**5. Renewal of university structure and curricula to support adaptation of Industry 4.0 in the region**

One important role for universities is to support enterprises by applied research and creation of research and learning environments for continuous piloting of new technologies and preparation of new business models on Industry 4.0. It is not self-evident that representatives of government, enterprise, and universities collaborate with each other. It would be beneficial to support regional development while building up competence through shared projects and development activities. Digitization provides a large variety of opportunities. The question remains are we competent enough to utilize these opportunities. A close co-operation makes it possible to build a shared vision, which guides the further development work. This is important so that all the existing and available development resources could be aligned.

Quite often, it is expected that public sector organizations take care of the development of infrastructure and business environments. However, it is possible that the public sector organizations are not aligned with each other. Some of them may represent national perspective, while some are have a more local orientation. Also, there may still be other organizations, whose duty is to develop business environment. All the layers and activities should be along the same line, support each other, and be sustainable in order to get the co-operative environment to function efficiently. In a rapidly changing operational environment, a clear and commonly understood vision is required.

Industry 4.0 and Internet of Things are new topics; and both enterprises as well as universities have a little experience on what kind of real benefits they may bring. Co-operation between private enterprises and universities has potential, but still many universities as well as companies are just taking their initial steps on this arena. Various areas of collaboration do exist both on a national as well as on an international level. User-driven innovations show lots of promise, and therefore universities should try to identify the real market or real users for the potential innovations. Companies themselves could serve as field labs. One challenge is the confidentiality of information. This should be respected while promoting co-operational learning on various aspects related to Industry 4.0. To be able to reveal the full potential of enterprise-university partnerships, the interaction should take place on all levels. Being able to help the other partner to achieve their goals is beneficial for all. Longer-term development projects require high quality and in-depth roadmaps that should be developed collaboratively. This increases trust and commitment for long-term co-operation. Concrete co-operation project could emerge on various research projects, thesis work on both undergraduate and graduate studies and so on. Different kinds of experiments and measurements related to them could be started. It is important to succeed in benefiting multidisciplinary competence and sharing information sharing openly.

The vision and approach are based on the need of regional clusters and the strengths of a region (e.g., logistic, university, natural resources, etc.). Industry 4.0 development can be seen as a smart utilization of digitization, which has European level comparability to European development in all key clusters.

Contents of education and training will be designed so that content will respond the future needs. Learning will take place in "real world" environments (field labs), which gives faster cycle time for development activities and implementation. This is the way, how to ensure the birth of new innovations and the renewing the businesses and organizations. In universities, engineering students among others should be prepared to meet the demands of Industry 4.0 in order to be able to operate in future employment domains [9]. However, Industry 4.0 should not be linked to the competence requirements of only engineering students and thus future engineers. It is probable that Industry 4.0 affects largely the whole society, and therefore all the university students should be somehow involved with various perspectives of Industry 4.0.

Most regions do not have a strategy or analysis on aligning regional development and digitization. Häme region of Finland is designing its new strategy "Smart Häme" to respond the challenges of digitization and to be the part of Digital Single Market (DSM). Based on that, the focus is to increase the know-how on how to successfully apply digitization on Häme region. After a Smart Specialization analysis, five key ecosystems (clusters) were identified. These were expected to be the most critical for the development and attractiveness of Häme region (see **Figure 3**). These are the ecosystems, which also should have special attention and resource allocation, in development: "Smart Agriculture," "Smart City," "Smart Factory," "Smart Wellbeing," and "Smart Defense." The evaluation criteria, which were used to select the ecosystems

**4.5. History**

138 Digital Transformation in Smart Manufacturing

Every region and business has its own history and traditions, which makes it challenging to

One important role for universities is to support enterprises by applied research and creation of research and learning environments for continuous piloting of new technologies and preparation of new business models on Industry 4.0. It is not self-evident that representatives of government, enterprise, and universities collaborate with each other. It would be beneficial to support regional development while building up competence through shared projects and development activities. Digitization provides a large variety of opportunities. The question remains are we competent enough to utilize these opportunities. A close co-operation makes it possible to build a shared vision, which guides the further development work. This is important so that all the existing and available development resources could be aligned.

