Opportunities and challenges of embracing smart factory in South Africa
- Pradhan, Anup, Agwa-Ejon, John
- Authors: Pradhan, Anup , Agwa-Ejon, John
- Date: 2018
- Subjects: Industrial revolution , Smart factory , Opportunities
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/279271 , uj:29987 , Citation: Pradhan, A. & Agwa-Ejon, J. 2018. Opportunities and challenges of embracing smart factory in South Africa.
- Description: Abstract: The fourth industrial revolution combines cyberphysical systems with manufacturing processes, enabling industries to automate and maintain their production in real time. Smart technologies open new global markets and increase global economy, however there are some challenges associated with the implementation such as lack of skilled manpower, social inequality, potential disruption in labor market, cyber-risks, etc. This paper investigates the opportunities and challenges associated with the adoption and implementation of smart factory in South Africa using extensive review of available literatures, which is triangulated using a single case study. It was observed that the current adoption of smart technologies is low. South African manufacturing industry and existing workforce will require upgrades to match skills required for smart factory. Smart factory may displace specific labor force with automation, however it will also create new types of jobs. Some industries are already using flexible production and producing customerspecific goods, which indicates that these industries will easily transform to mass customization. Cyber-risks and privacy issues of digital revolution provides a platform for existing ICT professionals to engage in R&D, as well as create new jobs related to development of security systems and software. Industries and people are showing certain level of acceptance, however they are yet to fully engage in smart factory.
- Full Text:
- Authors: Pradhan, Anup , Agwa-Ejon, John
- Date: 2018
- Subjects: Industrial revolution , Smart factory , Opportunities
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/279271 , uj:29987 , Citation: Pradhan, A. & Agwa-Ejon, J. 2018. Opportunities and challenges of embracing smart factory in South Africa.
- Description: Abstract: The fourth industrial revolution combines cyberphysical systems with manufacturing processes, enabling industries to automate and maintain their production in real time. Smart technologies open new global markets and increase global economy, however there are some challenges associated with the implementation such as lack of skilled manpower, social inequality, potential disruption in labor market, cyber-risks, etc. This paper investigates the opportunities and challenges associated with the adoption and implementation of smart factory in South Africa using extensive review of available literatures, which is triangulated using a single case study. It was observed that the current adoption of smart technologies is low. South African manufacturing industry and existing workforce will require upgrades to match skills required for smart factory. Smart factory may displace specific labor force with automation, however it will also create new types of jobs. Some industries are already using flexible production and producing customerspecific goods, which indicates that these industries will easily transform to mass customization. Cyber-risks and privacy issues of digital revolution provides a platform for existing ICT professionals to engage in R&D, as well as create new jobs related to development of security systems and software. Industries and people are showing certain level of acceptance, however they are yet to fully engage in smart factory.
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Implementation of industry 4.0 technologies in the mining industry – a case study
- Authors: Sishi, Michael Ntokozo
- Date: 2017
- Subjects: Mineral industries - Technological innovations , Industrial revolution , Mineral industries - Management , Computer-aided engineering
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269861 , uj:28674
- Description: M.Phil. (Engineering Management) , Abstract; In modern mining, it is imperative to have a real-time flow of information between the enterprise level and shop floor systems. The gaps that exist between these spheres make it difficult for managers to have timely information for optimum decision making. A mining company needs instantaneous visibility on production, quality, cycle times, machine status, and other important operational variables to achieve optimum and effective operations. The flow of information only within various business systems in an organisation is not sufficient in today’s world. An organisation should be able to share some information with business partners such as suppliers and customers to gain competitive advantage. Tracking products from raw material status, through various stages of production, up to finished goods is pivotal for Product Lifecycle Management (PLM). A product should be smart enough to know such things about itself as constituents, recipe, time of manufacturing, production lines, machines, quality, and destination. This study investigates the possibilities, protocols, and benefits, of Industry 4.0 implementation in the mining sector. The key focus of this research includes the evaluation of the impact of Cyber Physical Systems (CPS), Internet of Things (IoT), Industrial IoT (IIoT), and Big Data at the Mine. With the implementation of Industry 4.0 technologies at a Mine, the integration of fragmented shop floor and the enterprise level systems enables seamless communication in delivering optimum operations. This research demonstrates Industry 4.0 technologies as the mechanisms for integrating business systems and processes. The methods researched are deployed using Software Development Lifecycle (SDLC) process at a uranium mining company in Namibia to integrate the manufacturing systems, plant systems, business partners’ systems, and SAP ERP. The results are thoroughly analysed and validated to introduce a smart Mine with real-time visibility of the overall mining status. The research further presents the results of integrated Mine architecture, reports, KPIs, and automated workflows. The results prove the viability of industry 4.0 with all teams having full visibility on integrated KPIs that drive cross-functional delivery. The operations teams, management teams, executives, and the CEO have real time visibility and control of all aspects of the facilities via real time data.
