Proposing a framework for industry 4.0: An Asian perspective

Abstract

In this paper, a framework was presented for implementing Industry 4.0 in an Asian context. Industry 4.0, also known as the fourth industrial revolution, is a concept that described the inclusion of cutting-edge technologies such as automation and artificial intelligence into the manufacturing process. To successfully implement Industry 4.0 in the Asia region, the authors argued that it was necessary to take into account the region's specific cultural and socioeconomic backdrop. The authors argued that the successful implementation of Industry 4.0 in Asia was contingent on the effective management of six crucial elements, which were outlined in the suggested framework. Examples of these variables included the organizational structure, the matrix structure, the project teams, the flat hierarchy, the decentralization, the leadership style, and the human resource practices. The authors suggested that governments, industry leaders, and academics take into account the listed elements while establishing and implementing plans for Industry 4.0. The word "organizational structure" referred to an organization's overall architecture, whereas "matrix structure" referred to the use of cross-functional teams to address specific projects or initiatives. Project teams were temporary teams formed for a specific project or task, and a flat hierarchy was an administrative structure with fewer levels than standard hierarchies. Decentralization referred to the process of delegating decision-making authority to lower levels of an organization, whereas leadership style referred to the approach managers took when it came to inspiring and guiding employees. Lastly, when referring to human resource practices, the authors were talking about the rules and processes that aided in the recruitment, development, and retention of employees. The proposed framework provided a starting point for researchers to investigate how Industry 4.0 could be successfully adopted in Asian nations. If organizations considered the aforementioned characteristics, they would be able to build strategies that were more suited to the region's unique cultural and social milieu.