ABSTRACT
Indiahasemergedasaglobaleconomicpowerhouse,rankingsixthinnominalGDPandthirdinPurchasingPowerParity(PPP).TheIndianmanufacturingsystem needstobereorientedtomeettheIR4.0andIR5.0standards.
Theresearchisbasedonsecondarydata;publishedresearchpapersonIR4.0and5.0fromvariousjournals,magazines,andreportsfromvariousconsultingfirmsare gathered and reviewed to understand the research content and findings of various researchers worldwide. Data on Industry 4.0 is collected from official studies conductedbyconsultingfirms,whilstdataonpolicyisderivedfrompublishedpapersbytheIndiangovernment.
The researcher reveals that technical education and vocational training in future technologies will be critical to the success of Industry 4.0 and 5.0. Traditional educationneedstobetransformed,reinvented,andreorientedundertheguidanceofIITsandNITstoguaranteethatuniversitiesbecomecentresofexcellence.Whenit comestomanufacturingcompetitiveness,IndiatrailswellbehindChina.Thegovernmentshouldtakeprecautionstoavoidbraindrainfromthecountry Itshouldalso encourageuniversitiesandIITstodomorequalityresearch,developapplication-orienteddiscoveries,andincreasethenumberofpatents.
KEYWORDS:Industry4.0and5.0,SmartFactory,SmartProducts,GlobalManufacturingCompetitiveIndex,SmartOperations,Data-drivenServices.
INTRODUCTION:
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In the span of three centuries (between the 17 and the 20 centuries), humans saw three industrial revolutions (IR), beginning with the steam engine in the powerloomindustry Followingthat,electricitywascreated,whichrevolutionised society All assembly line and industrial processes, on the other hand, remained entirely dependent on humans and labor.Technology has grown in prominenceinrecentyears,andthediscoveryofcomputersandroboticshasled tothereplacementoftraditionallabourbyrobotics.Furthermore,the3rdIndustrialRevolution(Industry3.0)wasusheredinbythesynchronisationofoperationswithcomputersinordertodorepeatedtaskswithoutmistakesandatafaster rate.
AboutIndustry4.0and5.0: Industry4.0isbeingusedbyindustrialbusinessesinordertoenhanceandadapt theirmanufacturingprocesses.Digitaltechnologiesaretransformingmanufacturing processes in many industries, from high-tech to industrial equipment. Modernfirmsrecognisethatimprovingtheproductionprocessforeventhemost basicitemsopensupnewavenuesforgrowth.
Industry4.0'svisionisexpectedtobeembracedglobally,anditmayimpactother projectsandcollaborativeendeavours.Autonomousrobots,bigdata,augmented reality(AR),additivemanufacturing,cloudcomputing,cybersecurity,IoT,systemintegration,andsimulationaretheninemajortechnologycomponentsthat makeupthecoreofIndustry4.0.
Industry 4.0 aims to enable businesses to make quicker, better decisions while loweringcostsanddemandingfewerhumaninputs.Itallcomesdowntooptimising smart, flexible supply chains, factories, and distribution models in which robots collect and communicate more data to human operators and other machinesthroughmachine-to-machineinteractions.Thetimelinebelowdemonstratestheevolutionofmanufacturing.
Thetransitionfromindustry1.0toindustry5.0isdepictedinFigure1.
Industrial5.0isadevelopmentofLarryPage'snotionofIndustry4.0,whichhe coinedin2004asaresponsetotheconceptofIndustry4.0.Ithasbecomeasubjectthatgovernmentsandorganizationsarepayingattentiontoasaresultofthe pandemic'seffect,thefocusontopicslikesustainabilityandresilience,andthe needtoputpeoplebackatthecentre.Industry5.0isaparadigmforthenextphase of industrialization, which involves the return of labor to factories, distributed manufacturing,intelligentsupplychains,andhypercustomization,allwiththe purposeofgivingapersonalizedclientexperiencetimeandtimeagain.Thedistinctionbetweenindustry4.0andindustry5.0isexploredindetail.
Thefocusin5thIR(industrialrevolution)isondeliveryofcustomerexperience beyondjustconnectingmachines;hypercustomizationbesidesmasscustomization; responsive and distributed supply chain in addition to intelligent supply chain; interactive products in the place of just smart products and return of humanresourcetofactoriesinsteadofdistancingthemfromfactories.Thedistinctionbetweenindustry4.0andindustry5.0ispresentedintable1.
Table1:Distinctionbetweenindustry4.0&industry5.0
Source:https://www.frost.com/frost-perspectives/industry-5-0
Table2:Industry4.0:Six-dimensionalassessmentcriteria
AutonomousProcesses InformationSharing
6 Data-drivenServices Data-drivenServices
SharesofRevenue
SharesofDataUsed
Source:AIMA-KPMG(2018)&BhatTP(2020)
Indiawasranked61ontheNetworkReadinessIndexin2013basedonthesixdimensionalmodelsmentionedintable2.
Table3:NetworkedReadinessIndex2016GlobalRank
Country Rank Singapore 1 Finland 2 Sweden 3 Norway 4 USA 5 Netherlands 6 Switzerland 7 UK 8 Luxembourg 9 Japan 10 HongKong 12 KoreaRep 13 Canada 14 Germany 15 Malaysia 31 China 59 Thailand 62 SriLanka 63 India 91 Pakistan 110 BanglaDesh 122
Source:FederationofGermanIndustrie,ThefactoryoftheFuture,2015
In 2016, India was ranked 91st, ahead of Pakistan (110) and Bangladesh (122) butbehindSriLanka(63),Malaysia(31)andChina(59).Forthesecondyearina row,Singaporehastoppedtherankings.AsdepictedinTable3,theUnitedStates wasrankedfifth.
StrengthsofIndianeconomy: ThefollowingaretheadvantagesoftheIndianeconomyforimplementingIR4.0 and5.0:
i) Despitetheglobalslump,IndiahasemergedasastrongnationwithastablepaceofGDPgrowth.ThishasattractedsignificantFDIandFIIcapital.Indiahasamplespaceforexpansionandgrowth,whichmakesitarapidlygrowingmarket.
ii) Indiahasemergedasaglobaleconomicpowerhouse,rankingseventhin nominalGDPandthirdintermsofPurchasingPowerParity(PPP).Asa resultofitsstrongeconomicexpansion,thecountryhasbecomeaglobal economicpowerhouse.IndianeconomynowhasaplaceamongtheG20 countries.
iii) Indiahasemergedastheworld'sfastest-growingeconomyintheyears 2016–17withagrowthrateof7.1%inGDP,secondonlytothePeople's RepublicofChina.
iv) India's human capital is youthful. This indicates that India boasts the highestproportionofyoungpeople.Theyouthfulpopulationisnotonly driven but also talented and well-trained in order to achieve maximum growth This has also encouraged international investment and outsourcingopportunitiesinthecountry
v) Aburgeoningworkingpopulationandagrowingmiddleclassarelikely to continue to be major demand generators for the growth of the economy
vi) GovernmentinitiativestosupportthesectorincludetheGST,theestablishment of the NEMMP (National Electric Mobility Mission Plan 2020),andFAME(FasterAdoptionandManufacturingofHybridLand ElectricVehicles).
vii) There is a large supply of skilled and semi-skilled human resources available,aswellasastrongacademicsystem.
viii) Evenintheruralagri-sector,disposableincomeisexpanding,resulting inincreaseddemandforproductsandservices,whichhasasubstantial andpositiveimpactonindustrialproductiondemand.
ix) With a growth rate of 20.8 percent, India has the world's 12th highest numberofhigh-net-worthpeople,themostamongthetop12countries.