Quite often, it is expected that public sector organizations take care of the development of infrastructure and business environments. However, it is possible that the public sector organizations are not aligned with each other. Some of them may represent national perspective, while some are have a more local orientation. Also, there may still be other organizations, whose duty is to develop business environment. All the layers and activities should be along the same line, support each other, and be sustainable in order to get the co-operative environment to function efficiently. In a rapidly changing operational environment, a clear and com-

Industry 4.0 and Internet of Things are new topics; and both enterprises as well as universities have a little experience on what kind of real benefits they may bring. Co-operation between private enterprises and universities has potential, but still many universities as well as companies are just taking their initial steps on this arena. Various areas of collaboration do exist both on a national as well as on an international level. User-driven innovations show lots of promise, and therefore universities should try to identify the real market or real users for the potential innovations. Companies themselves could serve as field labs. One challenge is the confidentiality of information. This should be respected while promoting co-operational learning on various aspects related to Industry 4.0. To be able to reveal the full potential of enterprise-university partnerships, the interaction should take place on all levels. Being able to help the other partner to achieve their goals is beneficial for all. Longer-term development projects require high quality and in-depth roadmaps that should be developed collaboratively. This increases trust and commitment for long-term co-operation. Concrete co-operation project could emerge on various research projects, thesis work on both undergraduate and graduate studies and so on. Different kinds of experiments and measurements related to them could be started. It is important to succeed in benefiting multidisciplinary competence and sharing

introduce new ideas makes it more difficult to manage change.

**adaptation of Industry 4.0 in the region**

monly understood vision is required.

information sharing openly.

**5. Renewal of university structure and curricula to support** 

**Figure 3.** Häme region clusters/"Smarts."

in order to prioritize the development activities and resource allocation, were: size, know-how, importance, and versatility of the identified ecosystems.

"Smart Agriculture" was considered to be the strongest and most advanced, because of food processing industry, agribusiness, large education, and strong R&D activities in the region "Smart Agriculture" includes both BioEconomy and Circular Economy (bio) activities in the region.

"Smart Health" is the biggest expense in the cost structure of public services. Also, the amount of increasing elderly people and demand for better services emphasize a strong need to utilize the various opportunities of digital services. There are also many equipment and service providers in the region.

"Smart City" was also considered to be one of the key elements to improve the competitiveness of the region. There has been a clear understanding that digitization will change the planning of cities and the services in a city. The majority of services are probably in the densely populated urban areas in city centers. In Häme region "Smart City" includes also issues related to tourism, "Smart Mobility," "Smart Buildings," and "Smart Security."

"Smart Factory" has not been traditionally linked with services at all; but when we take a closer look at manufacturing industry, we will notice that lifecycle services might even play a bigger role than the production itself. Also, modern supply chains in the manufacturing industry have a strong and large service component. Regional development point of view is important to see that manufacturing itself creates new innovations and services.

**5.2. System design management**

**5.3. Smart specialization**

**5.4. Field labs**

**5.5. Innovations**

interfaces, digital ecosystems, etc.

**5.6. Organizational culture**

be taken into account in education and development.

**Figure 4.** Integrating regional Smarts and university structure.

new customer-focused products and services.

and services, and thus enable innovation to emerge.

Digitality, multidisciplinarity, and the growing speed of change will result in increasing complexity, which is why the need for knowledge associated with managing complexity needs to

Renewing a University to Support Smart Manufacturing Within a Region

http://dx.doi.org/10.5772/intechopen.72115

141

Digitization provides the ability for data collection, rapid transfer, and processing. Various activities create new kinds of networks around them. For this reason, entities should be considered as digital ecosystems, which form efficient value chains and thus support creating

The real-life learning environment is based on training, research, testing, and piloting environments. Multidisciplinary, complex, and fast changing things need "real-life" environments, where new things can be learned, adapt rapid methods for developing new products

There are opportunities for new innovations that arise from different disciplines, customer

The introduction of new approaches will also require the systematic development of a new

organizational culture and a strong vision of the goals regarding the renewal.

The Smarts in the region and the ecosystemic choice to develop them are based on the region's own choices and intent. When defining the smarts, at least the following things should be taken into consideration: the strengths of the region, the competence (students and universities), the size, the intent, the development prospects, the history, the inheritance, the logistical position of skilled labor, prospects, and trends.

It is also important to understand the supporting nature of knowledge-intensive services in an increasingly digital world. This would better able the regional authorities and developers in co-operation with other actors to support the emergence of innovative ecosystems. Each smart must create its own "I4.0" renewal program, which creates a common vision, strategic steps forward and integration with the existing network organizations. **Figure 4** illustrates how the selected smarts are linked to university's faculties (schools) and research units.

