was to enable companies in the manufacturing sector to successfully implement organizational ambidexterity and provide recommendations for its implementation. Three research questions were formulated: What options do established
companies in the manufacturing sector have for implementing organizational ambidexterity? Which relevant organizational design fields can be identified for adopting ambidexterity? What recommendations can be formulated to promote successful
implementation of ambidexterity in companies?
The first research question was answered using the systematic quantitative literature review. Using the most cited articles from the field, the four basic modes structural separation, temporal separation, contextual ambidexterity, and domain separation
were identified. Also, variations and combinations of these modes were found. In addition to the different approaches, information about the different studies was collected and quantized. It was found that while structural separation, domain separation and contextual ambidexterity appear in different types of scientific articles, temporal
separation mainly appears in review articles. Furthermore, it was possible to make statements about the geographical background of the articles. Studies on this topic were particularly often affiliated to the USA, the United Kingdom, and the Netherlands.
Data used in these studies was collected in North America, Europe, and Asia. The relevant organizational design fields for the implementation of ambidexterity strongly depend on the chosen mode. To answer the second research question, the second part of this thesis describes in depth the functionality of the four different modes and illustrates them with examples. The challenges in the implementation of the modes were discussed and the role of the management in the process was explained.
In structural separation, temporal separation and domain separation, the senior management plays an active role coordinating and managing the tensions between the exploitative and exploratory tasks. In contextual ambidexterity, on the other hand, senior management is responsible for creating an environment in which the individual can switch independently between exploration and exploitation.
Finally, to answer the third research question a model for identifying suitable modes for companies was developed based on the various recommendations from the literature included in the systematic quantitative literature review. This model takes external
as well as internal influences into account. In the first step, the need for exploration is determined based on environmental influences. An assessment of environmental dynamism and competitiveness is used to derive the need for exploration of the company. Subsequently, the possibilities for implementing ambidexterity are determined
based on internal factors. Organizational size and age are explicitly taken into account in this step. Additional factors such as the organizational structure and available resources are considered indirectly via assumptions connected with the organizational size. In the third step of the model, the identified requirements are
combined with potential modes and their characteristics, creating individualized recommendations for suitable modes to implement ambidexterity. Using a fictional company, the procedure was tested and demonstrated.
This thesis complements similar works that have also examined and described the different types of ambidexterity. Furthermore, this thesis extends the collection of different modes with a comprehensive set of recommendations which company should implement which mode and how. One weakness is that due to the focus on the most cited articles in the field, the focus shifted towards older publications, although the relevance of the included articles was ensured. Due to the many recent articles in the field of organizational ambidexterity, it can be expected, that relevant articles were excluded from the review based on their citation number. Accordingly, expanding the
considered articles with less cited articles could add further relevant and more recent articles to the framework. Also, the small amount of selection criteria in the process of selecting suitable ambidexterity modes for organizations is a limitation. Although a
high number of selection criteria increases the complexity of the framework, they allow users to map their organization more accurately and thus derive even more specific recommendations. Enabling companies to successfully implement ambidexterity provides them with a greater opportunity to continue their participation in the infinite
game. However, the exact understanding and theory in the literature still needs to be further developed.
Das Gegenteil von Theorie ist die Praxis. So sagt man landläufig und unterstellt damit oft, dass wissenschaftliche Erkenntnisse nicht immer für den Alltag taugen. Dass Theorie aber nicht gleich Theorie ist und Wissenschaft und Praxis trotz aller Unterschiedlichkeit aufeinander angewiesen sind, darauf weist das FIR an der RWTH Aachen schon mit der Auflösung seines Akronyms hin: „Forschung. Innovation. Realisierung.“ Hier zielen alle Forschungsaktivitäten darauf ab, Lösungen für reale Herausforderungen aus der Praxis zu schaffen, die am Ende auch umsetzbar sind. Eine nutzenbringende Verbindung zwischen den beiden scheinbar so unterschiedlichen Welten ist dafür unabdingbar und diese Lücke schließt das FIR mit Industriekooperationen, Wissens und Technologietransfer sowie Weiterbildungsangeboten auf vielen Ebenen. Nicht zuletzt positionierte sich das FIR als leitendes Institut des Clusters Smart Logistik auf dem RWTH Aachen Campus und füllt diese Rolle seit über 10 Jahren erfolgreich aus.
