Industry 4.0 is becoming more and more important for manufacturers as the developments in the area of Internet of Things advance. Another technology gaining more attention is data stream processing systems. Although such streaming frameworks seem to be a natural fit for Industry 4.0 scenarios, their application in this context is still low. The contributions in this paper are threefold. Firstly, we present industry findings that we derived from site inspections with a focus on Industry 4.0. Moreover, our view on Industry 4.0 and important related aspects is elaborated. As a third contribution, we illustrate our opinion on why data stream processing technologies could act as an enabler for Industry 4.0 and point out possible obstacles on this way.
With respect to Industry 4.0, there are many existing definitions and views published. An overview of selected perceptions of Industry 4.0 is presented in @cite_7 . Moreover, it also states that there is no generally accepted definition for the term Industry 4.0.
@cite_7
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The increasing integration of the Internet of Everything into the industrial value chain has built the foundation for the next industrial revolution called Industrie 4.0. Although Industrie 4.0 is currently a top priority for many companies, research centers, and universities, a generally accepted understanding of the term does not exist. As a result, discussing the topic on an academic level is difficult, and so is implementing Industrie 4.0 scenarios. Based on a quantitative text analysis and a qualitative literature review, the paper identifies design principles of Industrie 4.0. Taking into account these principles, academics may be enabled to further investigate on the topic, while practitioners may find assistance in identifying appropriate scenarios. A case study illustrates how the identified design principles support practitioners in identifying Industrie 4.0 scenarios. Abstract Recent advances in manufacturing industry has paved way for a systematical deployment of Cyber-Physical Systems (CPS), within which information from all related perspectives is closely monitored and synchronized between the physical factory floor and the cyber computational space. Moreover, by utilizing advanced information analytics, networked machines will be able to perform more efficiently, collaboratively and resiliently. Such trend is transforming manufacturing industry to the next generation, namely Industry 4.0. At this early development phase, there is an urgent need for a clear definition of CPS. In this paper, a unified 5-level architecture is proposed as a guideline for implementation of CPS. Facing a wide range of new technologies and best practices within Industry 4.0, companies are seeking a systematic approach to identify potential application scenarios in their production. Best practices are often customized use cases – generally too specific to apply in a different manufacturing setting right away. The Production Assessment 4.0 presents a pragmatic approach to support companies to develop Industry 4.0 use cases in their factories. The approach follows the Design Thinking method and focus especially on the human role as a key aspect in the use cases designing process. 0 Introduction.- I Themes and Problems.- 1.0 Introduction.- 1.1 The theory of finance capital.- 1.2 Interlocking directorates and economic power.- 1.3 Financial groups.- 1.4 Corporate elite and capitalist class.- 1.5 Summary.- II Between Market and Hierarchy.- 2.0 Introduction.- 2.1 The organization of firms and markets: a neo-classical explanation.- 2.2 Some definitions of firms.- 2.3 Power and control.- 2.4 Ownership and control.- 2.5 Competition, cooperation and control.- 2.5.1 Concentration and centralization.- 2.5.2 The level-of-analysis problem.- 2.6 Summary.- III Imperialism in the Seventies: two models.- 3.0 Introduction.- 3.1 Theories of imperialism.- 3.1.1 Their origins.- 3.1.2 After World War II.- 3.2 Two models.- 3.3 Research design.- 3.4 Summary.- IV The International Corporate Elite.- 4.0 Introduction.- 4.1 The organization of the supervising and executive function in different countries.- 4.2 Selection of the international corporate elite.- 4.3 Network characteristics of the international corporate elite.- 4.3.0 Introduction.- 4.3.1 The finance capitalists.- 4.3.2 The big linkers.- 4.4 Types of interlocking directorates.- 4.4.0 Introduction.- 4.4.1 Multiple interlocks.- 4.5 Summary.- V National Versus International Integration.- 5.0 Introduction to some graph-theoretical concepts.- 5.1 General patterns in the international network.- 5.1.1 Compactness of the international network.- 5.1.2 International integration of national networks.- 5.2 The international network of Western firms.- 5.2.0 Introduction.- 5.2.1 Local centrality.- 5.2.2 Global centrality.- 5.2.3 Overall centrality.- 5.3 Industrial concentration versus economic centralization.- 5.4 Summary.- VI Domination and Control.- 6.0 Introduction.- 6.1 Clusters of heavily interlocked firms.- 6.1.1 The network at multiplicity-level two.- 6.1.2 The network at multiplicity-level three.- 6.1.3 Conclusions.- 6.2 The network of officer-interlocks.- 6.2.0 Introduction.- 6.2.1 Domination and control.- 6.2.1.1 The network of all officer-interlocks.- 6.2.1.2 The network of control.- 6.2.2 Financial groups.- 6.2.3 Constellations of interests.- 6.3 Summary.- VII Competition and Cooperation: the role of banks.- 7.0 Introduction.- 7.1 Interlocks among banks.- 7.2 Overlapping spheres of interests.- 7.3 International bank consortia.- 7.4 The American banks.- 7.5 Summary.- VIII The Impact of World Crisis: changes in the network.- 8.0 Introduction.- 8.1 A new economic world order?.- 8.2 Selection of the 1976 sample.- 8.3 The international corporate elite.- 8.3.1 Finance capitalists.- 8.3.2 Big linkers.- 8.4 International versus national integration.- 8.5 Centrality in the nested networks (1976).- 8.6 Domination and control in the 1976 network.- 8.7 Summary.- IX Summary and Conclusions.- 9.1 Introduction.- 9.2 The structure of the international corporate elite.- 9.3 Conflict or cooperation.- 9.4 The meaning of interlocking directorates.- 9.5 The international corporate elite.- References.- Authors Index.- Firms Index.- Appendix A.