‘industrie 4.0’ andan agingworkforce–a discussionfroma

‘Industrie 4.0’ and an Aging Workforce – A Discussion from a Psychological and a Managerial Perspective

Vancouver, 12.07.2017

Matthias Schinner, André Calero Valdez, Elisabeth Noll, Anne Kathrin Schaar, Peter Letmathe andMartina Ziefle, RWTH Aachen University

HCI – VancouverMatthias Schinner, André Calero Valdez, Elisabeth Noll, Anne Kathrin Schaar, Peter Letmathe and Martina Ziefle12.07.2017

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Industrie 4.0

The Internet of Things and Production

Pervasive digitalization

Integrated cyber-physical systems- Computer-Integrated networking

production systems

Leads to:- Improved capacity utilization- Improved cost-effectiveness

2 HCI – VancouverMatthias Schinner, André Calero Valdez, Elisabeth Noll, Anne Kathrin Schaar, Peter Letmathe and Martina Ziefle12.07.2017

We live in a VUCA worldThe components of VUCA describe an environment that confronts companies with huge challenges of digitization.

UUncertainty

VVolatility

AAmbiguity

There's no chance that the iPhone is

going to get any significant market

share. No chance.Steve Ballmer 2007C

Complexity 1982 1994 2006 2015

Development of derivates in automotive

industry

Fluctuation and level of volatility in the order history of the german machine tool

industry

0%

10%

20%

30%

40%

50%

15.09

.15

15.10

.15

15.11

.15

15.12

.15

15.01

.16

15.02

.16

15.03

.16

15.04

.16

15.05

.16

Brexit VotesRemain

Leave

Don‘t know

Bennet/Lemoine, 2014a; Bennet/Lemoine, 2014b.


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Challenges in Industrie 4.0

What will we have to adapt to?

Transition in engineering work-Self-optimizing, individualized, integrated processes-Regulatory and monitoring tasks

Challenges in-Managing knowledge-Sharing responsibility-Dealing with complexity

What are required skill-sets? • Cognitively, socially, technical?


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Challenges in the digital workplaceAutomation Scenario Tool Scenario

§ CPS guides skilled workers§ Work is determined by technology § Autonomy of skilled workers is limited§ Emergence of a skill gap: Skilled workers

cannot develop/build up the know-how for dealing with problems anymore

§ High-skilled employees are responsible for installation, modification and maintenance of CPS.

§ Skilled workers guide CPS§ CPS is the central domain of skilled workers. § CPS supports the decision-making of skilled

workers.§ A successful performance requires the

provision of crucial information and suitable approaches of vocational education and training due to an increasing demand for IT, electronic and mechanical knowledge.

Technological Complexity Contextual ComplexityIncreasing challengesof CPS for theworkforce

§ Interaction characteristics oftechnology (interfaces, coordination, information exchange, systems stability)

• System architecture and variety ofdifferent systems, agents, architec-tures, devices, or databases

§ Broader tasks, roles, or jobs§ Open-ended and unstructured

tasks (problems)§ Less structure§ Abstractness§ Interpretation and use of

information§ Collaboration§ Information overload


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New form of competence management

How to find and develop employees?

1) Identify critical competences for organizations2) Identify competences of employees

Socio-organizational competence management


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Competence Management

Missing synchronization between individual and organizational competence (Reinhardt

and North 2003)


Competence classification

Letmathe/Schinner, 2017; North et al. 2012; Grote et al. 2006;

• Specialized competencies applicable in specific areas• Professional competencies such as welding, operation of a machine, bookkeeping,

designing legal contracts, flawless execution, expertise

Technical competencies

• Methods with a clear functional focus such as financial mathematics• Methods with broader application areas such as operations research / statistical

methods, decision-making abilities, analytical abilities

Methodological competencies

• Interactional competencies such as managing teams, conflict solving abilities, teamwork, communication skills

Social competencies

• Competencies relevant to self-organization such as willingness to learn, creativity, efficient organization of individual work processes, quality awareness, reliability, willingness to work, openness to change

Self-management competencies

Professional

competencies

Cross-sectoral

competencies


Ensuring employability of the aging workforce

Aging-related factors Industrie 4.0 related factors§ Increased expertise, knowledge, and experience§ Decreases in adaptability and cognitive processing

speed § Less experience in ICT

§ Change of interaction characteristics§ Broader tasks, roles or jobs§ Open-ended and unstructured tasks§ Need for collaboration with other specialists§ Information overload

Individual Level: Current employee competencies

Organizational Level: Current company

competencies

Professional

Methodological

Social

Self-Management

Products

Processes and Routines

Markets

Technology

Coordination and Synchronization of organizational and

individual competencies

Teamwork as a lever for Collaboration

Communication processes

Technology Acceptance and Transformation

Acceptance


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Thank you for your attention!

Summary

• Coordination and Synchronization of organizational and individual competencies

• Technology Acceptance and TransformationAcceptance

• Communication processes• Teamwork as a lever for Collaboration

‘industrie 4.0’ andan agingworkforce–a discussionfroma

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