Die vorliegende erste Version der Normungsroadmap 'Innovative Arbeitswelt' zeigt zunächst einen Überblick zu potenziell relevanten Themenfeldern und nennt Impulse für die Normung und Standardisierung in Form von initialen Handlungsempfehlungen. Zugleich benennt sie, wo andere Gestaltungssysteme wie beispielsweise Gesetzgeber oder Sozialpartner Vorrang haben.
Die Roadmap bietet somit einen ersten Überblick zum Thema Innovative Arbeitswelt und Normung und Standardisierung. Sie ist jedoch gleichzeitig als lebendes Dokument zu verstehen, das mit fortlaufenden Entwicklungen auch angepasst werden muss. Sämtliche Akteure sind aufgefordert, sich an der weiteren Gestaltung der Normungsroadmap zu beteiligen.
(Quelle: https://www.din.de/de/din-und-seine-partner/presse/mitteilungen/roadmap-innovative-arbeitswelt-erschienen-788762 )
Dieser Artikel beschreibt ein ausführliches, mit Praxispartnern validiertes Einführungskonzept, um Unternehmen der Nahrungsmittelindustrie mit Hilfe von BA zu unterstützen. Dies soll die zielgerichtete Einführung von BA in der Nahrungsmittelindustrie erleichtern und somit die Konkurrenz- sowie Zukunftsfähigkeit der deutschen Nahrungsmittelindustrie sicherstellen. Für die komfortable Übertragung in die Praxis werden die Ergebnisse dieser Untersuchung sowie weitere Hintergrundinformationen zusätzlich in einem IT-Tool zusammengefasst. Gestützt auf unternehmensindividuellen Eingabeparametern werden dabei typspezifische Handlungsempfehlungen vorgeschlagen. Dieses Tool ist frei verfügbar unter https://projekt-basuccess.de
Industrial manufacturers faced and mastered several economic challenges and disruptive changes in the past. In particular, changes to business models emerge very slowly, whereas crises such as the banking crisis or covid-19 outbreak lead to significant short-term effects and are difficult to manage.
Over the past year, the world experienced an unprecedented form of disruption due to the global covid-19 pandemic. Compared to former economic crises, the implications of social distancing, lockdowns, and supply chain shortages triggered a rapid economic and societal disruption at a global scale, which impacted all sectors and levels of society.
For a holistic understanding of the impact of the current and former crises on industrial manufacturers, the Institute for Industrial Management at RWTH Aachen and BearingPoint conducted a survey as well as expert interviews to investigate the scope and type of affects for industrial manufacturers with a strong focus on service business. Based on this a framework to successfully address these new challenges and – also – opportunities was developed.
Eine Herausforderung für produzierende Unternehmen in der Entwicklung intelligenter Produkte besteht darin, dass die Zielstellung, die mit einem intelligenten Produkt verfolgt wird, nicht expliziert ist. Zudem ist oftmals nicht spezifiziert, in welchem Anwendungsfall ein intelligentes Produkt agieren soll. Produzierende Unternehmen benötigen Unterstützung, um eine zielorientierte und folglich wirtschaftliche Melioration existierender Produkte zu gewährleisten. Ebendiese Melioration wird im Kontext von intelligenten Produkten als Smartifizierung bezeichnet und stellt damit einen Entwicklungsprozess dar, der ein bestehendes Produkt als Ausgangssituation im Sinne einer Anpassungskonstruktion expliziert. Die originäre Produktfunktion wird folglich nicht verändert, sondern das Produkt um digitale Funktionen und Dienstleistungen erweitert. Der Artikel befasst sich daher erstens mit der Beschreibung generischer Ziele für den Einsatz intelligenter Produkte im Maschinenbau. Eine Zusammenstellung und Erläuterung solcher Ziele unterstützt Unternehmen, eine Präzisierung der Zielfestlegung in der Initiierungsphase eines Smartifizierungsprojekts durchzuführen. Zweitens wird unter Anwendung der Ziel-Mittel-Beziehung ein Anwendungsfall intelligenter Produkte beschrieben. Abschließend werden beide Aspekte in einer Methode zusammengefasst, wie mittels Ziel- und Anwendungsfallbetrachtung Anforderungen abgeleitet und wie diese Elemente in Vorgehensmodelle der Produktentwicklung eingebettet werden können. Exemplarisch wird anhand einer Stanzmaschine aufgezeigt wie die Methode und die sich daraus ableitenden Ergebnisse im Smartifizierungsprozess zur Entwicklung einer intelligenten Stanzmaschine eingesetzt werden.