Industry4.0iscriticalforIndia'sdevelopment: ThefollowingarethepointsforIndianeedstoadoptIndustry4.0:
a) Advanced analytics might aid in increasing manufacturing capacity whilealsoimprovingquality Throughdataanalytics,themodelwould transitiontofaultpredictionandprevention.
b) Robotics and automation adoption would shorten the manufacturing cycle,cuttime-to-market,andresultinwastefulresourceutilization.
c) Thedigitizationofmanycompanyoperationswouldresultincostsavingsaswellasabettercustomerandemployeeexperience.
d) IoTand machine-to-machine and machine-to-machine communication wouldtightensupplychainsandshortenleadtimes.
Conclusion: Industry4.0intendstohelporganisationsmakebetterchoicesfasterwhilereducingcostsandrequiringfewerhumaninputs.Thereturnoflabourtofactories,dispersed manufacturing, a responsive and distributed supply chain, and hyper customisationareallpartofIndustry5.0,aparadigmforthenextphaseofindustrialisation.Beyondjustrelatingequipment,thefocusofthefifthindustrialrevolution is on providing a positive consumer experience. India has emerged as a worldwideeconomicpowerhouse,rankingseventhinnominalGDPandthirdin terms of purchasing power parity (PPP). In 2016, India was ranked 91st out of 139nations,aheadofPakistan(110)andBangladesh(122)butbehindSriLanka (63),Malaysia(31)andChina(59),implyingthatthereisaneedtoorientIndia's manufacturingsystemtomeettherequirementsofIR4.0and5.0inordertoreap the benefits of economic growth by capitalising on the strengths of the Indian economy
REVIEWOFLITERATURE:
Inparticular,JovaneFetal.(2008)statedthattherehasbeenagrowingconsensus on the need for sustainable development (SD) and its implementation in recent years. Competitive Sustainable Manufacturing (CSM) has been widely regarded as a key enabler because of its high added value, knowledge-based nature,andcompetitiveness.Thisresearchpaperoutlinestheactionsthatmustbe takentotransitionfromeconomicgrowthtolong-termdevelopment. Tocreate and execute CSM at the national and global levels, the Reference Model for ProactiveAction(RMfPA)isrecommended.
Rosen, M.A., and H.A. Kishawy (2012) said that the relevance of combining sustainabilitywithproductionanddesign,aswellasothergoalssuchasfunction, competitiveness, profitability, and productivity, is being investigated It emphasises the need to apply relevant methods such as design for the environment,lifecycleassessment,andotherecologicallysoundapproachesthatconsiderthewholelifecycleofaprocessorproduct.Sustainabilityandenvironmentalstewardshipareprojectedtobecomemoresignificantissuesinmanufacturing anddesigninthefuture,influencingtheprimarygoalsforimprovingmanufacturingprocessesandtechnology Designersandmanufacturingdecision-makers thatembraceasustainablemindsetandfosterasustainabilitycultureinsidetheir organisationsaremorelikelytoimprovedesignandproduction.Morethorough study and collaboration are needed to improve knowledge of sustainability in manufacturing and design, as well as to improve technology transfer and sustainabilityapplications.
GarettiM.&TaischM.(2012)opinedthatsustainabilityisandwillbeacritical problem for present and future generations. The prevailing notion that natural resources are unlimited and that the environment's regeneration potential can compensateforallhumanactivityisnolongervalid.Toachievethisaim,aconsistent effort will be necessary, as well as a suitable time frame. Fortunately, natureandtheenvironmenthavetheabilitytoself-regulateandwillallowmanto repairtheharmheisbringingtotheearth'smotherifthewilltodosoisstrong enough.
GunasekaranandSpalanzani(2012)saidthatduetotheinfluenceofglobalwarming,terrorism,earthquakes,hurricanes,andcarbonfootprintawareness,sustainable business development (SBD) in manufacturing and services (M & S) has becomeamajorconcern.ManyforumsandmediaoutletshavediscussedtherelevanceofSBD,includingacademicandindustrypublications.Aframeworkfor SBDhasbeendeveloped,aswellasprospectiveresearchdirections,byidentifying and critically assessing the extant SBD literature.At the completion of the project,asummaryoftheresultsandconclusionsisgiven.
Davis,J.etal.(2012)opinedthattime,synchronisation,integratedperformance measurements,andcyber-physicalworkforceneedsarethedefiningtechnologicalthreads.SmartManufacturingisaresponsetoandadriverofafundamental corporatetransitiontodemand-dynamiceconomicsfocusedoncustomers,partners,andthegeneralpublic.Nationalinterestsandstrategicimperativescanbe betterservedbyIT-enabledmanufacturingandsupplynetworks.Ithasthepotential to reinvigorate the manufacturing sector by promoting global competitivenessandexportswhilealsocreatinglong-termjobs.
The globalisation of the world's economies provides a substantial challenge to localenterprises,accordingtoLee,J.,E.Lapira,B.Bagheri,andH.Kao(2013), andispropellingthemanufacturingindustrytoitsnexttransition:predictivemanufacturing.Tocompete,manufacturersmustincorporateemergingtechnologies suchassophisticatedanalyticsandcyber-physicalsystem-basedmethodologies toincreaseefficiencyandproductivity Asaresultofthestrongpushtowardthe "InternetofThings,"datahasbecomemoreaccessibleandpervasive,contributing to the big data environment. This issue necessitates the use of the proper approachandtoolstoconvertdataintouseable,actionableinformation.
AccordingtoLee,J.,H.Kao,andS.Yang(2014),machinesinanIndustry4.0factory are now networked as a collaborative community This type of evolution needstheemploymentofadvancedpredictiontools,whichenabledatatobesystematicallyprocessedintoinformation,whichcanthenbeusedtoexplainuncertainty and make more "informed" decisions Manufacturing and service enhancementsbasedoncyber-physicalsystemsaretwoinescapabletrendsand difficultiesforthemanufacturingindustry Thisstudyinvestigatesthetrendsin manufacturingservice transformation in a big data environment, as well as the readiness of smart predictive informatics solutions to manage big data and achievetransparencyandproductivity
Brettel, M., N. Friederichsen, M. Keller, and Marius Rosenberg. As stated in 2014, in terms of product quality and production, the German manufacturing industrymustcontendwithrisingworldwidecompetition.Severalsectorshave sufferedasaresultofthemovementofproductionfacilitiestoothernationsdue to high labour costs. Digital engineering of goods and industrial processes is becoming more common as information and communication technologies becomemorewidelyused.Decentralizedunitscanchangegoodsusingmodular simulation and modelling methodologies, allowing for quick product innovation.
Radziwon,A.,A.Bilberg,M.Bogers,andE.SkovMadse(2014)expressedthat theirstudyexaminestheuseofthetermsmartinconnectiontotechnology,witha focusonthesmartfactoryideainmodernresearch. Theconceptualizationwill not only allude to numerous smart factory ideas presented in the literature but willalsoconnectthekeyaspectsofthisemergentmanufacturingconcepttostandardmanufacturingpractice.Followingthat,theauthorsexplorethelimitations of prospective smart factory implementations in SMEs, as well as a future researchviewtofurtherdeveloptheidea.
SchuhG,etal.(2014)disclosedthatthecurrentindustrialrevolutionisnotbeing driven by the manufacturing industry Instead, the creation of social networks andsmartgadgets,togetherwithworkers'attractivenesstothem,isoneofitskey drivers.Today, interconnectedness is pushing its way into the industrial sector According to an Accenture poll, 82 percent of Chinese respondents said they would be "more resourceful" at work if they could choose their own hardware and software.This study explores the concept that increasing cooperation productivityisoneofthemajoraspectsofIndustry4.0.Fourenablersareproposed as prerequisites for this goal, and a reference system with underlying mechanismsforfacilitatingcollaborationproductivityispresented.Theframeworkof thereferencesystemisdefined,asareconcretetechniquesforincreasingproductivity.