Industry 4.0 focuses on the fourth major transition phase in an industrial partnership covering all industries and areas of life. The fourth stage of the transition is digitality and the development of information technology. Industry 4.0 provides a framework for development, development of architecture, and standardization, and hence functional compatibility. The development of Smarts (clusters) is based on a multi-disciplinary know-how, therefore universities must support development work in all the sectors they are implementing academic degree programs. The following topics ought to be taken into account while renewing university's structure and curricula.

### **5.1. Transdisciplinary approach**

A transdisciplinary approach to research enables multidisciplinary outlook and understanding phenomena from various perspectives. This makes it possible to study complex systems and their interactions.

**Figure 4.** Integrating regional Smarts and university structure.

#### **5.2. System design management**

Digitality, multidisciplinarity, and the growing speed of change will result in increasing complexity, which is why the need for knowledge associated with managing complexity needs to be taken into account in education and development.

## **5.3. Smart specialization**

Digitization provides the ability for data collection, rapid transfer, and processing. Various activities create new kinds of networks around them. For this reason, entities should be considered as digital ecosystems, which form efficient value chains and thus support creating new customer-focused products and services.

#### **5.4. Field labs**

in order to prioritize the development activities and resource allocation, were: size, know-how,

"Smart Agriculture" was considered to be the strongest and most advanced, because of food processing industry, agribusiness, large education, and strong R&D activities in the region "Smart Agriculture" includes both BioEconomy and Circular Economy (bio) activities in the region.

"Smart Health" is the biggest expense in the cost structure of public services. Also, the amount of increasing elderly people and demand for better services emphasize a strong need to utilize the various opportunities of digital services. There are also many equipment and service

"Smart City" was also considered to be one of the key elements to improve the competitiveness of the region. There has been a clear understanding that digitization will change the planning of cities and the services in a city. The majority of services are probably in the densely populated urban areas in city centers. In Häme region "Smart City" includes also issues related to tourism,

"Smart Factory" has not been traditionally linked with services at all; but when we take a closer look at manufacturing industry, we will notice that lifecycle services might even play a bigger role than the production itself. Also, modern supply chains in the manufacturing industry have a strong and large service component. Regional development point of view is

The Smarts in the region and the ecosystemic choice to develop them are based on the region's own choices and intent. When defining the smarts, at least the following things should be taken into consideration: the strengths of the region, the competence (students and universities), the size, the intent, the development prospects, the history, the inheritance, the logistical

It is also important to understand the supporting nature of knowledge-intensive services in an increasingly digital world. This would better able the regional authorities and developers in co-operation with other actors to support the emergence of innovative ecosystems. Each smart must create its own "I4.0" renewal program, which creates a common vision, strategic steps forward and integration with the existing network organizations. **Figure 4** illustrates how the selected smarts are linked to university's faculties (schools) and research units.

Industry 4.0 focuses on the fourth major transition phase in an industrial partnership covering all industries and areas of life. The fourth stage of the transition is digitality and the development of information technology. Industry 4.0 provides a framework for development, development of architecture, and standardization, and hence functional compatibility. The development of Smarts (clusters) is based on a multi-disciplinary know-how, therefore universities must support development work in all the sectors they are implementing academic degree programs. The following topics ought to be taken into account while renewing university's structure and curricula.

A transdisciplinary approach to research enables multidisciplinary outlook and understanding phenomena from various perspectives. This makes it possible to study complex systems

important to see that manufacturing itself creates new innovations and services.

importance, and versatility of the identified ecosystems.

"Smart Mobility," "Smart Buildings," and "Smart Security."

position of skilled labor, prospects, and trends.

**5.1. Transdisciplinary approach**

and their interactions.

providers in the region.

140 Digital Transformation in Smart Manufacturing

The real-life learning environment is based on training, research, testing, and piloting environments. Multidisciplinary, complex, and fast changing things need "real-life" environments, where new things can be learned, adapt rapid methods for developing new products and services, and thus enable innovation to emerge.

#### **5.5. Innovations**

There are opportunities for new innovations that arise from different disciplines, customer interfaces, digital ecosystems, etc.

### **5.6. Organizational culture**

The introduction of new approaches will also require the systematic development of a new organizational culture and a strong vision of the goals regarding the renewal.
