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@PHDTHESIS{Guerreiro:841199,
author = {Guerreiro, Bruno Vallarelli},
othercontributors = {Schmitt, Robert H. and Prefi, Thomas},
title = {{S}mart retrofitting as a structured approach for an
organization to implement industry 4.0 using its existing
resources},
volume = {3/2022},
school = {RWTH Aachen University},
type = {Dissertation},
address = {Aachen},
publisher = {Apprimus Verlag},
reportid = {RWTH-2022-01548},
isbn = {978-3-98555-041-8},
series = {Ergebnisse aus der Produktionstechnik},
pages = {1 Online-Ressource : Illustrationen},
year = {2022},
note = {Englische und deutsche Zusammenfassung. - Weitere Reihe:
Fertigungsmesstechnik $\&$ Qualitätsmanagement. - Weitere
Reihe: Edition Wissenschaft Apprimus. - Druckausgabe: 2022.
- Auch veröffentlicht auf dem Publikationsserver der RWTH
Aachen University; Dissertation, RWTH Aachen University,
2021},
abstract = {The work described in this thesis focuses on the
development of a structured approach to empower
organizations to individually implement Industry 4.0 based
on their corporate culture, challenges and needs using the
existing human and material resources within the
organization. Thereby, the Smart Retrofitting approach has
been conceived which supports the hypothesis that the
retrofitting of existing equipment is the most practical and
suitable solution for any size of organization to engage in
the implementation of Industry 4.0. The Smart part of the
Smart Retrofitting focus on spreading the Industry 4.0
throughout an organization independent of its size through a
continuous implementation process and a Top-down Bottom-up
strategy. Implementing aspects of Industry 4.0 in their
existing production equipments fulfilling the
organization’s established targets and demands for
Industry 4.0 is the main target of the Retrofitting part of
the Smart Retrofitting approach. A change management model
was developed based on the Smart Retrofitting Approach
aiming to fulfill its values and purposes. The Smart
Retrofitting Change Management model pursues the involvement
of all employees within an organization. Therefore, it is
composed of a Top-down Bottom-up management approach in
which the organization’s own created vision and the
direction to be followed is given by the highest
hierarchical employees. The Industry 4.0 vision is based on
current and upcoming challenges and needs that the
organization faces. In order to implement the created
vision, the Smart Retrofitting Change Management Model
promotes a roadmap ―Smart Retrofitting Roadmap-- assembled
in a Top-down Bottom-up strategy. In this model, the middle
and lower hierarchical employees will design and execute
short-, medium- and long-term projects for the
implementation of Industry 4.0 within their daily business
activities following the Industry 4.0 vision of their
organization. The Smart Retrofitting Change Management Model
has five phases: Unfreezing, Moving, Unfreezing 2.0,
Refreezing and Smart Retrofitting Actions. In addition, the
Smart Retrofitting Change Management Model suggests that the
organization creates a Smart Retrofitting Agent Network
which shall empower the employees from all different
hierarchical levels of the organization to exchange
knowledge and support each other in their activities
concerning the implementation process of Industry 4.0.
Consequently, such engagement of the employees will generate
a motivational effect between them and will mini-mize
possible internal resistances during the implementation
process of Industry 4.0 within the organization.The
validation of the Smart Retrofitting approach occurrs
gradually by applying it at a single production equipment up
to a global acting organization. Therefore, the first case
study targeted the execution of the Smart Retrofitting
Approach on an over forty-year-old devel-oped equipment
which is exclusively used by the metallurgical industry
sector to purify Aluminium. The second case study was
accomplished at thyssenkrupp Brazil Ltda. –Division Rothe
Erde– and consisted in the implementation of Industry 4.0
in their large slewing bearing production line dedicated to
the wind energy industry sector. Finally, the third case
study was accomplished on a global scale at Henkel AG $\&$
Company, KGaA at their Adhesives Technologies business
unit.},
cin = {417510 / 417200},
ddc = {620},
cid = {$I:(DE-82)417510_20140620$ / $I:(DE-82)417200_20140620$},
typ = {PUB:(DE-HGF)11 / PUB:(DE-HGF)3},
doi = {10.18154/RWTH-2022-01548},
url = {https://publications.rwth-aachen.de/record/841199},
}
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