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Industry 4.0 is one of the most used terms in the current industrial discussion. There are several perspectives and approaches related to Industry 4.0 so far, but no universal definition. Often-mentioned basic requirements to “implement” Industry 4.0 are lean and well-organized processes. In the past and still until today, a lot of companies try to implement lean production systems (LPS) according to the example of Toyota to realize a systematic approach to ensure well-organized processes. The process model aims to support organizations to integrate Industry 4.0 elements into LPS, regardless of the size of the organization. The purpose of this paper to describe a model as a first basis for further elaborations that could focus on the detailed design of each model-phases. Furthermore, the identified digital elements of Industry 4.0 build a first foundation to choose pilot projects related to existing challenges of the organizations LPS. In this context, especially the suitability of LPS and Industry 4.0 elements should be further investigated.

To investigate the current status regarding the realization of Industry 4.0 approaches and related challenges in the German industry, the two authors realized a survey with over 300 participants from different sectors and company sizes, using an online questionnaire. The results of the survey will be a part of this paper and a technology analysis, which was the outcome of an extensive literature analysis. The results were summarized in a model to integrate digital elements into existing LPS. Practitioners can use the process model as a first orientation to integrate industry 4.0 technologies into their existing LPS, based on specific challenges with their LPS processes.

Even if most of the participating German companies recognize Industry 4.0 as an important or very important topic, many of them do not consider themselves well prepared. The participants see huge challenges with regard to the needed qualifications and investments Industry 4.0 requires. In general, the companies hope to improve productivity and customer satisfaction to name two main objectives of the implementation of digital elements of Industry 4.0. In addition to the survey, a profound literature analysis was made and identified eight core digital elements. On this basis a milestone-based model to integrate these digital elements into existing LPS was developed.

This paper considers results from a study and analysis regarding the potentials of digital elements of Industry 4.0 for production system from different angles and introduces a model for integrating these elements.

Quality managers today require a holistic, overreaching view on the organization and its goals in order to plan the quality management organization (QMO) effectively. The purpose of this paper is to present the concept of a web application that aims to support quality managers in organizational planning tasks. The basis for the implementation is a previously developed planning method that builds on Product and Technology Roadmapping as well as Quality Function Deployment. It supports the QMO’s strategic development in line with the organization’s overall strategy.

Based on previous research that systematically identified the requirements toward a suitable planning method and a consecutively designed framework, a web application was developed. This process followed agile software development approaches, including test-driven iteration cycles and validation through a case-based user trial.

Standardized quality criteria for software development together with identified requirements for a suitable planning method provided a specified guideline to develop a web application. This application enables quality managers to effectively deploy the previously developed planning method. It proved successful in an initial field trial and creates a basis for integrated, computer-aided QMO planning.

With an integrated planning method that was implemented through a web application, quality managers could be effectively supported in developing the QMO in line with the overall strategy. As organizational planning tasks are reoccurring but not day-to-day business, moderated workshops that use the web application as a guiding tool and enable quality managers to focus on delivering information inputs appear to be a highly promising approach.

The purpose of this paper is to identify main success factors for the effective implementation, operation and certification of an energy management system (EnMS) in accordance with ISO 50001, which represents the fastest growing standard for management systems in the world (International Organization for Standardization, 2013).

Due to rising energy costs, increasing global competitive pressure and the demand for environmentally friendly products companies all over the world consider the implementation of an EnMS to meet future challenges. For that reason a survey (Jochem et al., 2013) among already certified German companies has been conducted focussing on organizational, teambuilding and technical aspects.

Results indicate that EnMSs are most commonly built on already existing management structures and therefore staff organization is crucial for the success of the project. Still, monetary aspects such as energy related cost savings seem to be the decisive criterion for the operation of an EnMS. Regarding teambuilding aspects specific technical expertise is required which leads to cross-functional teams focussing on the field of production. In addition key technical and administrative measures for an effective EnMS were identified.

The study provides best practice knowledge and gives interested companies the advantage to benefit from both the positive experiences of the participants as well as to prevent potential contra productive activities during the implementation, certification and operation of an EnMS.

