Process Planning in Industry 4.0—Current State, Potential and Management of Transformation

Maja Trstenjak, Tihomir Opetuk, Hrvoje Cajner and Natasa Tosanovic
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Maja Trstenjak: Faculty of Mechanical Engineering and Naval Architecture, University of Zagreb, Ivana Lucica 5, 10 000 Zagreb, Croatia
Tihomir Opetuk: Faculty of Mechanical Engineering and Naval Architecture, University of Zagreb, Ivana Lucica 5, 10 000 Zagreb, Croatia
Hrvoje Cajner: Faculty of Mechanical Engineering and Naval Architecture, University of Zagreb, Ivana Lucica 5, 10 000 Zagreb, Croatia
Natasa Tosanovic: Faculty of Mechanical Engineering and Naval Architecture, University of Zagreb, Ivana Lucica 5, 10 000 Zagreb, Croatia

Sustainability, 2020, vol. 12, issue 15, 1-25

Abstract: The implementation of the Industry 4.0 concept enables the flexibility, modularity and self-optimization of the manufacturing process. Process planning, placed in the value chain between construction and physical manufacturing, therefore, also demands digital transformation, while management of the transformation towards the new digital framework represents one of the most demanding challenges. Continuing the research on its structure and role within the smart factory, the main motivation for this work was to recognize the potential of the digital transformation of process planning elements, and to define the key dimensions that are essential for the readiness factor calculation and later transformational strategy formation, but also to recognize the current level of awareness of the Industry 4.0 concept among the process planners, along with the current use of its elements and key priorities for the transformation. The research has therefore been conducted in 34 Croatian metal machining companies, within which the influence of company size, level of education and familiarity with Industry 4.0 on final results and the stage of development have been investigated. The results have shown that the company size has a significant influence on the development stage and the use of certain elements wherein small and medium enterprises (SMEs) have already implemented certain digital elements, while they also tend to have a better fundamental infrastructure when using complex process planning methods, unlike others, which are still highly traditional. Organization and human resources have been ranked with the highest priority for change, while target goals for hardware and software have been set, with the managerial challenges of transformation defined and discussed.

Keywords: process planning; Industry 4.0; smart factory; readiness factor (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (3)

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