IvanPeko,IvicaVeza,andMarkoMladineo(2015)saidthatbyfosteringempirical, enterprise-level research on technical and non-technological processes as wellasorganisationalinnovation,theCroatianprojectstrivestoincreasescientificunderstandingofthecurrentstatusoftheCroatianmanufacturingindustry The research was conducted using Web surveys and interviews with CEOs and/ortechnicaldirectorsofmanufacturingcompaniesinCroatia.Basedonthe replies of 159 Croatian businesses, the analysis and conclusions were drawn. Croatia'saverageindustrialmaturitylevelisassessedtobe2.15,corresponding to the second industrial generation, or the middle of the twentieth century Accordingtothisstudy,lessthan30%ofbusinessesareinIndustry3.0.Theprimary goal of the INSENT project is to create a Croatian model of Innovative SmartEnterprise(HR-ISEmodel).
Hermann M, Pentek.T, and Otto B. (2016) reportedthatthe Internetof Everything has laid the groundwork for Industry 4.0, the next industrial revolution. Despite this, there is no universally agreed definition of the word.As a result, scholarlydiscussionofthesubjectischallenging.AnexampleofhowtheestablisheddesignprinciplescanaidpractitionersincreatingIndustry4.0situationsis showninacasestudy Furthermore,thispaperdefinesIndustry4.0andpresents sixdesignprinciplesthatmaybeusedtodiscoverprospectiveusecasesandgive assistance throughout implementation.The practical contributions of the study are twofold: First, the definition clarifies practitioners' basic understanding of thephrase"Industry4.0";second,itprovidesassistancetobusinessesonhowto applysuchaframeworkintheirorganisations.
AccordingtoAngioletti,C.M.etal.(2016),"AdditiveManufacturing(AM)is recognised as one of the most effective technologies capable of producing acceptableindustry-sidemarketreactions."Thereiswidespreadagreementthat manufacturingfromlineartocircularsystemsmaysavebothbiologicalandtechnicalresources.Layeredmanufacturinghastheabilitytoproducemajorchanges in both economics and society, as well as to bridge the gap between the two, allowingeffectivecirculareconomiestobeimplemented.Thekeyenvironmental benefits of adopting additive manufacturing technologies in industrial production include decreased energy consumption throughout the manufacturing process, ease of decommissioning and disposal of objects, less waste, and an increasedrawmaterialrecyclingrate.Futurestudieswillconcentrateonthecreationofproceduresandquantitativemodelstoexaminehowadditivemanufacturingtechnologiesencouragethereuseofmaterials,tools,andequipment.
AccordingtoDeMan,J.C.,andJ.O.Strandhagen(2017),sustainablebusiness modelsexistinanIndustry4.0environmentthatisdigitisingandautomating,but theyarenotwidelyused.Sustainabilityrequiresnotjustgreaterefficiency,but alsotheuseoffewerrawmaterialsandenhancedproductrecycling.Thispaper investigates potential sustainable business situations and offers a research agendaforcreatingsuchamodel.Industry4.0hastheabilitytoencouragesustainablebusinessmodelswhilesimultaneouslylimitingthembyexpandingthe possibilitiesofneoclassicalcorporateparadigms.Inafuturewhereobsolescence isintended,theauthorsofthispaperdescribescenariosinwhichservice-based businessmodelscoexistwithtraditionalcompanymodels.WhetherorifIndustry 4. 0 is effective in supporting sustainable value propositions will decide whetherornotamarkettransitiontosustainableproductsoccurs.
AccordingtoBonvoisin,J.,R.Stark,andG.Seliger(2017),industrialresearch hasdevotedalotofattentiontosustainabilityduringthelastseveraldecades.The purposeofthischapteristoprovideanoverviewofthevastfieldofsustainable manufacturingresearch,withafocusonmanufacturingtechnologyandmanagement.Itspurposeistodescribetheroleofmanufacturinginsustainability,identifythecomplementarymethodologiesnecessaryforatransitiontosustainable manufacturing,andemphasisetheimportanceofinterdisciplinaryresearch.
Bakkari, M., and A. Khatory (2017) observed that the interconnectedness of machines,goods,andpeopleareattheheartofIndustry4.0.Thisindustrialrevolutionalsoreflectsadesiretoaddresscontemporaryconcernsrelatingtosustainabledevelopmentconceptssuchasresourcemanagementandenergy Thepurposeofthispaperistounderlinetherelevanceoftheindustrialcountries'strategicvisionforHorizon2030,aswellasthelinkbetweenindustry4.0andsustainabledevelopment.
Kiel,D.,J.Muller,C.Arnold,andKai-IngoVoigt(2017)thinkthattheIndustrial InternetofThings(IIoT)willhaveawiderangeofimplicationsformanufacturersintermsofeconomic,ecological,andsocialissuesintermsoftheTripleBottomLine(TBL)ofsustainablevaluegeneration.TheauthorsshowthattheIIoT necessitatesamultidimensionalexpansionofthetraditionalTBL,includingtechnologicalintegration,dataandinformation,andpubliccontext.
Prause, G., and S.Atari (2017) said that the goal of "Industry 4.0" is to create cyber-physicalsystems(CPS)anddynamicproductionnetworksinordertoproduce flexible and open value chains in the creation of sophisticated masscustomisationgoods.Modularandfractaltechniques,aswellasnetworkorientation, adaptability, and reactivity, are all included in current production models. The study is experimentally confirmed through the use of data samples from a businessreengineeringeffortatagloballyfunctioninghigh-techmanufacturing organisationinEstonia.
Someresearchers(MirandaJ.etal.2017)areoftheviewthattraditionalproduct developmentprocessesmaynolongerbeviablebecausetheylacksocialaspects thatenableinteractionwithconsumersandothergoods.Thephrase"socialcommunication"PCPP(Product-ConsumerandProduct-Product)referstoacomponentofproductdesignmethodologythatallowsforthedefinitionofsocialfeatures as major aspects of the product design process. Furthermore, for a social communicationsPCPP,aconceptualtechniqueforsmartthermostatsisprovided toshowhowthisideamayberealisedbyutilisingthesensing,smart,andsustainable(S3)aspects.
Müller,J.M.,D.Kiel,andKai-IngoVoigt.(2018)statedthattheirstudyinvestigates the significance of Industrial 4.0-related possibilities and constraints as driversforitsimplementationinthecontextofsustainability,withadiverseview-
pointonvaryingbusinesssizes,industrysectors,andthefirm'sroleasanIndustry5.0supplieroruser Thefindingsindicatethatstrategic,operational,environmental,andsocialpossibilitiesarefavourabledriversofitsimplementation,but barrierstocompetitivenessandfutureviabilityhamperitsadvancement.
Kusiak,A. (2018) stated that the genesis, current state, and future advances in manufacturingarediscussedinthisstudy.Smartmanufacturingisanewtypeof manufacturingthatcombinestoday'sandtomorrow'sindustrialassetswithsensors,computerplatforms,control,simulation,data-intensivemodelling,andpredictiveengineering.Theseideasandtechnologies,ifputintopractice,willmake smartmanufacturingthehallmarkofthenextindustrialrevolution.Smartmanufacturingisaboutautonomy,evolution,simulation,andoptimization,notabout the level of automation on the factory floor The degree to which the physical companyhasbeenreplicatedincyberspacewilldefinetheamountofsmartness' ofamanufacturingenterprise.Itsessencewasembodiedinsixpillarsthatsetit apartfromtraditionalmanufacturing.
