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The 21st century: an era where emojis and hashtags find their way into every sentence, where taking selfies, live tweeting and mining bitcoin are the norm, and where Insta-culture dictates what we say and do. This is the era into which the digital native was born. With so many changes in every aspect of our lives, how is it that one of the most influential aspects, our education, has remained unchanged? Our education system not only fails to appeal to today’s students, but more importantly, it fails to equip them with the skills required in the 21st Century. It is thus of no surprise that industries feel graduates entering the workplace lack skills in critical thinking, problem solving and self-directed learning. AI, machine learning and big data: Tools and mechanisms we so eagerly incorporate to create smart factories yet are hesitant to use elsewhere. Gamification and games have shown great results in education and training; with most research suggesting a stronger focus on personalization and adaptation. When combined with analytics and machine learning, the potential of games is yet to be realized. A real-time adaptive game would not only always present an appropriate degree of challenge for the individual but would allow for a shift in focus from the recitation of facts, to the application of information filtered to solve the particular problem at hand. South Africa, a country faced with a severe skills gap, could benefit greatly from games. If used correctly, they may just offer a desperately needed contribution toward equipping both current and future employees with the skills needed to survive in the 21st century. This paper explores the feasibility of using such games for enhanced knowledge dissemination and the upskilling of the workforce.
Development of an easy teaching and simulation solution for an autonomous mobile robot system
(2019)
With mass customized production becoming the mainstream, industries are shifting from large-scale manufacturing to flexible and customized production of small batch sizes. Agile manufacturing strategies adopted by SMEs are driving the usage of collaborative robots in today's factories. Major challenges in the adoption of cobots in the industry are the lack of a highly trained workforce to program the robot to perform complex tasks and integration of robot systems to other smart devices in the factory. In addition, the teaching and simulation by non-robotics experts of many industrial collaborative robot systems like the KUKA LBR iiwa is a major challenge, since these systems are designed to be programmed by robot experts and not by shop floor workers or other non-experts. This paper describes the research and development activities done for reducing the barriers in operation and ensure holistic integration of LBR iiwa cobot in the assembly on the example of the ESB Logistics Learning Factory. These include a visual programming solution for the easy teaching of various tasks. Robotic tasts are classified based on common robotics applications and application-specific blocks abstracting specific actions are implemented. A factory worker with no programming competency cour create robot programs by combining these blocks using a Graphical User Interface. In addition, a simulation solution was developed to visualized, analyse, and optimize robotic workflow before deployment. an autonomous mobile robot is integrated with the LBR iiw to improve reconfigurability and thus also the productivity. The system as a whole is controlled using an event-driven distributed control system. Finally, the capabilities of the system are analysed based on the design principles of Industrie 4.0 and potential future research ideas are discussed to further improve the system.
Additive manufacturing is a key technology which applies the ideas of Industry 4.0 in order to enable the production of personalized and highly customized products economically. Especially small and medium sized companies often lack the competence and experience to evaluate objectively and profoundly the potential of additive manufacturing technologies in small and medium sized companies. Furthermore, the method has been validated in a small medical technology company evaluating the additive manufacturing potential of an existing surgery tool.
Digital technologies are moving into physical products. Smart cars, connected lightbulbs and data-generating tennis rackets are examples of previously “pure” physical products that turned into “digitized products”. Digitizing products offers many use cases for consumers that will hopefully persuade them to buy these products. Yet, as revenues from selling digitized products will remain small in the near future, digitized product manufacturers have to look for other sources of benefits. Producer-side use cases describe how manufacturers can benefit internally from the digitized products they produce. Our article identifies three categories of such use cases: product-, service-, and process-related ones.
