Industry 4.0 Lean Shopfloor Management Characterization Using EEG Sensors and Deep Learning.

Daniel Schmidt,Javier Villalba Diez,Roman Gevers,Martin Molina,Joerg Schwiep,Joaquín Ordieres-Meré

doi:10.3390/s20102860

Daniel Schmidt, Javier Villalba Diez + Show 4 more

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https://doi.org/10.3390/s20102860

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Abstract

Achieving the shift towards Industry 4.0 is only feasible through the active integration of the shopfloor into the transformation process. Several shopfloor management (SM) systems can aid this conversion. They form two major factions. The first includes methodologies such as Balanced Scorecard (BSC). A defining feature is rigid structures to fixate on pre-defined goals. Other SM strategies instead concentrate on continuous improvement by giving directions. An example of this group is the “HOSHIN KANRI TREE” (HKT). One way of analyzing the dissimilarities, the advantages and disadvantages of these groups, is to examine the neurological patterns of workers as they are applying these. This paper aims to achieve this evaluation through non-invasive electroencephalography (EEG) sensors, which capture the electrical activity of the brain. A deep learning (DL) soft sensor is used to classify the recorded data with an accuracy of 96.5%. Through this result and an analysis using the correlations of the EEG signals, it has been possible to detect relevant characteristics and differences in the brain’s activity. In conclusion, these findings are expected to help assess SM systems and give guidance to Industry 4.0 leaders.

Highlights

The concept of Industry 4.0 tries to tackle many of the forthcoming challenges that get faced by business leaders in the 21st century [1,2]
Our research aims to expand this approach on the characterization of complex lean management (LM) shopfloor management associated behavioral patterns in an Industry 4.0 environment
The leaders for both Hoshin Kanri TREE (HKT) and Balanced Scorecard (BSC) show a strong correlation between the prefrontal-cortex and the occipital cortex with values ranging between

Summary

Introduction

The concept of Industry 4.0 tries to tackle many of the forthcoming challenges that get faced by business leaders in the 21st century [1,2] Some may see it as focused on technological solutions for higher automation enabled by digitalization and the resulting possibilities [3]. Because of this, placing a prime focus on the complex interaction between these two groups is necessary [7] This presupposes that organizations will change old structures and adapt to the approaching demands [8]. In order to achieve this goal, following points have received close attention. These and the rest of this section are, apart from the further description of the paper, taken from the conference paper The. HOSHIN KANRI TREE. Coleman [14] defines empowerment as “the act of enhancing, supporting or not obstructing another’s ability to bring about outcomes that he or she seeks.” An “autonomous” management method ought to be able to function without a centralized controlling force by empowering all organizational elements

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