Industrialoutput,accordingtoBeier,G.,S.Niehoff,andB.Xue(2018),iscritical toestablishingagreeneconomyandsustainabledevelopmentgoals.Thisarticle looksathowtheInternetofThingsmayhelpwithsustainabledevelopment'senvironmental concerns. It provides an up-to-date review of the literature on the industrialinternetofthings(IIOT)-enabledapproachesforsolvingthethreeenvironmental issues. Because of its robust manufacturing sector and ambitious industrialdigitalizationaspirations,Chinawaschosenasacasestudy
GhobakhlooM(2019)statedthatthegoalofthisresearchistoidentifyandanalyse the elements that influence smart manufacturing's application of informationanddigitaltechnologies(IDT).Itconductedastate-of-the-artandcontentdrivenliteraturestudy,consultedapanelofacademicandindustrialprofessionals, and used an interpretative structural modelling approach. The findings are likelytohelpacademics,industryleaders,andpolicymakersgetabetterunderstanding of smart manufacturing transformation processes and the circumstancesthatenablemanufacturingdigitalizationintheindustry4.0era.
CarlaGM,PeterMW&EliasHansDRDS(2019)havedoneasystematicreview intendedtodeterminehowsustainablemanufacturingresearchcontributestothe developmentoftheindustry4.0agenda,aswellastogetabetterunderstanding ofthetwo.Itmapsandsummarisesexistingresearchactivities,outlinesresearch goals, and highlights research gaps and possibilities. The present research is linkedwiththeaimsspecifiedbyseveralnationalindustrialprograms,according tothefindings,althoughtherearestillprospectsforfieldgrowth.
Themodel-basedapproachproposedbyGangoiti,Uetal.(2021)intendstohelp inthedesignanddevelopmentofflexibleproductionsystems.Theframework, accordingtotheindustry4.0paradigm,comprisesasetoftoolsthatautomatethe generationofcontrolcodeextensionsthataddflexibilitytotheautomatedproduction system, based on models. This study focuses on versatile applications that employ Programmable Logic Controllers (PLCs) as principal controllers. ThesuggestedsystemdefinesFAPSasasetoflinkedControllerandPlantI4.0 components that allow for QoS-based reconfiguration A MAS-based middlewareissupposedtoprovideQoScontrolinreal-time,butitalsoprovides model-basedsupportforexpressingdesiredsystemflexibilityneeds.Byoffering toolsfordescribingcriticalproductionsituationsandstoringthisdatainamodel, amodeleditoraidsdesignersinthebuildingofautomatedproductionsystems.
RakicS,PavlovicM&MarjanovicU(2021)researchedandrevealedthatmanufacturingfirmsinSerbiamustfindawaytorespondtoconstantlychangingclient needsandfiercecompetition.ThegoalofthisresearchpaperistouseIndustry 4.0evaluationmethodologyandsocialnetworkanalysistodeterminethelevelof manufacturingpreparednessinSerbia.Thefindingsofthisstudyrevealthatwirelesshuman-machinecommunicationtechnologiessparkedSerbianmanufacturing'sdigitaltransitionfromnon-usertobasicpreparedness.
Sony,M&Aithal,P S.(2020)statedthatinbothacademicandindustrialcircles, "Industry4.0"hasbecomeabuzzword.Becausebiginitialexpendituresarenecessary, it is gradually establishing itself in impoverished countries. The Indian EngineeringIndustriessectoristhecountry'slargestandtopearnerofforeigncurrency Thisendeavour,accordingtothereport,willhelpthecountrystrategically andaidintheacquisitionofnewmarkets.
Industry4.0
–ReadinessofIndustries:
Geissbauer,R.,J.Vedso,andS.Schrauf(2016)statedthat"Industry4.0"refersto thefourthindustrialrevolution.WhileIndustry3.0wasconcernedwiththeautomation of specific machines and processes, Industry 4.0 is concerned with the end-to-end digitalization of all physical assets and their integration into digital ecosystemswithvaluechainpartners.Productdigitizationcoverstheextension ofcurrentgoods,suchastheadditionofsmartsensorsorcommunicationdevices thatmaybeusedwithdataanalyticstools.
Basl and Kopp (2017) observed that smart factories and smart products are importantforfutureindustrialgrowth.Accordingtotheirresearchresults,some Czech industrial companies are already active in IR 4.0. The survey, however, determinedthattheirnumberisinsufficientinlightoftheCzechRepublic'scurrentstateofthesector Thisismostlikelyowingtotheheavyinitialinvestment
required for IR 4.0. Government incentives or subsidies are likely to pique the interest of companies involved in the IR 4.0 trend. The majority of companies thathavenotyetassessedIR4.0statedthatitisnotapriorityforthematthistime. This might be owing to these companies' lack of knowledge about the benefits andhazardsofimplementingIR4.0.
Basl Josef (2017) investigated that Czech companies have a quite high awarenessoftheexistenceofatrendknownasIndustry4.0,butmostemployeesarenot yetawareofwhatthisnewtrendmeans,accordingtoaninvestigationcarriedout bytheCzechChamberofCommerceandIndustry Onlyabout8%ofcompanies reported that their employees are already motivated by the concept - and 56% saidtheiremployeesdon'tknowwhatitmeans.
According to Samaranayake, P., Ramanathan, K., and Laosirihongthong, T (2017),thisstudyinvestigatestherelativevalueofimportantenablingvariables for implementing Industry 4.0 from a technical readiness stance.According to theresearch,process-relatedgoalsaremoreimportantthaneconomicandenvironmentalgoals.Humanknowledgeoftechnologyandhowtouseitarethemost importantcomponentsforachievingallobjectiveobjectives.Byutilisingtheconnectionbetweenprocess-relatedobjectivesandsignificanttechnologicalfactors, practitionersmaybuildappropriatestrategiesandpolicies.
BothaAP(2018)saidthatfuture-readinesslevelsaredeterminedbytechnology, behavior,event,andfuturethinkingcapacitylevels.Thefuture-readinessindex (FRI)iscalculatedusingthecompleteawarenessofalternativespace(technology, behavior, events, and capability to do future thinking). Once the future readinesslevels(FRL)andfuture-readinessindex(FRI)aredetermined,itwill be evident what strategic initiatives are necessary to flourish in the desired future.
AccordingtoBatchkovaI.A.etal.(2018),theindustry4.0projectposestremendousproblemsforgovernments,enterprises,andtheglobalsocietyasaconsequenceofthedigitaltransformationandnewintelligenttechnologiesitprovides inallindustries.ThisentailscreatingandimplementinganationalplanforIndustry4.0adoption.Inthiscontext,itiscriticaltoanalyseeachcountry'sreadiness for transformation and change in light of Industry 4.0.The primary goal of the researchistodescribe,analyse,andevaluatesomeofthemostpromisingexisting methodologies for evaluating national Industry 4.0 readiness. Some of the outcomesaredisplayedandcontrasted.
SonyMichael&SubhashNaik.(2018)saidthatthisisthefirstcomprehensiveliterature study to determine the essential components for measuring firms' preparednessforIndustry4.0.Forthefinalthematicanalysis,68articleswereexamined, yielding six main themes of preparedness factors. The interrelationship mechanismbetweenthesecomponentswasdiscovered,and17studyhypotheses weredeveloped.ThisarticlewillassistfirmsinidentifyingwhattheyneedtocriticallyassessbeforedeployingIndustry5.0inacompany
Hamidi, S.R. et al (2018) are confident in their study because it examines the industrial revolution that led to the current Industry 4.0 via digital transformation.Thestudy'sgoalistobetterunderstandthepreparednessofMalaysia'ssmall and medium enterprises (SMEs).The research findings will be able to explain andofferabetterpictureofwhereMalaysianSMEsareinrelationtothematurity levelthatissettoassesstheirreadiness.