Industrial food production represents one of the largest industries, accounting for a share of ten percent of the world’s gross domestic product. Simultaneously, it is responsible for 26 percent of global greenhouse gas emissions. Due to increasing CO2 taxes and population’s call for sustainability and CO2 reduction, it is facing challenges in terms of economic profitability and stakeholder demands. These challenges could partly be overcome by participating in data ecosystems in which data are refined as data products, understood, exchanged and monetized as economic goods. Despite large amounts of data, collected parenthetically along the value chain in food production, potentials of data analytics and data ecosystems are only marginally exploited. Food production mainly focuses on traditional, product-centric business models. This work shows the conceptualization of a data ecosystem for food production, enabling data-based business models. Therefore, resources, ac- tors, roles and underlying relationships of future ecosystem are analyzed. Building on these, corresponding architectural and analytical artifacts that support data ecosystem exploitation are presented. A food production data ecosystem is exemplified by applying data analytics to compressor data, which reveals high potentials for CO2 reduction.
In the food industry, a very large potential of data ecosystems is seen, in which data is understood, exchanged and monetized as an economic asset. However, despite the enormous economic potential, companies in the food industry continue to rely on traditional, product-oriented business models. Existing data in the value chain of industrial food production, e.g., in harvesting, logistics, and production processes, is primarily used for internal optimization and is not monetized in the form of data products. Especially the pricing of data products is a key challenge for data-based business models due to their special characteristics compared to conventional, analog offerings and multiple design options. The goal of this work is therefore to solve this issue by developing a framework that allows the identification of pricing models for data products in the industrial food production. For this purpose, following the procedure of typology formation, essential design parameters and the respective characteristics are derived. Furthermore, three types for pricing models of data products are shown. The results will serve not only stakeholders in the food industry but also manufacturing companies in general as input for an orientation of their databased business models.
KVD-Service-Studie 2021
(2021)
Die fortschreitende Digitalisierung beeinflusst alle Unternehmensbereiche und sorgt für einen maßgeblichen Wandel in der Servicewelt. Trends wie das Internet der Dinge, Big Data und der Einsatz von Maschinellem Lernen und Künstlicher Intelligenz haben in jüngerer Zeit die digitale Transformation weiter vorangetrieben. Dadurch ergeben sich neue Möglichkeiten für den Service, um beispielsweise den Kundenkontakt zu optimieren, Informationen besser zu verarbeiten, das Serviceportfolio durch digitale Lösungen zu erweitern oder die Reaktionsfähigkeit zu steigern. Serviceanbieter werden durch den gezielten Technologieeinsatz nicht nur dazu befähigt, beispielsweise operative Serviceeinsätze gänzlich remote durchzuführen und somit den Serviceprozess weitaus effizienter zu gestalten, sondern auch das bisherige Geschäft durch innovative, digitale Geschäftsmodelle zu erweitern. Um diese Potenziale ausschöpfen zu können, ist es jedoch unabdingbar, neue Formen der Arbeitsorganisation und -gestaltung sowie des Kompetenzmanagements zu berücksichtigen und einzusetzen. Der technologische Einfluss bewirkt tiefgreifende, strukturelle Veränderungen, die sich nicht nur auf die Produktionsprozesse, sondern auf die gesamte Organisation und die Art, zu arbeiten, auswirken. Hierzu sind neue Kompetenzen gefragt, die sich über alle Unternehmensbereiche hinweg erstrecken.
Demgemäß orientiert sich die Studie grundlegend an der Struktur der drei Handlungsfelder und an dem Serviceprozess, der sich in die drei Hauptbestandteile Administration, Planung & Steuerung und Operative Durchführung unterteilen lässt. Der diesjährige Schwerpunkt der Service-Studie 2021, die vom KVD zusammen mit dem FIR durchgeführt wurde, liegt daher auf dem Themenkomplex ‚Organisation im Wandel – Perspektiven der Servicetransformation'.
In the course of the energy transition, both the energy sector and the logistics industry are facing radical changes. Providing renewable energy is subject to natural fluctuations, which leads to continuous over- and undersupply. Besides, the insufficiency of clarity concerning the requirements of renewable energy as well as the extent of charging networks poses a tremendous problem. Especially in terms of mobility, many questions remain unaddressed. Despite the immense benefits of electrification within the industrial freight transport, companies have serious concerns about converting their fleets. The lack of transparency regarding the current status of charging infrastructure as well as its possibilities to expand, causes the inadequate acceptance of electric mobility in multimodal logistic chains. In order to profit from the far-reaching potential of the energy sector, a synergistic interaction of the “energy” and “mobility” sectors has to be conceived.