The document discusses the evolution of industrial revolutions and key elements of Industry 4.0, including intelligent automation and production facilities, smart products, virtual production, and more. It also examines the increasing need for systems engineering as products and production become more complex. Finally, it outlines six key fields that must be mastered for successful digital transformation: usage, data, technology, process, role, and culture.

1. I N F I N I T
I VA N A A E N , I N S T I T U T F O R D ATA L O G I
6 . S E P T E M B E R 2 0 1 8
IT I APPARATER OG MASKINER
I N T R O D U K T I O N O G P R O B L E M S T I L L I N G
Industrial Revolution Overview
Sven-Olaf Schulze, Does Industry 4.0 need Systems Engineering?
SWISSED15, Zurich, 2015
2
© UNITY
Any industrial revolution caused an improvement in productivity and was
accompanied by fundamental social changes.
Industrial Revolution Overview
4. Industrial Revolution
Autonomous products and decision-making processes
control value-added networks in near real-time
2. Industrial Revolution
Technologies of mass production based on the division of labour by means
of electronic energy
1. Industrial Revolution
Introduction of mechanical production lines
3. Industrial Revolution
Automation of production by electronics and IT
808/09/15 SWISSED15 in Zurich

2. Evolution and categorization
Sven-Olaf Schulze, Does Industry 4.0 need Systems Engineering?
SWISSED15, Zurich, 2015
3
© UNITY
Industrie 4.0
Elements of Industrie 4.0
Evolution and categorisation
12
SOURCE: GERMAN RESEARCH UNION and acatech, 2013
Embedded
Systems
Cyber-Physical
Systems (CPS)
Physical objects,
devices, …
Internet of things
Mainfame
Data Warehouses,
Internet, PC
Big Data,
Cloud Computing,
Smart Devices
Internet of Data
and Services
+
+ Sensors, actuators
+ Integration of high performance
electronics and mini computers
+ Semantic description
+ Connected, Internet, M2M
+ Wireless communication
Many users,
1 computer
1 user,
1 computer
1 user,
many computers
+ IP-Capability
08/09/15 SWISSED15 in Zurich
Key-Elements of Industry 4.0
Sven-Olaf Schulze, Does Industry 4.0 need Systems Engineering?
SWISSED15, Zurich, 2015
4
© UNITY
Industry 4.0 will result in smart factories due to the networking of intelligent
machines and products.
“Industry 4.0” Understanding
Key-Elements of Industry 4.0
08/09/15 14
Intelligent
Automation
and Production
facilities
Individual
Configuration and
delivery
Augmented
Services and
preventive
Maintenance
Smart
Products
Virtual
Productions
Machines learn the
optimal working
parameters und pass
them on to their “social”
networks
New value-added
networks enable a
paradigm shift
(customer, supplier,...)
Improved multimodal
cooperation’s with the
machines by an
extended view onto the
real plant
Products are
identifiable, localizable,
know their history, the
current state as well as
the process steps
towards the final state
Digital models
(virtualization) of the
production support the
design and allow
simulation in real-time
SWISSED15 in Zurich

3. The need for Systems Engineering is
increasing steadily
Sven-Olaf Schulze, Does Industry 4.0 need Systems Engineering?
SWISSED15, Zurich, 2015
5
© UNITY
The need for Systems Engineering is increasing steadily
SWISSED15 in Zurich 2008/09/15
Mechanical
Systems
Mechatronic
Systems
Intelligent
Technical Systems
Integration gap:
Demand for Systems
Engineering with
respect to product/
service, processes
and organization
Increased complexity in products
and production
Performance of the development
within the industrial practice
Disruption
• Digitalization disrupts established business rules.
Some recent examples:
• Uber, the world‘s largest taxi company, owns no
vehicles;
• Facebook, the world‘s most popular media
owner, creates no content;
• Alibaba, the world‘s most valuable retailer, has
no inventory;
• Airbnb, the world‘s largest accommodation
provider, owns no real estate.
Gimpel, H. and Röglinger, M. 2015. Digital Transformation: Changes and Chances – Insights based on an
Empirical Study. Project Group Business and Information Systems Engineering (BISE) of the Fraunhofer Institute
for Applied Information Technology FIT, Augsburg/Bayreuth.
6

4. Digital Transformation
• The digital technologies set enormous change in
motion.This implies huge challenges and chances.
• The successful exploitation of such chances
requires many companies to transform.
• This particularly concerns well-established
companies that are not primarily structured
around or operating in the digital economy.
• Such companies do not have native digital
structures, but their future will depend on
successful digital transformation.
Gimpel, H. and Röglinger, M. 2015. Digital Transformation: Changes and Chances – Insights based on an
Empirical Study. Project Group Business and Information Systems Engineering (BISE) of the Fraunhofer Institute
for Applied Information Technology FIT, Augsburg/Bayreuth.
7
The digital and the physical world are
continuously merging
• Cyber-physical systems (CPS) integrate computational and physical capabilities:
• For instance, an intelligent manufacturing line, where work pieces carry
assembly information via RFID-tags and exchanges this autonomously with
the relevant machines.
• The term CPS is often used synonymously with IoT enabling the
connection of physical entities via the Internet.
• Cyber-human systems (CHS) denote the relation between humans and
computing:
• Computing technology – from traditional computers, mobile devices,
wearables, to person-embedded sensors – merge with human lives.
• This development is fostered, for example, by new communication
patterns or modalities such as innovative computer displays, haptic, audio,
and brain-machine interfaces.
Gimpel, H. and Röglinger, M. 2015. Digital Transformation: Changes and Chances – Insights based on an
Empirical Study. Project Group Business and Information Systems Engineering (BISE) of the Fraunhofer Institute
for Applied Information Technology FIT, Augsburg/Bayreuth.
8