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- Authors: Sishi, Michael Ntokozo
- Date: 2017
- Subjects: Mineral industries - Technological innovations , Industrial revolution , Mineral industries - Management , Computer-aided engineering
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269861 , uj:28674
- Description: M.Phil. (Engineering Management) , Abstract; In modern mining, it is imperative to have a real-time flow of information between the enterprise level and shop floor systems. The gaps that exist between these spheres make it difficult for managers to have timely information for optimum decision making. A mining company needs instantaneous visibility on production, quality, cycle times, machine status, and other important operational variables to achieve optimum and effective operations. The flow of information only within various business systems in an organisation is not sufficient in today’s world. An organisation should be able to share some information with business partners such as suppliers and customers to gain competitive advantage. Tracking products from raw material status, through various stages of production, up to finished goods is pivotal for Product Lifecycle Management (PLM). A product should be smart enough to know such things about itself as constituents, recipe, time of manufacturing, production lines, machines, quality, and destination. This study investigates the possibilities, protocols, and benefits, of Industry 4.0 implementation in the mining sector. The key focus of this research includes the evaluation of the impact of Cyber Physical Systems (CPS), Internet of Things (IoT), Industrial IoT (IIoT), and Big Data at the Mine. With the implementation of Industry 4.0 technologies at a Mine, the integration of fragmented shop floor and the enterprise level systems enables seamless communication in delivering optimum operations. This research demonstrates Industry 4.0 technologies as the mechanisms for integrating business systems and processes. The methods researched are deployed using Software Development Lifecycle (SDLC) process at a uranium mining company in Namibia to integrate the manufacturing systems, plant systems, business partners’ systems, and SAP ERP. The results are thoroughly analysed and validated to introduce a smart Mine with real-time visibility of the overall mining status. The research further presents the results of integrated Mine architecture, reports, KPIs, and automated workflows. The results prove the viability of industry 4.0 with all teams having full visibility on integrated KPIs that drive cross-functional delivery. The operations teams, management teams, executives, and the CEO have real time visibility and control of all aspects of the facilities via real time data.
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Optimizing functions of engineers working in the SA didactic market
- Mouafo Tankam, Serge Emmanuel
- Authors: Mouafo Tankam, Serge Emmanuel
- Date: 2017
- Subjects: Educational innovations - South Africa , Skilled labor - South Africa , Human capital - Management , Occupational training , Industrial revolution
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269858 , uj:28673
- Description: M.Phil. (Engineering Management) , Abstract: Didactic Solutions Engineers are engineers who are involved in providing sales, marketing, training, and customer solutions of learning systems in an organization. The complexities attached to the nature of Didactic Solutions Engineers functions within an organization often create a sense of exhaustion, thus reducing their productivity and efficiency. The challenges are increasingly intensified by the rate of development of new technology. In less than a century, technology has evolved from the first industrial revolution to the fourth. Didactic and Learning Systems companies are growing part of the industrial business industry. Didactic focussed companies design, build and distribute learning systems equipment to address the skills gap in the engineering and technology field. The increased need for technological sales teams and client needs to stay abreast of technological development result in more pressure. Companies’ sales teams are put under pressure due to few resources resulting from the global economy and the subsequent increases in the footprint area that needs to be covered. Systems Engineering is an interdisciplinary approach that aims to solve complex problems by combining systems, subsystems and their components. Through a series of well-defined steps, Systems Engineering defines the customer needs and progresses further towards design synthesis, realization, optimization and validation of systems. Systems Engineering tools and methods can be used in different fields to optimize the outcome of a process, by the fact that attention is devoted to the entire life cycle of the systems. Traditionally, Systems Engineering has evolved independently and there are numerous tools and techniques available to address systems design issues. This research study seeks to investigate the experiences of didactics companies outside South Africa and look at the daily activities of Solutions Engineer within Festo SA. A framework to optimize the function of a Solutions Engineer in didactic market will be designed based on those findings using Festo South Africa (SA) as a case study. For the derivation of the framework, data was collected using questionnaires that helped obtain relevant information on daily activities (sales, exhibition, marketing, tenders, project and technical solutions) from Solution Engineers within Festo SA and other didactic companies in the world. The collected data was analysed. Systems Engineering tools and methods were applied and from that, a framework was proposed to help Solutions Engineers with their daily work. In addition, two new alternative organograms were proposed in this study to be adapted to the proposed framework for future implementation to help the Solutions Engineers.