AccordingtoMaisiriW andL.vanDyk(2019),theadoptionofIndustry4.0,the initiativedrivingthefourthindustrialrevolution,isadvancingatanexponential rateandisunavoidableforsurvivalandcompetitiveness.TheImpulseFoundation of the Verband Deutscher Maschinen- undAnlagenbau (VDAAN) developed a questionnaire instrument with quantitative criteria for this study It was determinedthattheSouthAfricanindustryhassignificantchallengesindeveloping strategies and constructing equipment infrastructures to meet Industry 4.0 standards.Morestudyisneededtounderstandmoreabouttheindustry4.0competenciesthatSouthAfricanfirmsandsectorsrequire.
Leadership,accordingtoValeriaEGuzmánetal(2020),isnecessarytosuccessfullydevelopaninnovationcultureinfirms.Asaresult,leadersplayavitalrole intheshifttoIndustry4.0.Thegoalofthisresearchistogiveimportantleadership characteristics and skills in the context of Industry 4.0. The majority of it wasbasedonareviewoftheliteratureonleadershipandIndustry4.0.Thisstudy identified 10 leadership attributes for industry 4.0 and their associations with four kinds of leadership talents: cognitive skills, interpersonal skills, business skills,andstrategicskills.OrganizationsmayconsidertheseskillstobenecessaryforleadersintheIR4.0shift.
ForeachIndustrialRevolution,R.Kelly(2018)depictsleadershipperiodsduringthedifferentIndustryRevolutions(IR).ForthefirstIR,charismaticleadershipreferstohowaleaderactsandgalvanizesagroupbytheiractionsandpersonal characteristics.The second IR was heavily influenced by scientific management, in which executives adopt a top-down leadership style that may be described as the directive. The third IR is about relational leadership which is defined by the consideration of transformational leadership theories to inspire the autonomy of followers for new ideas and collaboration among them. Transactional leadership, which is more performed and acknowledged by the
accomplishmentsoffollowers'aims,isalsoafeatureofthethirdIR.Accordingto thescenario,thefourthIRdemandsleadershiptohavebothcurrentandnewnecessaryattributes.
Basedoninterviewswithsuccessfulleadersofmajorenterprises,start-ups,and non-profit organisations to learn about what it takes to become a leader, AshkenasR&ManvilleBidentifiedsixleadershipcompetencies.Accordingto theirresearch,theseskillsinclude:1)shapingavisiontofocusandchallengethe team;2)translatingthevisionintoaclearstrategyaboutwhatactionstotakeand whatnottotake;3)recruiting,developing,andrewardingagreatteam;4)focusing on measurable results; 5) promoting innovation and learning to sustain the teamororganisation,and6)leadinghimorherself.Accordingtotheauthors,the importantcriteriafordevelopingcompetencyintheseleaderabilitiesarebased oncontinuouspractiseandgenuineorrealexperienceratherthanmerelyreading and learning from books or theoretical knowledge. Further, the researchers emphatically say that reading books and attending training classes are not the onlywaystoimproveleadershipskills;onemustalsogetreal-worldpractiseand experience.Buildingacohesivevision,formulatingstrategy,hiringandmotivating the right people, focusing on performance, innovation, and leading themselvesaresixareasofactionthatareparticularlyimportantforgrowingleaders.
SonyMichael&AithalP S.(2020)revealthatIndianEngineeringIndustriesare one of the largest divisions of Indian Industries, and the implementation of Industry4.0willturnthemintoglobalmarketcompetitors.Butbeforeanorganisation begins to implement, it must do a specific evaluation to determine how effective the implementation will be in the organisation. This paper presents a methodology for conducting such an evaluation that is multidimensional and willassistcompaniesinpredictingtheirperformance.
Leos Safar et al. (2020) observed that Industry 4.0 concepts, frameworks, and technologies are becoming increasingly important in order for industrial firms andsmallandmedium-sizedbusinesses(SMEs)toacquiresustainableandcompetitiveadvantages.Researchfindingsdemonstratedalowdegreeofknowledge oftheI4.0conceptanditscomponents,whichleadstoinsufficientfutureactions and expectations.According to the survey, respondents who had prior knowledgeoftheframeworkhadmorefavourableattitudesandpredictionsforfuture developments.
IshitaA&NeerajS(2020)revealedthatintegrationofIndustry4.0withproductiontechnologiesandprocessesushersinanewtechnologicalerathatwillfurtherrevolutionizeindustryandproductionvaluechains.Thestudybacksupthe notion that the pharmaceutical manufacturing business would be able to offer high-quality, personalized products at a fair cost. However, this requires more immediateattentionthannormal,andunlessthelevelofpreparationoftheleadershipteam,infrastructure,andgeneralstaffinpharmaceuticalproductionunits isassessed,wearesuretomissthebus.
AlessiaM.R.Tortora,etal(2021)revealedthatFewstudiesexistthatprovideprecise information on how manufacturing organisations, particularly those in smallerindustrialsettings,aredealingwiththedigitalrevolution.Morethanhalf ofthosepolledhadeitherarudimentaryunderstandingofenablingtechnologyor noneatall.MSMEsareunsureaboutthefinancialandtechnicalrequirements,as wellastheoverallimpact,ofimplementingI4.0.
REVIEWSUMMARY:
Industry4.0isconcernedwiththedigitizationofallphysicalassetsfrombeginningtofinish.Themajorityofemployeesareunawareoftheimplicationsofthis new trend. The industrial internet of things (IIoT) entails a multi-dimensional extensionofthetriplebottomline,whichincludestechnicalintegration,dataand information,andpubliccontext.Smartfactories,smartgoods,employeeadoption,strategyandorganisation,smartoperations,anddata-drivenserviceswere thesixpillarsthatsetitapartfromtraditionalmanufacturing.Mostorganisations areunawareofthepotentialbenefitsofIndustry4.0technologies;theymustfirst have a comprehensive grasp of the many components and build the requisite knowledge,skills,andconfidence.
Severalfirmsthathaven'texaminedIR4.0believeit'snotafocusrightnow This could be due to a lack of awareness among these firms about the benefits and risksofembracingIR4.0.MalaysianSMEsareapprehensiveaboutthefinancial and technological requirements, as well as the overall implications of implementingIR4.0.InCroatia,theaveragedegreeofindustrialmaturityis2.15,corresponding to the second industrial revolution, or the mid-twentieth century More research is needed to better comprehend the capabilities of Industry 4.0 that South African businesses and sectors demand. Government incentives or subsidiesarelikelytoattractbusinessesintheIR4.0movement.
Togetadeeperunderstandingofsustainabilityinmanufacturinganddesign,as wellastoincreasetechnologytransferandsustainabilityapplications,moreindepth research and cooperation are required. Because of its high added value, knowledge-basednature,andcompetitiveness,CompetitiveSustainableManufacturing (CSM) has been generally acknowledged as a major enabler Transitioningfromeconomicgrowthtolong-termdevelopmentrequirescertain activities.TheReferenceModelforProactiveAction(RMfPA)issuggestedfor developingandimplementingCSMatthenationalandgloballevels.
Cognitive, interpersonal, commercial, and strategic leadership abilities are investigatedinconnectiontofoursetsofleadershiptalents. Thisbookexposes whatittakestobeasuccessfulleaderbasedoninterviewswithoutstandingleaders of huge corporations, start-ups, and non-profit organisations. In the shift to Industry4.0,leadersarecrucial.Otherresearchershaveidentifiedsixleadership skillsthathavebeenidentifiedbyotherresearchers:creatingavisiontomotivate andchallengetheteam;translatingthevisionintoaplan;recruiting,developing, and rewarding a great team; focusing on quantifiable outcomes; encouraging innovationandlearningtokeeptheteamororganisationafloat;andleadership. Experts say that reading books and attending training sessions aren't the only approachestobuildingleadershipabilities.