5. Cyber and human systems co-evolve and
transform each other
• CHS advance human capabilities –
perceptive and cognitive, physical and virtual,
social and societal.
• Formerly, IT had a supporting role by
facilitating processes without direct human
contact.
• Nowadays, IT and humans move closer
together and collaborate nearly seamlessly.
Gimpel, H. and Röglinger, M. 2015. Digital Transformation: Changes and Chances – Insights based on an
Empirical Study. Project Group Business and Information Systems Engineering (BISE) of the Fraunhofer Institute
for Applied Information Technology FIT, Augsburg/Bayreuth.
9
Figure 3 Cyber-Physical-Cyber-Human Systems
generate the highest possible value and to improve existing
processes. This particularly concerns companies that do not
Study De
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Cyber-Physical-Cyber-Human Systems
• Digitalization now shapes a system
with these characteristics:
• volatility (i.e., constant and
massive changes),
• uncertainty (i.e., lack of
predictability),
• complexity (i.e., multitude
of interrelated, powerful
actors building strong forces,
difficult to control), and
• ambiguity (i.e., confounding
cause and effect relationships).
Gimpel, H. and Röglinger, M. 2015. Digital Transformation: Changes and Chances – Insights based on an
Empirical Study. Project Group Business and Information Systems Engineering (BISE) of the Fraunhofer Institute
for Applied Information Technology FIT, Augsburg/Bayreuth.

6. Digitalization Requires Mastering Six Fields
Gimpel, H. and Röglinger, M. 2015. Digital Transformation: Changes and Chances – Insights based on an
Empirical Study. Project Group Business and Information Systems Engineering (BISE) of the Fraunhofer Institute
for Applied Information Technology FIT, Augsburg/Bayreuth.
could be across industries and positions in the value chain. Nevertheless, not all fields are equal-
ly important for each company as the company progress in its digital journey, and industry- and
company-specific characteristics should also be considered.
Based on the fields of action, we provide a self-assessment tool that enables a company to
pinpoint the current status of its digitalization to contrast it with its target status, and to derive
a priority list and roadmap for its digital transformation. A competitive benchmark can be
added as well. The tool presents the six fields of action with subordinated key points, which in
a first step have to be prioritized according to the individual company setting. Second, for each
subordinated key point, the current as well as the target status (measured in maturity levels on
a scale of 1 to 5) have to be assessed. Figure 6 illustrates the results of such a self-assessment
application; a divergence reveals the gap an organization needs to address for successful digital
transformation. Subsequently, concrete activities can be derived. If you are interested in apply-
ing the self-assessment tool and need assistance in successful digital transformation, please do
not hesitate to contact us (see our information at the end of the study).
Figure 5 Digitaliz
mastering six fiel
SEBoK om design af cyber-physical systems
• Cyber-physical systems er en kompleks kombination af
beregningsmæssige og fysiske forhold. Cyber- og fysiske
elementer indgår i komplekse kombinationer.
• Den fysiske udformning medfører ofte store begrænsninger på
softwarens arkitektur og design. Dette kan føre til software, der
er ineffektivt og vanskeligt at ændre (path dependency).
• Særlige forhold knyttet til software-delen af SW-intensive
systemer:
• Usynligt.
• Svært at estimere.
• Den del af et software-intensivt system, der hyppigst
ændres.
Guide to the Systems Engineering Body of Knowledge (SEBoK) v1.8,
Full Version, BKCASE, March 31, 2017.
12

7. Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Decomposition of Architecture
13
Pump
Motor Filter
Operation history Power Supply Sleep Module
Safety
data
control flag
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Fremtids-scenarie I
Hvilken værdi skal vi tilbyde?
Case: Fremtidens ukrudtsbekæmpelsesmidler
• Alternativ 1: Økologisk – sprøjtemidler erstattes af
forebyggelse og målrettet biologisk/mekanisk
bekæmpelse
• Alternativ 2: Omvendt RoundUp – sprøjtemidler
der kun slår specifikke arter ihjel (inkjet-
sprøjtehoveder?)
14
Hvordan tilpasse til et muligt paradigmeskift i bekæmpelsesformer?

8. Fremtids-scenarie II
Hvordan skal vi levere denne værdi?
Case: Fremtidens ukrudtsbekæmpelsesplatforme
• Alternativ 1:Traktorer med arme (som nu)
udstyret med teknologier til individuel
identifikation og bekæmpelse af
ukrudtstyper
• Alternativ 2: Selvkørende robotter med
samme teknologier
• Alternativ 3: Droner der udstyres til
bekæmpelse af specifikke ukrudtstyper on
demand (specialiseret payload)
15
Hvordan tilpasse til et muligt paradigmeskift i platform?
Hele forretningsmodellen er i spil
16
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