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- Authors: Mouafo Tankam, Serge Emmanuel
- Date: 2017
- Subjects: Educational innovations - South Africa , Skilled labor - South Africa , Human capital - Management , Occupational training , Industrial revolution
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269858 , uj:28673
- Description: M.Phil. (Engineering Management) , Abstract: Didactic Solutions Engineers are engineers who are involved in providing sales, marketing, training, and customer solutions of learning systems in an organization. The complexities attached to the nature of Didactic Solutions Engineers functions within an organization often create a sense of exhaustion, thus reducing their productivity and efficiency. The challenges are increasingly intensified by the rate of development of new technology. In less than a century, technology has evolved from the first industrial revolution to the fourth. Didactic and Learning Systems companies are growing part of the industrial business industry. Didactic focussed companies design, build and distribute learning systems equipment to address the skills gap in the engineering and technology field. The increased need for technological sales teams and client needs to stay abreast of technological development result in more pressure. Companies’ sales teams are put under pressure due to few resources resulting from the global economy and the subsequent increases in the footprint area that needs to be covered. Systems Engineering is an interdisciplinary approach that aims to solve complex problems by combining systems, subsystems and their components. Through a series of well-defined steps, Systems Engineering defines the customer needs and progresses further towards design synthesis, realization, optimization and validation of systems. Systems Engineering tools and methods can be used in different fields to optimize the outcome of a process, by the fact that attention is devoted to the entire life cycle of the systems. Traditionally, Systems Engineering has evolved independently and there are numerous tools and techniques available to address systems design issues. This research study seeks to investigate the experiences of didactics companies outside South Africa and look at the daily activities of Solutions Engineer within Festo SA. A framework to optimize the function of a Solutions Engineer in didactic market will be designed based on those findings using Festo South Africa (SA) as a case study. For the derivation of the framework, data was collected using questionnaires that helped obtain relevant information on daily activities (sales, exhibition, marketing, tenders, project and technical solutions) from Solution Engineers within Festo SA and other didactic companies in the world. The collected data was analysed. Systems Engineering tools and methods were applied and from that, a framework was proposed to help Solutions Engineers with their daily work. In addition, two new alternative organograms were proposed in this study to be adapted to the proposed framework for future implementation to help the Solutions Engineers.
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Knowledge-based automation and new workforce implementation at a financial institution
- Authors: Elsworth, Catherine
- Date: 2018
- Subjects: Industrial revolution , Artificial intelligence , Banks and banking - Technological innovations , Banks and banking - Customer services , Knowledge management , Banks and banking - Information technology
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/402839 , uj:33730
- Description: Abstract : Intelligent Automation (IA) entails advanced knowledge-based technologies associated with the so-called Fourth Industrial Revolution (4IR). In this study, the phrase “IA journey” refers to the processes of knowledge-based automation and new workforce implementation. The study’s unit of analysis is not as much the IA journey itself, rather it is an analysis of what constitutes a balanced approach to IA implementation and adoption within an organisation. For example, employees’ feelings of uncertainty during an organisation’s IA journey could cause an imbalance in staff morale and resistance from employees to adapt to the changes. Therefore, the main research question of this study is: What are the components of a balanced approach to knowledge-based automation and new workforce implementation of a financial institution? The research question aligns to the world of service delivery that is changing at an alarming rate, with customers expecting fast, personalised, digital service. The landscape for financial institutions is changing, for example, traditional competitors are taking steps to meet customer demands and non-traditional competitors are entering the market place, threatening the existence of traditional financial institutions, commonly referred to as banks. The literature reveals that the evolution of Internet usage and the influence of social media and smart phones have increased the significance of technology and digital service in the financial services industry. Adoptions of these technologies is vital if traditional banks want to remain relevant in the market where financial technologies companies (Fintechs), and small, digitally nimble start-ups can provide the quick, personalised service that customers expect. Already many financial institutions have started to investigate the opportunities that technologies such as IA and chatbots provide. The potential of chatbot technology to improve customer experience and reduce operational costs make it an attractive option for organisations to consider. Literature reveals that the cost of implementation of this technology is a fraction of the cost of legacy system re-writes. The ability of this technology to integrate with existing systems and improve turnaround time and service to customers makes the IA journey a favourable choice. The IA journey of one South African Financial Institution (SAFI) formed the focus of this study. Research was conducted within the SAFI into the application of this technology across the organisation to understand the impact that the changes experienced had on the employees of the organisation. Understanding how these changes impact employees helps in determining the best ways to manage the changes in order to develop a balanced approach to implementation and adaption of IA within an organisation. The empirical study followed a qualitative research design, featuring qualitative data collection and