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Book part
Publication date: 14 February 2025

Mehmet Baygin

Purpose: This piece delves into the transformative potential of artificial intelligence (AI) in the healthcare field within the emerging realm of Industry 5.0, highlighting a…

Abstract

Purpose: This piece delves into the transformative potential of artificial intelligence (AI) in the healthcare field within the emerging realm of Industry 5.0, highlighting a people-focused and eco-friendly approach.

Need for the study: While Industry 4.0 set the foundation for digitization in healthcare, it frequently overlooked the human factor and concerns about sustainability. Industry 5.0 tackles these deficiencies by giving importance to human welfare, efficiency in resource usage, and societal consequences alongside technological progress.

Methodology: This research utilizes a survey of existing written works on Industry 5.0, AI in healthcare, and associated empowering technologies. It also leans on insights from recent investigations and business actions to pinpoint current patterns and future paths.

Findings: This chapter showcases how AI-driven solutions can greatly alter various facets of healthcare. Some of these healthcare facets encompass personalized medicine and treatment, intelligent diagnostics and decision support, robot-supported surgery and care, and enhanced availability and affordability.

Practical applications: This piece offers valuable perspectives for healthcare investors. These investors cover healthcare suppliers, technology creators, rule creators, and patients. By embracing the standards of Industry 5.0, the merging of AI into healthcare brings significant potential for crafting a more competent, sustainable, and people-centered healthcare network that benefits both patients and society as a complete unit. This research investigates the stance, viewpoints, and potential impacts of machine intelligence (MI) in health with an emphasis on Industry 5.0.

Details

Business Challenges and Opportunities in the Era of Industry 5.0
Type: Book
ISBN: 978-1-83549-676-3

Keywords

Article
Publication date: 3 February 2025

Maik Fabian, Kathrin Fischer and John Micha Rüpke

When facing capacity bottlenecks, manufacturers of configurable, multi-variant products may adjust the product mix to uphold the scheduled output. However, maintaining market…

Abstract

Purpose

When facing capacity bottlenecks, manufacturers of configurable, multi-variant products may adjust the product mix to uphold the scheduled output. However, maintaining market attractiveness by choosing the right product configurations as substitutes is a non-trivial task as it involves anticipating the substitution behaviour of customers. Substitution behaviour models currently used in quantitative production planning models for configurable products are either based on domain knowledge of experts, which makes them bias-prone, or they require extensive market research. The purpose of this study is to present a data-driven approach.

Design/methodology/approach

Based on data science concepts, distance measures are applied to derive distances between different product configurations from historical order data. Different design options for such a distance measure are discussed regarding configurable products and tested with automotive industry data. Furthermore, the study shows ways to validate the distance results.

Findings

The experiments show that the presented distance measure represents the expected customer substitution behaviour quite well. A context-sensitive distance measure including rank information of ordinal product features is most suitable for the automotive data sets.

Originality/value

This study presents a new approach to model the substitution behaviour of customers. The attractiveness of a potential substitute is represented by a distance from the customer’s first-choice configuration. The presented distance measure provides an inexpensive tool using existing data instead of expensive market research. Thus, it supports the integration of substitution into quantitative production planning models that deal with a large variety of configurable products.

Details

Journal of Modelling in Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-5664

Keywords

Article
Publication date: 8 March 2024

Peter Madzik, Lukas Falat, Luay Jum’a, Mária Vrábliková and Dominik Zimon

The set of 2,509 documents related to the human-centric aspect of manufacturing were retrieved from Scopus database and systmatically analyzed. Using an unsupervised machine…

336

Abstract

Purpose

The set of 2,509 documents related to the human-centric aspect of manufacturing were retrieved from Scopus database and systmatically analyzed. Using an unsupervised machine learning approach based on Latent Dirichlet Allocation we were able to identify latent topics related to human-centric aspect of Industry 5.0.

Design/methodology/approach

This study aims to create a scientific map of the human-centric aspect of manufacturing and thus provide a systematic framework for further research development of Industry 5.0.

Findings

In this study a 140 unique research topics were identified, 19 of which had sufficient research impact and research interest so that we could mark them as the most significant. In addition to the most significant topics, this study contains a detailed analysis of their development and points out their connections.

Originality/value

Industry 5.0 has three pillars – human-centric, sustainable, and resilient. The sustainable and resilient aspect of manufacturing has been the subject of many studies in the past. The human-centric aspect of such a systematic description and deep analysis of latent topics is currently just passing through.

Details

European Journal of Innovation Management, vol. 28 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

Open Access
Article
Publication date: 7 January 2025

Sara Linderson, John Lars Anders Larsson, Seyoum Eshetu Birkie and Monica Bellgran

This study explores how industrial production companies adjust implementation strategies to deliver value with their company-specific production system (XPS) in a multi-site…

Abstract

Purpose

This study explores how industrial production companies adjust implementation strategies to deliver value with their company-specific production system (XPS) in a multi-site setting. Implementing an XPS is part of operations management and is supposed to mobilise employees resource-efficiently to increase operational performance.