Die Zukunftsfähigkeit des Personalmanagements lässt sich daran festmachen, dass in der Organisation qualitativ und quantitativ ausreichend Personal zur Erfüllung des Organisationszwecks in dynamischen Umfeldern zur Verfügung steht. Einen wichtigen Ansatzpunkt stellen die Flexibilisierung der Personalausstattung sowie die institutionelle und strukturelle Öffnung von Organisationen in Richtung mehr Agilität dar. Darauf aufbauend muss das Personalmanagement selbst durch neue Arbeitsweisen und Praktiken innovativer werden und zusätzlich zu seinem stabilen Kern ein zweites agiles Betriebssystem entwickeln. Das zeitlich und strukturell abgestimmte Zusammenspiel des stabilen und agilen Betriebssystems ermöglicht dann die gleichzeitige Nutzung von exploitativen und explorativen Praktiken. Um die Agilitätsagenda des Personalmanagements weiter voranzutreiben, benötigt es einen systematischen Umgang mit der Bedeutung unterschiedlicher Agilitätsdimensionen, die Entwicklung von Instrumenten sowie Zielsetzungen, die ein agiles Personalmanagement verfolgen sollte.
Mit der Überarbeitung der DIN EN 50173 (VDE 0800-173) Serie, wurden unter anderem die optischen Übertragungsstreckenklassen ersatzlos gestrichen. Um die so entstandene Lücke zu schließen, hat das deutsche Gremium DKE GUK 715.3 „Informationstechnische Verkabelung von Gebäudekomplexen“ neue Klassen erarbeitet, die in der DIN VDE 0800- 173-100 „Klassifizierung von Lichtwellenleiter-Übertragungsstrecken“ im Juni 2019 veröffentlicht wurden. Die Norm klassifiziert Lichtwellenleiter Übertragungsstrecken für anwendungsneutrale Kommunikationskabelanlagen nach DIN EN 50173-1.
Sie dient Benutzern, eine breite Palette von Anwendungen zu ermöglichen, die Auswahl des Verkabelungssystems zu erleichtern, eine zukunftssichere Klassifizierung von LWL-Verkabelungen zu generieren und dazu, Systemanforderungen zu beschreiben.
Die in der Norm definierten Klassen beschreiben die Anforderungen an die Übertragungsstrecken und basieren auf einer maximal zulässigen Einfügedämpfung in dB für maximale Übertragungsstreckenlängen, wobei zusätzlich das Bandbreitenlängenprodukt berücksichtigt wird.
Der Beitrag liefert einen Überblick über die Norm und zeigt Anwendungsbeispiele auf.
Because of saturated markets and of the low profit margins in the sales of cars, car manufacturers focus more and more on profitable product related services. This paper deals with the question how to classify product related services in the automotive industry and which characteristic product related services are offered to the end-users (consumers) in a standardized format. Two research studies on the provided product related services in 2010 und 2017 by 15 car manufacturers and 20 exemplary automotive brands in Germany revealed that the application degree by the OEM (original equipment manufacturers) in these years increased considerably. While in 2010, the average range of services only amounted to 33%, the value in the automotive industry increased until 2017 to 57%.
Beim Guerilla Marketing handelt es sich um die Auswahl untypischer und undogmatischer Marketingaktivitäten, die mit einem oftmals vergleichsweise geringen Mitteleinsatz eine möglichst große Wirkung erzielen sollen. Im Kern zielt Guerilla Marketing darauf ab, anders zu sein und aufzufallen. Der Beitrag gibt einen Überblick über Methoden und Instrumente des Guerilla Marketing-Mix, die sich insbesondere (aber nicht nur) für Startups im Wettbewerb gegen etablierte, mit entsprechenden finanziellen Ressourcen ausgestattete Unternehmen eignen.
Established companies are facing two transformations involving digital technologies: becoming digitized and becoming digital. The platforms enabling these transformations are fundamentally different in their purpose, target state, success metrics — and especially, in the key responsibilities of senior leaders. Because of these differences, companies will need to apply new rules new roles, processes, metrics, and norms — to the new digital platform. To develop new rules leaders should (1) separate the teams working on the digital platform, (2) allow digital platform leaders to experiment with new rules, and (3) identify new leaders and coach them to succeed with new rules. Given the time it takes to establish new rules, companies need to start breaking old rules now.
How companies use digital technologies to enhance customer offerings - summary of survey findings
(2019)
Digital technologies are transforming how companies do business. Social, mobile, analytics, cloud, and the Internet of Things - which together we refer to as SMACIT - along with artificial intelligence, blockchain, and an ongoing procession of new technologies create new capabilities : specifically, ubiquitous data, unlimited connectivity, and massive, affordable processing power.