analysis techniques. Secondary data were collected and displayed in order to show case v hoe IA project were implemented into the organisation. The philosophical paradigm that suited a study of this nature was interpretivism as the research was socially constructed in its aim to understand the adoption processes of the organisation implementing an IA programme. The research followed an inductive approach as the study’s conceptual framework was developed based on data collected and conclusions drawn through the analysis of this data. The study involved the collection of data through the use of interviews conducted across junior and senior management levels within the business units impacted by the changes associated with the IA journey. The aim of these interviews was to gain an understanding of employees’ perceptions of the IA journey across the organisation as well as understand the experiences of those involved in the IA programme. Secondary data was also collected from five SAFI use cases, which provided a rich source for quantitative data. The presentation of results regarding the outcomes of use cases implemented across the organisation is in accordance to the University of Johannesburg Code of Academic and Research Ethics. The research findings informed the development of a conceptual framework, which can be used to encourage a balanced approach towards IA implementation and adoption throughout an organisation that is experiencing major changes. This study reveals that employees’ fears of the changes need to be identified and managed early in order to avoid resistance to the changes and negative perceptions of the technology being created. The conceptual framework identifies the components that a financial institution can use in its balanced approach to increase adoption and reduce fears. Moreover, the study revealed the need for organisations to invest in technologies of the future and the benefits that this technology can have for the organisation. Customer experience and expectations form a vital part of any organisation and the lessons learnt in the value this technology can provide in creating a great customer experience are invaluable. The study revealed that there is a difference between digitisation and automation and that knowledge-based automation technology plays a key role in enabling a digital customer experience... , M.Phil. (Information Management)
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- Authors: Elsworth, Catherine
- Date: 2018
- Subjects: Industrial revolution , Artificial intelligence , Banks and banking - Technological innovations , Banks and banking - Customer services , Knowledge management , Banks and banking - Information technology
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/402839 , uj:33730
- Description: Abstract : Intelligent Automation (IA) entails advanced knowledge-based technologies associated with the so-called Fourth Industrial Revolution (4IR). In this study, the phrase “IA journey” refers to the processes of knowledge-based automation and new workforce implementation. The study’s unit of analysis is not as much the IA journey itself, rather it is an analysis of what constitutes a balanced approach to IA implementation and adoption within an organisation. For example, employees’ feelings of uncertainty during an organisation’s IA journey could cause an imbalance in staff morale and resistance from employees to adapt to the changes. Therefore, the main research question of this study is: What are the components of a balanced approach to knowledge-based automation and new workforce implementation of a financial institution? The research question aligns to the world of service delivery that is changing at an alarming rate, with customers expecting fast, personalised, digital service. The landscape for financial institutions is changing, for example, traditional competitors are taking steps to meet customer demands and non-traditional competitors are entering the market place, threatening the existence of traditional financial institutions, commonly referred to as banks. The literature reveals that the evolution of Internet usage and the influence of social media and smart phones have increased the significance of technology and digital service in the financial services industry. Adoptions of these technologies is vital if traditional banks want to remain relevant in the market where financial technologies companies (Fintechs), and small, digitally nimble start-ups can provide the quick, personalised service that customers expect. Already many financial institutions have started to investigate the opportunities that technologies such as IA and chatbots provide. The potential of chatbot technology to improve customer experience and reduce operational costs make it an attractive option for organisations to consider. Literature reveals that the cost of implementation of this technology is a fraction of the cost of legacy system re-writes. The ability of this technology to integrate with existing systems and improve turnaround time and service to customers makes the IA journey a favourable choice. The IA journey of one South African Financial Institution (SAFI) formed the focus of this study. Research was conducted within the SAFI into the application of this technology across the organisation to understand the impact that the changes experienced had on the employees of the organisation. Understanding how these changes impact employees helps in determining the best ways to manage the changes in order to develop a balanced approach to implementation and adaption of IA within an organisation. The empirical study followed a qualitative research design, featuring qualitative data collection and analysis techniques. Secondary data were collected and displayed in order to show case v hoe IA project were implemented into the organisation. The philosophical paradigm that suited a study of this nature was interpretivism as the research was socially constructed in its aim to understand the adoption processes of the organisation implementing an IA programme. The research followed an inductive approach as the study’s conceptual framework was developed based on data collected and conclusions drawn through the analysis of this data. The study involved the collection of data through the use of interviews conducted across junior and senior management levels within the business units impacted by the changes associated with the IA journey. The aim of these interviews was to gain an understanding of employees’ perceptions