RESEARCHGAPS/QUESTIONS:
Basedontheliteraturereview,thefollowingresearchquestionsmightbeconsidered:
i) WhatisthecurrentstateofIndia'smanufacturingindustry?
ii) Whataretheindustry'sstrengths?IsitcapableofimplementingIR4.0?
iii) WhatarethegovernmentofIndia'sattemptstoencourageandgrowthe sectorsothatitcanimplementIR4.0?
iv) HowdoesIndiarankintheGlobalManufacturingRiskIndexfor2021, aswellasinprioryears?
v) DoesIndiahaveenoughtrainedworkerstoembraceIR4.0?
vi) AreSMEsfamiliarwithIR4.0anditscomponents?DotheythinkIR4.0 isagoodidea?WhatdotheythinkaboutIR4.0anditscomponents?
vii) IsIndiaInc'smanagementinsupportofIR4.0?DotheyhavethenecessaryleadershiptoimplementIR4.0?
SIGNIFICANCEOFTHERESEARCH:
The terms "Industry 4.0" and "Industry 5.0" are not well-known.The management and staff of SMEs are unaware of the principles' relevance.Through this researchpiece,theteachingandlearningcommunitywilllearnabouttheconcept ofIR4.0and5.0,itsadvantages,andtheneedtogoforwardintermsofeconomic andtechnologicaladvancementsforthewelfareofsociety Thisstudyprovidesa thoroughoverviewoftheliterature,allowingindustryprofessionalstoconduct empiricalresearchandanalysetheadoptionofIR4.0,aswellasitscost-benefit analysis,inordertomakeaninformeddecisionregardingitsadoption.
OBJECTIVESOFTHERESEARCH:
Theobjectivesoftheresearcharestatedasfollows:
a) ResearchthecurrentstateofIndia'smanufacturingindustryintermsof itsabilitytoimplementIndustry4.0.
b) TolearnaboutanygovernmentofIndiaeffortsaimedatpromotingand developing the manufacturing industry in India so that it can adopt IR 4.0.
c) ToidentifyareaswhereIR4.0adoptionislaggingorposingissues.
d) ToprovideacompleteparadigmforstrategizinginthecontextofIR4.0 and5.0.
METHODLOGY:
Theresearchisbasedonsecondarydata;publishedresearchpapersonIR4.0and 5.0fromvariousjournals,magazines,andreportsfromvariousconsultingcompanies are gathered and examined to understand the research content and outcomes of various researchers across the world. Data on industry 4.0 is derived from public studies by consulting companies, while policy-related data is derived from published reports by the Indian government. As a result, the retrieved data is categorised and tabulated in accordance with the study goals. Thesource'scredibilityisindicatedforeachtableintheresearchpaper Thepercentages and rankings are employed to portray the data for the research paper Furthermore,pictorialrepresentationisusedtoprovidebetterclarityofthedata tounderstandthesituationwithoutanyconfusion.
RESEARCHRESULTS:
Theresearchresultsarepresentedasfollows:
a)CurrentstatusofIndustry4.0inIndia: AIMA-KPMG(2018)reportedthatby2023,theglobal(Industry4.0)I4.0marketisanticipatedtoreachINR13,90,647crore.I4.0hasbeenadoptedbycountries such as the United States, China, and Japan, as well as European nations suchastheUnitedKingdom,Ireland,Sweden,andAustria.
Indiaisthesixth-largestmanufacturerintheworld.Asaresult,manufacturingis seenasacriticalcomponentofthecountry'slong-termgoal.Thegovernmenthas emphasized the 'Make in India' programme as a means of achieving this goal. ThegovernmentannouncedanewpolicyinJuly2017toincreasemanufactur-
ing'scontributionofGDPto25%bysolidifyingtheMakeinIndiaproject,with anemphasisontheuseofdigitalplatformsforIndustry4.0.
Manufacturingisexpectedtoaccountfor25%ofGDPby2022,upfromitscurrentlevelof17%.Theadministrationhasenactedavarietyofpoliciesandinitiatives,includingastheimplementationoftheGST(GoodsandServicesTax)and theliberalisationoftheFDIpolicy.
b)Manufacturing–acrucialsectorofIndia: TheautomotiveindustryinIndiaisoneofthelargestintheworld,accountingfor morethan7.1%ofthecountry'sGDP Inaddition,itaccountsforabout22%of thecountry'smanufacturingGDP
Table4:India'sAccomplishmentsatGlobalLevel
Source: ACMA,2020Foreign direct investment (FDI) was first allowed into the industry in 1991 as partofIndia'seconomicliberalization,andithascomealongwaysincethen.In addition,thecountryiscurrentlythesixthlargestautomarketintheworld,with ambitions to become the third largest by 2020. According to the Automotive
Components ManufacturersAssociation of India, the industry India's automotiveindustryisrankedfirstintheworld(ACMA).India'saccomplishmentsinthe automobilesectordepictedintable4.Moreover,McKinseyGlobalInstituteprojectedthat3DPrintingannualmarketgrowthwillbeat19.6%perannum.Some ofthemanufacturingcompanieshavealreadyadoptedIR4.0,forexample,ITC LtdisimplementingIndustry4.0inpackagingandlogisticsapplications;Over 24industries,includingNicksAuto,HeroCycles,VardhmanSteel,TysonIndia, Akzo Nobel India, and Tynor Orthotics, are utilising automation; and HMEL Bathindareceivedthecustomerexcellenceawardin2019forusingRoboticsProcessAutomation.
AccordingtoCushman&Wakefield's2021GlobalManufacturingRiskIndex, Indiahasemergedastheworld'ssecondmostsoughtaftermanufacturingdestination,indicatingthegrowinginterestshownbymanufacturersinIndiaasapreferredmanufacturinghuboverothercountries,includingtheUnitedStatesand thoseintheAsia-Pacificregion.
India's operational circumstances and cost competitiveness are contributing to the increased emphasis on the country In addition, the country's demonstrated effectivenessinachievingoutsourcingstandardshasresultedinanannualgainin theranking.
c)GlobalManufacturingRiskIndex2021: Cushman&WakefieldPlchaspublishedtheGlobalManufacturingRiskIndex for2021.CushmanandWakefieldareamultinationalcommercialrealestateservicescorporationwithofficesallovertheworld.
The Global Manufacturing Risk Index compares 47 nations from Europe, the Americas, and Asia Pacific to determine which is the most advantageous/suitable/desirabledestinationformanufacturinginvestment.
Manufacturingindexhasimprovedfrom4 placein2019to3 placein2020and nd2 place in 2021. India also performed well on a cost basis, rising from sixth placein2019tothirdplacein2020and2021.Similarly,fromariskfactorstandth th point,from30 placein2020to28 placein2021.