Design/methodology/approach

Based on a multiple-case study, this study qualitatively explores the patterns of implementation decisions within and between five multi-site production companies. Conclusions were drawn on a mix of timely and retrospective data gathered through individual interviews with senior managers and joint workshops where they interacted and shared experiences.

Findings

This study identifies the fact that companies respond differently to non-unique implementation challenges, constituting various decision patterns when implementing their XPS. This paper identifies four implementation strategies (Education, Tool, Pragmatic and Culture Strategy) that explain various implementation setups. More experienced companies frequently shifted between strategies to return to previously de-prioritised implementation aspects.

Originality/value

This paper offers a dynamic model for XPS implementation in contrast to a simplified tool–system–culture sequence in literature today. Companies that deliberately shift implementation strategy by understanding the benefits and challenges of their decisions are more likely to keep momentum in the XPS implementation.

Details

Journal of Manufacturing Technology Management, vol. 36 no. 9
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 5 March 2024

Jan Beyne and Lars Moratis

This paper aims to contribute to existing academic work and business practice by presenting original empirical findings and by providing insights into priority setting on…

Abstract

Purpose

This paper aims to contribute to existing academic work and business practice by presenting original empirical findings and by providing insights into priority setting on Sustainable Development Goals (SDGs) in organizations. From an academic viewpoint, it not only adds to previous work on the topic of SDG materiality (e.g. Van Tulder and Lucht, 2019) but also aims to contribute new insights into the steps that are crucial and influence the adoption of the SDGs in materiality assessments. It may also add to the literature by providing new knowledge on the strategic considerations that organizations may make and institutional dynamics that encourage organizations to implement the SDG materiality method.

Design/methodology/approach

By executing a national survey research in Belgium through a collaboration between academics of Antwerp Management School, Louvain School of Management (UCLouvain) and the University of Antwerp, and supported by Belgium’s Federal Institute of Sustainable Development, the authors have obtained several insights into the SDG landscape in Belgium for various types of organizations, including companies, governmental and nongovernmental organizations and educational institutions. This research builds further on a first national survey (SDG Barometer Belgium, 2018) on the adoption and implementation of the SDGs. However, an important aim of this research is to shift the emphasis to more prominent new elements, such as whether or not organizations use the SDGs in materiality assessments. While the main part of the data for this research were collected through an online questionnaire, document analyses were conducted based on the sustainability reports of BEL 20 companies, the benchmark stock market index of Euronext Brussels consisting of 20 companies traded at the Brussels Stock Exchange, and seven interviews were held to obtain additional insights.

Findings

A total of 386 organizations across sectors responded to the question “Does your organization perform a materiality analysis”, of which 210 organizations completed the question “Does your organization align the materiality analysis with the SDGs,”after an “exit route” based on a positive answer to the first question. When diving into the survey results, the authors see that no more than 12% of the 210 organizations performing a materiality analysis align their materiality analysis with the SDGs, while 14% indicate that they do not account for the SDGs at all in their materiality analyses. The results show that 41% of the organizations take into account the SDGs to a certain degree when performing their materiality analysis. Speculating on an explanation for these results, it may be the case that organizations do not yet think about coupling the SDGs to their materiality assessment, experience difficulties in practice or generally lack the knowledge for relating the SDGs to the sustainability topics that are relevant to them. This seems in line with other research (e.g. Van Tulder and Lucht, 2019), as the results of this study indicate that it seems to be difficult for organizations to relate the SDGs to the existing sustainability priorities or materiality analyses of companies.

Originality/value

The real contribution of this paper essentially lies in the description of the Janssen Pharmaceuticals case. The company recognized that today’s internally focused approach to goal setting is not enough to address global challenges. Hence, looking at what is needed externally from a global perspective, taking into account sustainability thresholds and setting ambitions accordingly, is needed to bridge the gap between current performance and required performance. From the Janssen Pharmaceuticals case, the authors learned that external stakeholders are an extremely useful source of information to address the required performance by using the SDG framework. For sure, SDG materiality analyses are still in an early phase of development and knowledge on how to conduct such an analysis may be lacking. Future efforts – or the lack thereof – may indicate whether or not companies consider such analyses as sufficiently relevant. Although the uptake of the SDGs is in progress, it remains to be seen which, if any, materiality method will eventually turn out as a new dominant way of defining material issues. The findings presented in this study hopefully serve as a basis for further investigation of the topic.

Details

Corporate Governance: The International Journal of Business in Society, vol. 25 no. 1
Type: Research Article
ISSN: 1472-0701

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