of the IA journey across the organisation as well as understand the experiences of those involved in the IA programme. Secondary data was also collected from five SAFI use cases, which provided a rich source for quantitative data. The presentation of results regarding the outcomes of use cases implemented across the organisation is in accordance to the University of Johannesburg Code of Academic and Research Ethics. The research findings informed the development of a conceptual framework, which can be used to encourage a balanced approach towards IA implementation and adoption throughout an organisation that is experiencing major changes. This study reveals that employees’ fears of the changes need to be identified and managed early in order to avoid resistance to the changes and negative perceptions of the technology being created. The conceptual framework identifies the components that a financial institution can use in its balanced approach to increase adoption and reduce fears. Moreover, the study revealed the need for organisations to invest in technologies of the future and the benefits that this technology can have for the organisation. Customer experience and expectations form a vital part of any organisation and the lessons learnt in the value this technology can provide in creating a great customer experience are invaluable. The study revealed that there is a difference between digitisation and automation and that knowledge-based automation technology plays a key role in enabling a digital customer experience... , M.Phil. (Information Management)
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The commercialisation lifecycle of a knowledge management consulting firm in the fourth industrial revolution
- Authors: De Koker, Lucian Theodoric
- Date: 2018
- Subjects: Knowledge management , Industrial revolution , Artificial intelligence , Internet of things
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/415004 , uj:35021
- Description: Abstract: Current situation in business, economies and the world indicate that artificial intelligence (AI), the Internet of Things (IoT) and robotics are some of the technologies that is and will continue to have a tremendous impact on businesses, economies and everyday human life. These technologies amongst others are reshaping the global landscape and business ecosystems and the manner in which business is conducted in the fourth industrial revolution (4IR). Generic commercialisation lifecycles and business models require adaptation in the 4IR, which will aid successful business for a knowledge management (KM) consulting firm. The study focussed on conceptualising and developing a commercialisation lifecycle (CLC) for a KM consulting firm in the 4IR. The research objective was to conceptualise a business model canvas (BMC) and develop an IKM framework that can be used specifically by a KM consulting firm, including entrepreneurs, small businesses and professional business consulting firms in the 4IR. Literature shows that commercialisation lifecycles and business models need to change continuously, especially on the front of the 4IR. To remain competitive and sustain a healthy business, KM consulting firms will need to upskill and improve current business operations. Upskilling, changing and preparing for the 4IR, give competitive advantage over competitors. New technologies need to be embraced and harnessed to exploit the innovative capabilities and value add new technologies offer. With an improved, adapted and updated CLC and BMC in place, a KM consulting firm will be able to provide innovative services to clients, ensuring profitability. The research methodology for the study was qualitative in nature, with an inductive and exploratory approach. Grounded in the interpretivist paradigm, the inductive approach allowed the study to explore a specific phenomenon and identify themes in order to explain patterns. A conceptual framework was developed, using existing literature, to conceptualise a CLC for a KM consulting firm in the 4IR. Data was collected through content analysis and in-depth faceto- face interviews, through multi-method qualitative research. Purposive sampling was selected to determine the 4 participants for the interviews, through critical case sampling, allowing 3 participants to be interviewed and the fourth participant to be used for testing the findings of the interviews. Interviews and testing of the interviews were transcribed, coded, and categorised through the Data Analysis Spiral. Research findings, through triangulation found that the conceptualisation and development of a CLC is crucial; that the conceptualisation of a BMC is crucial; and that new services and the development of an IKM framework is crucial; which will allow a KM consulting firm, including entrepreneurs, small businesses and professional business consulting firms to be successful in the 4IR. Results showed that the CLC, the BMC, new services and the IKM framework, need... , M.Phil. (Information Management)
- Full Text:
- Authors: De Koker, Lucian Theodoric
- Date: 2018
- Subjects: Knowledge management , Industrial revolution , Artificial intelligence , Internet of things
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/415004 , uj:35021
- Description: Abstract: Current situation in business, economies and the world indicate that artificial intelligence (AI), the Internet of Things (IoT) and robotics are some of the technologies that is and will continue to have a tremendous impact on businesses, economies and everyday human life. These technologies amongst others are reshaping the global landscape and business ecosystems and the manner in which business is conducted in the fourth industrial revolution (4IR). Generic commercialisation lifecycles and business models require adaptation in the 4IR, which will aid successful business for a knowledge management (KM) consulting firm. The study focussed on conceptualising and developing a commercialisation lifecycle (CLC) for a KM consulting firm in the 4IR. The research objective was to conceptualise a business model canvas (BMC) and develop an IKM framework that can be used specifically by a KM consulting firm, including entrepreneurs, small businesses and professional business consulting firms in the 4IR. Literature shows that commercialisation lifecycles and business models need to change continuously, especially on the front of the 4IR. To remain competitive and sustain a healthy business, KM consulting firms will need to upskill and improve current