Preface

Chapter 8 **Renewing a University to Support Smart Manufacturing Within**

Heikki Ruohomaa, Mikko Mäntyneva and Vesa Salminen

**a Region 133**

**VI** Contents

The industry has changed significantly in the last two decades. To remain competitive, it is essential for firms to adopt new methodologies of innovation, manufacturing, procurement, and logistics. Industry 4.0 is the current trend of automation and data exchange in manufac‐ turing technologies. The book aims to collect relevant contributions to analyze historical de‐ velopment and perspectives focusing on technological and product revolutions. Social and political strategies are analyzed. Furthermore, concepts and principles related to Industry 4.0 are investigated. The book contains original research and application chapters from dif‐ ferent perspectives. It is enriched with the analysis of case studies.

In detail, **Chapter 1** presents an overview of current practices, challenges, and opportunities concerning the Fourth Industrial Revolution, while **Chapter 2** analyzes a research agenda of Industry 4.0 from the Czech Perspective. **Chapter 3** aims to highlight the important role of human capital management in the Smart Manufacturing and Industry 4.0 revolution. Manu‐ facturing transformation toward mass customization and personalization in the traditional food industry is presented in **Chapter 4.** The issue of setting and solving management and planning tasks in production systems taking into account the function of time is analyzed in **Chapter 5**. In **Chapter 6**, the authors introduce the concepts of strategic technology manage‐ ment and Smart Manufacturing providing a critical analysis of literature on the work done in these areas, discuss results of a study done on the application of STM in a high technolo‐ gy manufacturing sector, and extend the results of research to Smart Manufacturing. An in‐ teresting case study is presented in **Chapter 7**. It examines business potential of digital smart jewelry. When jewelry has tens of thousands of years of history, it is interesting to find out what people think of jewelry that contains technology. The study was conducted as an ac‐ tion research, in which researchers acted as main innovators of smart jewelry. Finally, **Chap‐ ter 8** focuses on the topic of renewing a university in order to be able to support the adaptation of Industry 4.0 within a region. The chapter introduces Industry 4.0 as a frame‐ work for regional development. An idea of how to apply Industry 4.0 as a framework for renewal of a multidisciplinary university's structure and curricula is introduced. Also, a case study for applying Industry 4.0 as a framework for increasing competitiveness in the region is introduced.

This book is intended to be a useful resource for anyone who deals with innovation and smart manufacturing problems. Furthermore, we hope that this book will provide useful re‐ source ideas, techniques, and methods for further research on these issues.

As editors of this book, we very much thank the authors who accepted to contribute with their invaluable research as well as the referees who reviewed these papers for their effort, time, and invaluable suggestions. Our special thanks go to Ms. Marina Dusevic, Publishing Process Manager, for her precious support and her team for this opportunity to serve as guest editors.

#### **Prof. Antonella Petrillo**

**Chapter 1**

**Provisional chapter**

**Fourth Industrial Revolution: Current Practices,**

**Fourth Industrial Revolution: Current Practices,** 

DOI: 10.5772/intechopen.72304

The globalization and the competitiveness are forcing companies to rethink and to innovate their production processes following the so-called Industry 4.0 paradigm. It represents the integration of tools already used in the past (big data, cloud, robot, 3D printing, simulation, etc.) that are now connected into a global network by transmitting digital data. The implementation of this new paradigm represents a huge change for companies, which are faced with big investments. In order to benefit from the opportunities offered by the smart revolution, companies must have the prerequisites needed to withstand changes generated by "smart" system. In addition, new workers who face the world of work 4.0 must have new skills in automation, digitization, and information technology, without forgetting soft skills. This chapter aims to present the main good practices, chal-

> © 2016 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution,

distribution, and reproduction in any medium, provided the original work is properly cited.

© 2018 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative CommonsAttribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use,

and reproduction in any medium, provided the original work is properly cited.

In recent decades, producers and suppliers of goods and services have improved the quality of their organizations through the use of innovative technologies [1]. This is because the industry is undergoing transformation and evolution toward complete digitization and the intelligence of production processes to ensure high efficiency [2]. To achieve these goals, it is necessary to implement new technologies for the automation of industrial processes. These concepts are the pillars of the fourth industrial revolution called "Industry 4.0" [3]. The fourth industrial revolution was developed in Germany in 2013 but is spreading rapidly in Europe

**Challenges, and Opportunities**

Antonella Petrillo, Fabio De Felice, Raffaele Cioffi and

lenges, and opportunities related to Industry 4.0 paradigm.

**Keywords:** Industry 4.0, innovation, opportunities, digitalization, economy

**Challenges, and Opportunities**

Antonella Petrillo, Fabio De Felice,

Federico Zomparelli

**Abstract**

**1. Introduction**

http://dx.doi.org/10.5772/intechopen.72304

Raffaele Cioffi and Federico Zomparelli

Additional information is available at the end of the chapter

Additional information is available at the end of the chapter

Department of Engineering University Parthenope of Naples, Italy

#### **Prof. Raffaele Cioffi**

Department of Engineering University Parthenope of Naples, Italy

**Prof. Fabio De Felice** Department of Civil and Mechanical Engineering University of Cassino and Southern Lazio, Italy

**Provisional chapter**
