Perceived Human behavioral challenges
with incorporation of Industry 4.0
technologies on Project environment
Project Management
GROUP 8
Akshata GN(061) || Akarsh (218) || Mudavath Sreekanth (361) || Satyaki Dutta (379) || Sudama Shandliya (389)
Agenda
01 Industry 4.0: An Introduction
02 What has changed
03 Perceived behavioral challenges: for employees
04 Perceived behavioral challenges: for employers
05 The middle ground: A way forward
06 Conclusion
Industry 4.0: An Introduction
18th 19th 20th 21st
century century century century
Industry 1.0 Industry 3.0
New manufacturing Use of electronics
processes using and IT (Information
steam and water. Technology) to
Manufacturing with further automation
machines quickly Industry 2.0
Began with the discovery in production. Industry 4.0
spread. Steam Although automated
engine was of electricity and assembly Era of smart machines,
line production. systems were in storage systems and
introduced, place, they still
transportation was Development of production facilities that can
management programs relied on human autonomously exchange
revolutionalised input and
that made it possible to information, trigger actions
increase the efficiency and intervention and control each other
effectiveness of without human intervention.
manufacturing facilities
What has changed…
Smart Factories
Modular structure, machines augmented with wireless
connectivity, sensors and connected systems which visualize
entire production line
Evolved Distributed control systems & cyber physical systems
Involvement of IoT, Industrial IoT, cloud computing, cognitive
computing and AI reducing human influence
Minimized human Interaction
Higher level of interconnection between machines, information
transparency and decentralized decisions. Machines take several
decisions without human influence with accuracy
Skill challenge
Industry leaders are facing challenges to prepare a workforce to
handle industry 4.0
4.0 demands smaller but higher skilled workforce
Lights-Out Factories
Considered to run with “lights off. Doesn’t need human presence
on site.
Existing factories: FANUC, a Japanese robotics company,
Philips electric razor manufacturing with 128 robots
Behavioral challenges: for employees
Work Structure
Technologically Complicated
Selection Methods
Reduce the amount of Manual Labour
Demand for High Qualified Staff
Obsolete
Low Quality Staff will lose Jobs
Change of Adaptation programs
Social Tension
to support existing employees adapt
Risk of Disappearance
Employee Participation
Easier to finish tasks
More Channels of Communication
Good Networking
Difficult
More freedom and Choice
Behavioral challenges: for employees
Environment
• Intensive Work
Work
• Technology usage at each and every Touch
point
• More Flexible
• Different Working Routine
• Real time Decision making
• Self Organisation
• Flexible Working Models
• Individual Remunerated
Organisation
• Hierarchical to Horizontal
• Effective communication among
employees to provide Productive
Solutions
Perceived Behavioral Challenges: For employers
01 02 03 04
Decentralization & Learning Factories as Sustainability of the
Standardization Decision-making future Education Educational Concept
Overall control of In traditional working Decentralized decision-
Companies may have to
system makes human environment, it was making require more
invest higher amount of
role complex centralized and done by knowledge & new skills
money, which may find
Manual work & simple general management from the worker
too challenging
activities are automized, In decentralization, Radical changes in
The continuous
human isn’t needed for data & information educational system are
education of staffs is
that part. gathering from various needed. The way of
most important step in
New skills needed, parts of company, thinking is most
implementing Industry
short-term plans are centralized decision- important within
4.0
needed to be defined making becomes more Industry 4.0
more often, but also complicated Human has to be ready
new ideas have to be Criteria for every to adapt to new
created everyday smaller subsystem have situations
to be defined for
appropriate decisions
The middle ground – a way forward
Self Evaluation
Peer evaluation and Self evaluation will
help to assess the employees to help them
to keep up with the updates in the
industry.
Reverse Mentoring
With the emerging technologies, the
senior officials find it more difficult to
adopt to the changes. The junior
employees could be assigned to be a
mentor for them. This can inculcate a
culture of interaction.
Trainings
The Training should be throughout the
hierarchy of the organization. The
trainings should be on technical as well
as non-technical competencies.
WAY FORWARD
EMPLOYEES
Personal
Specialising in Skills which Competency
Development
cater to dynamic Reality
Making Adaptation programs
Collaborative
align with Cyber Physical Organisational
Structure
Team
Systems to make people adapt Development
to Industrial Revolution 4.0
Process
Development
WAY FORWARD
EMPLOYERS LEADERSHIP
Data Based Management technologies • As per Blasi& Freeman & Kruse, the effect
Harmonical Coordination between of technology change on worker well-being
and inequality will totally be dependent on
Human and Robot to finish off tasks
the top management.
Leveraging the Know-how which will
• Steps need to be bigger ones to make a
be the Key factor of success in Market radical move as AI and automation will
Enriching the intrinsic Motivation of affect every business involved
the current workers to adapt to new • Strategically nurture agility, adaptability
working environment. and re-skilling among people
Decentralized decision making should • Coaching is an important parameter to
be encouraged with regular checks provide Clarity and direction in a dynamic
environment.
Thank You