business operations. Upskilling, changing and preparing for the 4IR, give competitive advantage over competitors. New technologies need to be embraced and harnessed to exploit the innovative capabilities and value add new technologies offer. With an improved, adapted and updated CLC and BMC in place, a KM consulting firm will be able to provide innovative services to clients, ensuring profitability. The research methodology for the study was qualitative in nature, with an inductive and exploratory approach. Grounded in the interpretivist paradigm, the inductive approach allowed the study to explore a specific phenomenon and identify themes in order to explain patterns. A conceptual framework was developed, using existing literature, to conceptualise a CLC for a KM consulting firm in the 4IR. Data was collected through content analysis and in-depth faceto- face interviews, through multi-method qualitative research. Purposive sampling was selected to determine the 4 participants for the interviews, through critical case sampling, allowing 3 participants to be interviewed and the fourth participant to be used for testing the findings of the interviews. Interviews and testing of the interviews were transcribed, coded, and categorised through the Data Analysis Spiral. Research findings, through triangulation found that the conceptualisation and development of a CLC is crucial; that the conceptualisation of a BMC is crucial; and that new services and the development of an IKM framework is crucial; which will allow a KM consulting firm, including entrepreneurs, small businesses and professional business consulting firms to be successful in the 4IR. Results showed that the CLC, the BMC, new services and the IKM framework, need... , M.Phil. (Information Management)
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Approach for implementing Industry 4.0 framework in the steel industry
- Authors: Govender, Esenthren
- Date: 2019
- Subjects: Steel industry and trade , Industrial revolution , Artificial intelligence
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/417192 , uj:35321
- Description: Abstract: The growth of the steel sector requires a fully integrated manufacturing system for real-time decision making. The primary challenge in the steel sector is the lack of data flow between the production operations such as Manufacturing Execution System (MES) and business systems as an example the Enterprise Resource Planning (ERP). The production operations of the steel sector require visibility of product quality, maintenance management, operational lead times, planning and scheduling, equipment health, to name but a few aspects. Legacy systems and technologies that are in the steel sector have plagued the organisation. State of the art technology implementations is defined as “brownfields” as they are deployed in silos with no standardisation across the organisation. Production data in the steel sector constitutes disparate sources as there is a multitude of processes and applications. Real-time data is collected and aggregated before being shared with other systems. The paper investigates current technologies and investments adopted by the steel sector and how to leverage off these existing expenditure to attain a smart enterprise and subsequently manage current and future steel demands efficiently. The paper defines an implementation approach and system architecture to assist the steel sector aligned to Industry 4.0. Industry 4.0 simplifies the approach to implement complex systems in a structured and logical manner in manufacturing organisations. Industry 4.0 integrates the operational equipment, people, processes, products and the supply chain. The study deliberates the Industry 4.0 framework and the approach to implement Industry 4.0 in the steel sector. The focus areas of the research include the review of Cyber-Physical Systems (CPS), Internet of Things (IoT), Industrial Internet of Things (IIoT) and Big Data at the steel entity. The Systems Development Life Cycle (SDLC) methodology is utilised in the research to gather information on the steel entity. A steel entity in South Africa is utilised in the research. Workshops and observations are employed at the steel entity to gather data and identify business processes utilised. The results based on data collated prove the viability of industry 4.0 in the steel sector. The alignment of the current system architecture of the steel entity to Industry 4.0 framework results in a reduction of thirty-four per cent in system applications utilised in the organisation which is presented in an Industry 4.0 architecture. Further benefits are defined in terms of reduction of integration interfaces, improved real-time data flow, financial savings based on a single data and reporting repository and reduction in month-end financial reporting timelines. , M.Phil. (Engineering Management)
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- Authors: Govender, Esenthren
- Date: 2019
- Subjects: Steel industry and trade , Industrial revolution , Artificial intelligence
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/417192 , uj:35321
- Description: Abstract: The growth of the steel sector requires a fully integrated manufacturing system for real-time decision making. The primary challenge in the steel sector is the lack of data flow between the production operations such as Manufacturing Execution System (MES) and business systems as an example the Enterprise Resource Planning (ERP). The production operations of the steel sector require visibility of product quality, maintenance management, operational lead times, planning and scheduling, equipment health, to name but a few aspects. Legacy systems and technologies that are in the steel sector have plagued the organisation. State of the art technology implementations is defined as “brownfields” as they are deployed in silos with no standardisation across the organisation. Production data in the steel sector constitutes disparate sources as there is a multitude of processes and applications. Real-time data is collected and aggregated before being shared with other systems. The paper investigates current technologies and investments adopted by the steel sector and how to leverage off these existing expenditure to attain a smart enterprise and subsequently manage current and future steel demands efficiently. The paper defines an implementation approach and system architecture to assist the steel sector aligned to Industry 4.0. Industry 4.0 simplifies the approach to implement