This implies that if China is not overcome, it is critical to preserve the second place (baseline rating). However, there is a tremendous need to work hard on improvingcosteffectivenessandloweringrisklevels.
d)SmartFactory:
BengaluruishometoIndia'sfirstsmartfactory,whichwilltransitionfromautomationtoautonomyandallowmachinestocommunicatewithoneanother The BoeingCompanyhasinvestedintheIndianInstituteofScience's(IISc)Centre for Product Design and Manufacturing (CPDM), which is making good progress.Thefutureisasmartfactory,equippedwithdatainterchangeinproduction andtheInternetofThings(IoT),whichexpertsrefertoasIndustry4.0.According to reports, the smart manufacturing business will be worth $215 billion by 2025,anditwillbeacceptedbyallmajoreconomies.ForIndustry4.0,aCentre of Excellence (CoE) on IT has been established. This CoE would serve as a resourcegroupforentrepreneursandstart-ups,spreadingthenotionofinformationtechnologyanditsimplementationinI4.0.
e)GreenEnergyCorridors:
Green Energy Corridors have been constructed by the Indian government to enhancetheusageofrenewableenergyandtobuildsmartnetworkstoaccommodatevariablerenewableenergyinput.AndhraPradesh,Rajasthan,TamilNadu, Gujarat,andHimachalPradeshareamongthestatesthathavebegunworkonthis project,whichhascostIndiaover$1billion.
f)InternetofThing:
One of the most decisive elements of Industry 4.0 for India is the Internet of Things, which is estimated to account for more than 20% of the worldwide InternetofThings(IoT)industryinthenextfiveyears.By2020,theworldwide marketisestimatedtoreach$300billion.ThemajorstatesofIndiaretakingseriousstepstoadapttoIndustry4.0.AndhraPradeshhastakenstepstoleverageon thecountry'sIoTpotential.Thestateadministrationhaspassedafirst-of-its-kind IoTstrategy,withthegoaloftransformingthestateintoanIoT centreby2020
andcapturingupto10%ofthecountry'smarketshare.60percentoftheIndian IoTmarketisheldbytheindustrialIoTand28percentCAGRgrowthexpected forIoTmarketinIndiaINR36391crorein2018toINR1.05laccrore(15billion USD) in 2020. Indian businesses are increasing their focus and collaborating with other businesses to build innovative IoT and M2M solutions. In order to addresslocalconcerns,theIndiangovernment'sDigitalIndiainitiativeislikely toplaceagreateremphasisonIoT
g)Installation&UseofRobotsinManufacturingCompanies: AmongAsia'srisingmarkets,Indiaisamongthefastestexpandingeconomies. Whilerecentworldwideresultshavebeenrathermild,Indiaachievedanamazinggrowthrateof39percentin2018(IFRPressRoom,2019).
Table6:AnnualInstallationsofIndustrialRobots-15LargestMarkets
Source:WorldRoboticsReport2021
For some years now, the number of robot installations has been constantly increasing.Between2013and2018,Indiaexperienceda20percentcompound annualgrowthrate.Marketforsmartdeviceswillbemorethan2billionby2020.
Table8:FormalSkilledWork-force
Figure2.
Installations
Table 6 shows the yearly installation of industrial robots (in,000) in the top 15 marketsaccordingtotheWorldRoboticsreport(2021).Indiaisoneofthe15largestmarkets,with3200installationseveryyear Incomparisontotheothers,India lags.Thesamesituationisdepictedbythefigure2. Onthewholethereisneedof increasingtheroboticcultureintheindustrialapplication.
h)LackofSkill&Know-how:
Lack of skills to pose significant challenges for Industry 4.0 adoption in India. Indiahas44lakhvocationaltrainingcapacityforover50croreworkforces.But Vocationaltrainingcapacityasapercentageoftotalworkforceisverylowinour nation when compared to the other countries (Chaitanya M 2017) which is depictedintable7andFigure3.
Indialagsbehindintermsofvocationaltrainingcapacityasapercentageoftotal workforce,necessitatingtheestablishmentofnewvocationaltraininginstitutes andtheexpansionofthecountry'svocationallytrainedandskilledworkforce.
Table7:Lackofskill&Know-how
Source:ChaitanyaM(2017)
j)AwarenessofIR4.0&Elements: LeosSafaretal.(2020)didasurvey-basedstudyinSouthIndia,wherevarious industriesoperateinvariouscategories,withalargepresenceofSMEs.Thepurposeofthissurveyistoinvestigatethelevelofunderstanding,awarenessandgeneral consciousness of Industry 4.0 among South Indian students, employees, entrepreneurs,andotherresidents.Theresponsestoawarenessaretabulatedand presentedinpercentageintable9anddemonstratedinFigure5forbetterclarity oftheresponses.
Table9:AwarenessonIndustry4.0&OtherElements(n=564)
Source:LeosSafar,etal(2020)
Accordingtotheresearchers,60percentofrespondentshadneverheardofmass customisation,andmaybemorecrucially,approximatelyhalfhaveneverheard ofIndustry4.0.Inaddition,almost40%ofrespondentsareunclearoftheideaof smartmanufacturing,36%arecluelessofIoT,33%aredubiousof5G,and29% areunawareoftheconceptofsmartcity
However, the Government of India has been initiated to increase the skilled work-forcewiththefollowingmentioned:
Ÿ 75percentofglobaldigitaltalentispresentinthenation.
Ÿ Eachyear,around7,80,000engineersaregraduatedinthecountry
Ÿ TheNASSCOMplatformhasbeencreatedtotrain2milliontechnology experts as well as an additional 2 million potential employees and students.
Ÿ
The presence of state-run engineering and technology institutes such as IITs,NITs,andIIITsthatofferindustry-relatedcoursesanddegrees.
i)FormalSkilledWork-force:
InIndia,just4.69percentoftheworkforceisofficiallyskilled,comparedto52 percentintheUnitedStates,68percentintheUnitedKingdom,75percentinGermany, 80 percent in Japan, and 96 percent in South Korea. Skilled employees makeabout24percentoftheworkforceinChina,anothergrowingeconomy(Table8&Figure4).
However,accordingtoErnst&Young,aprofessionalservicesorganisation,by 2026,64percentofIndia'spopulationwouldbeintheworkingagebracketof1559years.By2025,Indiaispredictedtohavetheworld'slargestworkforcewith English speakers (Chaitanya M 2017). Further, at the same time, the globe is expectedtoconfrontashortfallof56.5millionskilledhumanresourcebytheend oftheyear,whileIndiaisexpectedtohaveasurplusof47million,accordingto Indiangovernmentstatistics.
k)PerceptiononIndustry4.0: TheresponsestothelistedfourquestionsontheimportanceofIR4.0aretabulatedandpresentedinpercentageintable10anddemonstratedasperthesurvey ofLeosSafaretal(2020).
Table10:PerceptiononIndustry4.0(n=564)
success of IR 4.0 and 5.0 will rely heavily on technical education and vocationaltraininginfuturetechnologies.UndertheleadershipofIITsandNITs, traditional education will be reformed, redesigned, and reoriented to ensure thatuniversitiesbecomecentresofexcellenceinthelongrun.
2)StrategyandOrganization:
a) Leadership abilities Leadership skills are required of management and upper-levelstaff.AccordingtoMumfordT,CampionM,andMorgesonF (2007),talentsareessentialforgettingthingsdonebyandthroughpeople. Table12showsageneralclassificationofthetalentsintofourareas.
Table12:FourGroupsofLeadershipSkillsforIndustry4.0
Source:LeosSafar,etal(2020)
l)SMEs’OpiniononIndustry4.0: TheresponsestothelistedthreequestionsonthereadinessofSMEsforIR4.0 aretabulatedandpresentedinpercentageintable11anddemonstratedasperthe surveyofLeosSafaretal(2020)
Table11:SMEs'OpiniononIndustry4.0(n=564)
Source:LeosSafar,etal(2020)
Akey problem is that between 21 and 33.5 percent of individuals interviewed had no opinion on the three themes raised by the researchers in their study in southIndia.Furthermore,15to24percentofrespondentsanswered"no"toall threequestions.Forthethreequestions,50percentormorehaveanswered'no'or 'noopinion.'Only40to46percentofrespondentsrateIR4.0positively,whilethe remainderrateitnegatively MajorityoftherespondentshadanegativeassessmentofIR4.0,itscomponents,costprojections,andSMEs'readinessforIR4.0. This demands exact cost forecasts, financing arrangements with favourable terms,SME-focusedtrainingandworkshops,andotherclient-basedservicesin ordertoeffectivelypersuadeSMEstoembraceIR4.0withoutdifficultyinorder toimprovetheefficiencyandglobalcompetitivenessoftheirbusinesses.