To achieve long-term customer retention a comprehensive and individual performance is increasingly important for companies from the manufacturing industry. A possibility to meet this challenge is given by Industrial Product-Service Systems (IPS2). The purpose of this paper is to discuss the results of a current study on quality management for IPS².

After a short introduction to the topic of IPS² the paper takes the study design as its structure. It gives an overview of the demography and results of the study and ends with a conclusion.

Concerning the choice of products and services the results show that customer individual performances prevail. Closely related to that is the tender of services, which are meanwhile a part of the performance offer in all industries. All in all there are already first types of IPS². The quality perception exceeds the conformance of specific requirements. Reliability and perceived quality are becoming increasingly important. An integration of customers into the quality management is the exception. Regarding the quality management in value creation chains it can be outlined that quality goals are mostly company-wide but not for the entire value creation chain. Cross-company standardized processes exist in least cases. This also applies to cross-linked CAQ-systems. Communication of quality problems is handled mainly via e-mail. Quality management in value creation chains needs a common buildup of competencies by joint trainings. In practice it is barely there. Even if the potential is seen, partners and suppliers mostly will not be considered.

The paper considers the study results from different angles and shows the potentials of the IPS² approach. Thereby it investigates different approaches to offer a combined product-service system.

The methods of quality management, business process management and knowledge management have until now been exploited by science and the industry separately. An integration of these disciplines could unlock the potential of a solid structure to measure and gradually improve knowledge transfer processes. This paper aims to address this issue.

A maturity model was developed for SMEs to measure and assess the quality of their business processes. This enabled the companies to determine their existing status and to take the necessary actions for the competence development of their business processes, which should contribute to the attainment of their knowledge management goals.

This paper introduces a maturity model for knowledge‐intensive business processes that enables companies to determine their processes' actual state and take the corresponding actions for their business processes improvement, in which special attention is being given to small and medium‐sized enterprises (SMEs).

The paper proposes an SME‐specified maturity model for knowledge‐intensive business processes. Its assessment procedure is developed based on literature researches and investigation of real processes of two industrial SMEs. This maturity model has advantages over other existing models since it accounts for the needs of SMEs by incorporating the company preference over the measured areas.

By analyzing and comparing industry and business best practice, processes can be optimized and become more successful mainly because efficiency and competitiveness increase. This paper aims to focus on some examples.

Case studies are used to show knowledge exchange in the pharmaceutical industry. Best practice solutions were identified in two companies using a benchmarking method and five‐stage model.

Despite large administrations, there is much potential regarding business process organization. This project makes it possible for participants to fully understand their business processes. The benchmarking method gives an opportunity to critically analyze value chains (a string of companies or players working together to satisfy market demands for a special product).

Knowledge exchange is interesting for companies that like to be global players. Benchmarking supports information exchange and improves competitive ability between different enterprises. Findings suggest that the five‐stage model improves efficiency and effectiveness. Furthermore, the model increases the chances for reaching targets. The method gives security to partners that did not have benchmarking experience.

The study identifies new quality management procedures. Process management and especially benchmarking is shown to support pharmaceutical industry improvements.

The performance measurement system reflects the corporate strategy and overall business objectives of an organization. The alignment of the performance indicators with the company's critical operating factors, and the processes having bottle‐necks alongside the value chain, could result in a very compact, target‐oriented, and quality‐based performance measurement system. This paper aims to investigate this issue.

The quality‐based performance measurement system is developed by integrating the existing performance indicators of an organization with those of best‐in‐class management practices. The organizational processes included range from business leadership to the operational level. The key performance indicators (KPIs) depict the existing status transparently and comprehensively, whereas later on they can be used to control the processes with the pre‐defined values/measures. The KPIs of a process are documented and standardized once they are implemented. An action plan is then developed to write down the prerequisite for the new KPIs and to prioritize the existing ones for the sake of improvement.

It is affirmed that most of the employees had found the performance measurement system a very useful tool to tightly control the flow of their processes. It is very important to mention that this system does not mean giving way to another flood of information; instead it is designed to support the company's decision‐making process through target‐oriented indicators that could be compared with the existing best practices.

The concept described is aimed at developing and implementing a quality‐based performance measurement system within an organization. This system is developed through comparing the existing organizational practices with those having been labelled “Best‐in‐class” and it provides an alternative to the Balanced Score Card approach.