complex systems in a structured and logical manner in manufacturing organisations. Industry 4.0 integrates the operational equipment, people, processes, products and the supply chain. The study deliberates the Industry 4.0 framework and the approach to implement Industry 4.0 in the steel sector. The focus areas of the research include the review of Cyber-Physical Systems (CPS), Internet of Things (IoT), Industrial Internet of Things (IIoT) and Big Data at the steel entity. The Systems Development Life Cycle (SDLC) methodology is utilised in the research to gather information on the steel entity. A steel entity in South Africa is utilised in the research. Workshops and observations are employed at the steel entity to gather data and identify business processes utilised. The results based on data collated prove the viability of industry 4.0 in the steel sector. The alignment of the current system architecture of the steel entity to Industry 4.0 framework results in a reduction of thirty-four per cent in system applications utilised in the organisation which is presented in an Industry 4.0 architecture. Further benefits are defined in terms of reduction of integration interfaces, improved real-time data flow, financial savings based on a single data and reporting repository and reduction in month-end financial reporting timelines. , M.Phil. (Engineering Management)
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Cyber-physical business systems modelling : advancing Industry 4.0
- Authors: Medoh, Chuks Nnamdi
- Date: 2019
- Subjects: Cooperating objects (Computer systems) , Industrial revolution , Experimental design
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/437500 , uj:37990
- Description: Abstract: The dynamic digital age drives contemporary multinationals to focus on delivering world-class business solutions with the use of advanced technology. Contemporary multinationals relate to a present-day business primarily engaged to generate profits. These complex multinationals offer value through the manufacture, sale, and management of products and services. Disruptive strategies in operations driven by emerging technological innovations demand continuous business improvements. These insightful opportunities are inclusive of operations, enterprise systems, engineering management, and research. Business sustainability is a strategic priority to deliver exceptional digital solutions. The Fourth Industrial Revolutions (4IR) offer significant technological advancements for total business sustainability. The underlying 4IR technologies include Cyber-Physical Systems (CPS). The collective challenges of a large global business are not easy to predict. CPS protocols deliver sustainable prospects required to integrate and model physical systems in real-time driven by the 4IR implementations. The goal of this thesis is to develop a model (CPS) suitable for self-predicting and to determine ideal operational practice driven by technologies of the 4IR. The model (CPS) seeks a novel tool effective for comprehensive business evaluation and optimisation. The competence of the anticipated tool includes suitability to collaborate current operations and predict the impact of change on a complex business. .. , D.Phil. (Engineering Management)
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- Authors: Medoh, Chuks Nnamdi
- Date: 2019
- Subjects: Cooperating objects (Computer systems) , Industrial revolution , Experimental design
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/437500 , uj:37990
- Description: Abstract: The dynamic digital age drives contemporary multinationals to focus on delivering world-class business solutions with the use of advanced technology. Contemporary multinationals relate to a present-day business primarily engaged to generate profits. These complex multinationals offer value through the manufacture, sale, and management of products and services. Disruptive strategies in operations driven by emerging technological innovations demand continuous business improvements. These insightful opportunities are inclusive of operations, enterprise systems, engineering management, and research. Business sustainability is a strategic priority to deliver exceptional digital solutions. The Fourth Industrial Revolutions (4IR) offer significant technological advancements for total business sustainability. The underlying 4IR technologies include Cyber-Physical Systems (CPS). The collective challenges of a large global business are not easy to predict. CPS protocols deliver sustainable prospects required to integrate and model physical systems in real-time driven by the 4IR implementations. The goal of this thesis is to develop a model (CPS) suitable for self-predicting and to determine ideal operational practice driven by technologies of the 4IR. The model (CPS) seeks a novel tool effective for comprehensive business evaluation and optimisation. The competence of the anticipated tool includes suitability to collaborate current operations and predict the impact of change on a complex business. .. , D.Phil. (Engineering Management)
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Leadership capabilities and opportunity realisation in the Fourth Industrial Revolution
- Authors: Venter, Johannes
- Date: 2019
- Subjects: Leadership , Technological innovations - Management , Industrial revolution , Artificial intelligence , Coal mines and mining - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/446406 , uj:39090
- Description: M.Com. (Business Management) , Abstract: The study explored the leadership capabilities required to realise opportunities brought by the fourth industrial revolution in the South African coal mining sector. A qualitative research paradigm methodology was used. During the literature review references by other researchers were used to form a basic understanding of the origins of 4IR as well as how 4IR is used to modernise the mining sector, considering the current mining industry economic condition. The governments involvement as well as other industries like manufacturing in Industry 4.0 were also explored. Leadership evolution, risks and challenges through the industrial revolutions were furthermore researched and broaden the study’s knowledge base. A total of ten leadership professionals in the coal mining industry that has expert knowledge and experience with 4IR was interviewed and provided valuable input to the study. The research data transcripts were analysed for themes and subthemes that emerged repeatedly...