ChallengestoIndiainthecontextofIR4.0and5.0: ThefollowingaretheperceivedconcernsandimpedimentstodeployingIR4.0 inIndia(ISAInterchange(2022):
i) Datasecuritythreats
ii) Fearoffailureanddistrust
iii) Lackofresourcesandknowledgetoscale
iv) Inadequateleadershipsupportandattention
v) Lackofin-housedataanalyticsexpertise.
vi) Jugaadmentalityfromthefactoryfloortothemanageriallevel.
vii) Insufficienttransparencyonthesupplier'spartcanleadtoalackofconfidenceamonginvestorsormanagementoverROI.
viii) Noenthusiasmforinnovation
ix) Lessassistancefromshop-floorstaff
x) Management'slackofcoordination
xi) Toomanystakeholderstodecide.
xii) India'spoliticalsituationandpoliciescauseconcern.
xiii) Unclearbudgetfigurebytheprojectmanager
STRATEGIES:
ThefollowingaretherecommendedstrategiesforimplementingIR4.0and5.0 easilyandeffectively:
1)HumanCapitalDevelopment:
It is necessary to reorganise the educational system to meet the demands of industry and business while taking evolving technologies into account. The
Source:MumfordT,CampionM&MorgesonF(2007)
As a result, management should provide leadership training workshops for senior level managers and department heads, as well as ensure that all sectional,departmental,andseniorlevelmanagershavethenecessaryleadership abilities.
b) Cost-effectiveInvestment: ThecompanythatwantstoadoptIR4.0needsinvestment.Thefirmwill generallylooktomobilizecost-effectivecapitaltoinvestinnewtechnologies and human capital training. RBI and SEBI may have a constructive roletoguidethefirmsinprocuringeasyandlow-costfinance.
e) InnovationManagement:
To avoid deviation and reduce the cost of innovation, management must relateallinnovationsthatoccurwithbusinessgoals.Onlywhenthefirm's leadership has a clear vision can innovations be more effective. All employeesshouldbegiventheopportunitytobecreative.Allemployees and workers should be permitted to participate in the innovation process sinceparticipationimpliesawidevarietyofinputintothestrategy Implementation is a framework for organising and managing ideas, thus it necessitatesasignificantamountofeffort.
3)Smartfactory:
ExpertsinIndustry4.0describethefutureasasmartfactorywithdatainterchangeinmanufacturingandtheInternetofThings(IoT).Bangaloreishome tothefirstsmartfactory,whichwasdevelopedinpartnershipwiththeIndian InstituteofScience(IISc)Bangalore.Ontheonehand,allIITsandNITs,as well as the top most central institutions, should be encouraged to construct smartfactories,whileontheother,corporateenterprisesshouldbeinvitedto supportthesmartfactories.Corporateentitiesthatcontributetothedevelopment of smart factories will be exempt from paying taxes.Thus, interaction betweenIITs,universities,andcorporatebusinessestoco-createsmartfactorieswouldresultininformationexchangeand,asaresult,inductionandskill upgradation.
4)SmartOperations: Global manufacturing competitiveness will reflect the sector's degree of smartnessintheoperations.Thereissignificantimprovementinthemanufacth turingcompetitivenessscoreandrankofthecountry;from11 rankin2016to th5 rankin2020(Table13).
However,whencomparedtoChina(rankedfirstin2016andsecondin2020), Indialagsfarbehind,necessitatingmoreandmoresmartcost-effectiveoperationsinordertoachieveabetterandthebestrankintheGlobalManufacturing Competitivenessindexandattractmoreforeigndirectinvestment(FDI)and foreigninstitutionalinvestors(FIIs).CollaborationswithsophisticatedeconomiessuchastheUnitedStates,Germany,Japan,andcountriesrecognisedfor technologicalinnovationareneededtoattainthisgoal.Furthermore,thegovernment should take steps to prevent brain drain from the nation while also encouraging universities and IITs to do research, encourage them to make application-orienteddiscoveries,andboostthenumberofpatentsforuniversitiesandIITs.
5)SmartProducts:
Growing demand for high complexity, along with recent technical advancementsenabledbyindustrialtransformation,hasresultedintheproductionof more complex and smart products. Producing smart goods necessitates improvementsinproductdevelopmentprocesses,whichhaveseensignificant breakthroughsinmethodsofproductioninrecentyears.Thefourthindustrial revolutionwillbringthedigitalandphysicalworldstogether,combiningthem tobetteroperationsandgoods.Thisinnovativemanufacturingapproachprovides a chance to increase company productivity and efficiency by utilising smartproductsthatcaninterfacewiththeindustrialenvironment.Thecombinationofphysicalandvirtualoraugmentedprototypingenablesthelow-cost manufacturingofhighlyadaptablesmartgoods(LopesNunesM,PereiraAC &AlvesA.C2017).Thistransformationisessentialforeveryindustryinthe manufacturingsector
6)Data-drivenServices:
Companiesthataretransitioningfromsellingitemstodeliveringsolutionssubstantiatedata-drivenservices,whichareusedtomatchfuturebusinessmodels toimproveclientadvantages.After-salesserviceisbasedondataassessment andanalysis,withdependenceonenterprise-wideintegration.Physicalitems mustbeoutfittedwithphysicalITinordertosend,receive,andprocessinformationrequiredforoperationalprocesses.Thefollowingfactorscanbeused toestablishreadinessofthecompanyinthisareaare:
a) Availabilityofdata-drivenservices–mostofthecompaniesareinuseof theseservices.ProbablyMSMEswemaynotseetheextensiveuseofthe services.
b) Revenuegenerated–Iftheservicesareavailable,thenquestionisabout thegenerationofrevenue.
c) Datautilisation–howmuchdataisinuseandhowfrequentlyitisbeing utilised
CONCLUSION:
Althoughtheliteraturereviewrevealsastrongneedtopreparefor"Industry4.0" implementation, the reality on the ground is extremely different and hard. To achievestrategicchangetowardmanufacturingindustrytransformationinIndia, amoresystematicapproachwithparticipationofallstakeholders,includingthe government,isrequired.TheIR4.0mightprovideanopportunityforthirdworld economiesthathavenotmadelargeinvestmentsinpreviousindustrialtechnologies.
TheIndianIndustriescanadopttheindustry4.0readinessmodeltoassessthepreparednessofbusinessestoadoptIndustry4.0andfollowedbyIndustry5.0.
Each dimension should be given a score, and the percentage score for each dimensionshouldbedetermined.Itwillaidindeterminingtheeffectivenesswith whicheachoftheaspectsisappliedinorganisations.Topmanagementshouldbe madeawareoftheirtasksandobligationsinordertoensurethesuccessoftheir company.According to the model, the organisation should apply Industry 4.0 only when all of the dimensions have a score of more than 75% (Sony, M.& Aithal,P S.2020).
Indian firms can increase operational profitability by 40% while spending less than 10% of their annual turnover on R&D, according to a McKinsey report. TheycandothisbyusingIndustry4.0acrossactivitiessuchasmanufacturing, supplychain,logistics,andprocurement(Proschool,2022).
SCOPEFORFUTURERESEARCH:
Thefollowingaretheresearchtopicsforfuturescopeofthestudy:
i) An Examination of the Indian Cement Industry with Respect to IR 4.0 and5.0.
ii) IndianInfrastructuresector: AnEvaluationwithRespecttoIR4.0and IR5.0.
iii) IndianMSMEs–Industry4.0:ASWOTAnalysistoStrategize.
iv) TheNeedforIR4.0and5.0fortheIndianPharmaceuticalIndustry
v) AnalyticalStudyoftheEducationSectorwithRespecttoIR4.0and5.0.
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