- Full Text:
- Authors: Venter, Johannes
- Date: 2019
- Subjects: Leadership , Technological innovations - Management , Industrial revolution , Artificial intelligence , Coal mines and mining - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/446406 , uj:39090
- Description: M.Com. (Business Management) , Abstract: The study explored the leadership capabilities required to realise opportunities brought by the fourth industrial revolution in the South African coal mining sector. A qualitative research paradigm methodology was used. During the literature review references by other researchers were used to form a basic understanding of the origins of 4IR as well as how 4IR is used to modernise the mining sector, considering the current mining industry economic condition. The governments involvement as well as other industries like manufacturing in Industry 4.0 were also explored. Leadership evolution, risks and challenges through the industrial revolutions were furthermore researched and broaden the study’s knowledge base. A total of ten leadership professionals in the coal mining industry that has expert knowledge and experience with 4IR was interviewed and provided valuable input to the study. The research data transcripts were analysed for themes and subthemes that emerged repeatedly...
- Full Text:
The relationship between the adoption of technology, employee engagement and psychological meaningfulness
- Authors: Uys, Carli
- Date: 2020
- Subjects: Technology - Social aspects , Industrial revolution , Technological innovations - Economic aspects , Management - Employee participation , Organizational change - Management , Meaning (Philosophy)
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/455649 , uj:40336
- Description: Abstract: The world of work has entered the 4th Industrial Revolution. This revolution is introducing new technologies to the workplace, which is leading to digitisation, digitalisation, augmented reality as well as changes in job content, job types and more disturbingly job loss. The employee composition changed at the same time, with large portions of the baby boomers exciting, Gen X moving into managerial and leader roles and the majority of employees being GenY. Organisations need a satisfied workforce, that is engaged and experience psychological meaningfulness, as it is only when this is true that both the organisation and its people flourish, and that sustainability and productivity can be obtained. It is however not clear to what extent technology, and in this instance mobile technology will impact on employee engagement and the psychological wellbeing and experience of meaning within the workplace. Nor is it clear if different generations experience the introduction of mobile technology on a large scale differently. This research aimed to determine the relationship between the adoption of technology, employee engagement and psychological meaningfulness. With both Gen X and Y being exposed to mobile technology in their personal lives, the impact of it in the workplace is less than was expected. The results indicate that adoption to technology has no significant effect on work engagement or psychological meaningfulness. Furthermore, it was found that no significant differences existed between the two groups (Gen X and GenY) in terms of employee engagement and psychological meaningfulness. Finally, a statistically significant difference between the two groups were found in terms of adoption of mobile technology as Gen Y’s are more likely to adopt new forms of technology to increase their work productivity and improve their skills. , M.Com. (Industrial Psychology)
- Full Text:
- Authors: Uys, Carli
- Date: 2020
- Subjects: Technology - Social aspects , Industrial revolution , Technological innovations - Economic aspects , Management - Employee participation , Organizational change - Management , Meaning (Philosophy)
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/455649 , uj:40336
- Description: Abstract: The world of work has entered the 4th Industrial Revolution. This revolution is introducing new technologies to the workplace, which is leading to digitisation, digitalisation, augmented reality as well as changes in job content, job types and more disturbingly job loss. The employee composition changed at the same time, with large portions of the baby boomers exciting, Gen X moving into managerial and leader roles and the majority of employees being GenY. Organisations need a satisfied workforce, that is engaged and experience psychological meaningfulness, as it is only when this is true that both the organisation and its people flourish, and that sustainability and productivity can be obtained. It is however not clear to what extent technology, and in this instance mobile technology will impact on employee engagement and the psychological wellbeing and experience of meaning within the workplace. Nor is it clear if different generations experience the introduction of mobile technology on a large scale differently. This research aimed to determine the relationship between the adoption of technology, employee engagement and psychological meaningfulness. With both Gen X and Y being exposed to mobile technology in their personal lives, the impact of it in the workplace is less than was expected. The results indicate that adoption to technology has no significant effect on work engagement or psychological meaningfulness. Furthermore, it was found that no significant differences existed between the two groups (Gen X and GenY) in terms of employee engagement and psychological meaningfulness. Finally, a statistically significant difference between the two groups were found in terms of adoption of mobile technology as Gen Y’s are more likely to adopt new forms of technology to increase their work productivity and improve their skills. , M.Com. (Industrial Psychology)
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