**6. Hierarchies of sustainability dimensions**

Needs-based hierarchies for the sustainability dimensions reflecting the triple bottom line [74] are shown in **Figure 1** below [75].

Environmental impact has been used to justify the hierarchy of end-of-life strategies [76]. The sustainability needs hierarchies in **Figure 1** reflect the current sustainability discursive paradigm with respect to impact on the manufacturer.

The financial and social hierarchies may be considered in terms of time to failure if sufficient capability is not achieved, e.g. if a critical machine (tangible asset) fails, products cannot be made until it is repaired and business will be lost when current inventory is exhausted. The application of the environmental hierarchy is more complicated as the impacts are cumulative, e.g. reducing the amount of material input improves process efficiency and is likely to reduce waste.

The hierarchies connect to systems at higher levels and treat each dimension of sustainability individually unlike the general Corporate Social Responsibility (CSR) need-hierarchy [77]. The hierarchies also reflect the current view that sustainability is no longer considered at the self-actualization level of needs, but rather the necessary reorientation of manufacturers from profit toward the holistic well-being of all stakeholders so that sustainability is a consideration at all levels. It is important to note that needs at the lower levels should be satisfied to maximise impact, but as with Maslow's hierarchy of needs, it is possible to pursue needs at higher levels simultaneously.

A distance-to-target methodology may be used to determine indicators within the hierarchies as the sustainability impacts do not need to be converted to a unified form such as money, energy or ecological footprints [78]. An example of targets and their impact on the manufacturer if targets are not met corresponding to **Figure 1** is shown in **Table 1**.

The examples of **Table 1** indicate that the sustainability needs hierarchies arise primarily from a strategy perspective similar to the hierarchy of corporate resources [79].

### **6.1 Extension of the hierarchies to mass production, mass customization and DDM**

The hierarchies may be applied to cases of individual manufacturers [75] or, more generally, to a method of production. Based on the preceding literature

**73**

Dividend payments

**Figure 1.**

No brand failure

Adequate working capital

No unscheduled stoppages due to breakdowns

**Table 1.**

No obsolescence

*A Sustainability Assessment of Smart Innovations for Mass Production, Mass Customisation…*

**Financial needs Environmental needs Social needs**

Emissions within limits for planetary boundaries

Zero waste Pollution,

All products and processes co-designed for environment

Reduced energy consumption

Reduction of raw material input into production

**met**

Unsustainable planet

Climate change, severe weather events, etc.

contaminates, etc.

Decreased time to fossil fuel unavailability

Decreased time to critical material shortages

**Target Impact if not met**

> Industry stagnation

Loss of customers

Suboptimal production performance

Decreased effectiveness of production

No production

Innovation (patents, IP)

Customer satisfaction

Optimal production output

No health and safety issues

No unscheduled stoppages due to workforce instability

**Target Impact if not met Target Impact if not** 

Loss of investor interest

*Sustainability needs hierarchies for manufacturers [75].*

Years based on depreciation time to loss of competitive-ness

Months to loss of customers

30–60 days to loss of production capability

Immediate loss of production capability

*Examples of targets and their related impacts.*

*DOI: http://dx.doi.org/10.5772/intechopen.88897*

*A Sustainability Assessment of Smart Innovations for Mass Production, Mass Customisation… DOI: http://dx.doi.org/10.5772/intechopen.88897*

#### **Figure 1.**

*Mass Production Processes*

reducing transports.

order decoupling point (COPD) [73].

**6. Hierarchies of sustainability dimensions**

bottom line [74] are shown in **Figure 1** below [75].

input improves process efficiency and is likely to reduce waste.

8.Production based on the pull principle means that raw material or semi-finished production material is requested on demand automatically. Technology may be used to enable hybrid push-pull manufacturing based on customer

9.Intelligent resource management connecting machines and power plants can

10. Localised sourcing of parts has the benefit of providing local employment and

The effect of Industry 4.0 on sustainability is unknown in detail. Smart production systems are expected to reduce waste, overproduction and energy consumption. The following section will introduce the sustainability hierarchies and apply them to mass production, mass consumption and DDM to determine which of the above Industry 4.0 innovations would be of greatest benefit with respect to the financial, environmental and social sustainability needs of manufacturers.

Needs-based hierarchies for the sustainability dimensions reflecting the triple

The financial and social hierarchies may be considered in terms of time to failure if sufficient capability is not achieved, e.g. if a critical machine (tangible asset) fails, products cannot be made until it is repaired and business will be lost when current inventory is exhausted. The application of the environmental hierarchy is more complicated as the impacts are cumulative, e.g. reducing the amount of material

The hierarchies connect to systems at higher levels and treat each dimension of sustainability individually unlike the general Corporate Social Responsibility (CSR) need-hierarchy [77]. The hierarchies also reflect the current view that sustainability is no longer considered at the self-actualization level of needs, but rather the necessary reorientation of manufacturers from profit toward the holistic well-being of all stakeholders so that sustainability is a consideration at all levels. It is important to note that needs at the lower levels should be satisfied to maximise impact, but as with Maslow's hierarchy of needs, it is possible to pursue needs at higher levels simultaneously. A distance-to-target methodology may be used to determine indicators within the hierarchies as the sustainability impacts do not need to be converted to a unified form such as money, energy or ecological footprints [78]. An example of targets and their impact on the manufacturer if targets are not met corresponding to **Figure 1** is

The examples of **Table 1** indicate that the sustainability needs hierarchies arise primarily from a strategy perspective similar to the hierarchy of corporate resources [79].

The hierarchies may be applied to cases of individual manufacturers [75] or, more generally, to a method of production. Based on the preceding literature

**6.1 Extension of the hierarchies to mass production, mass customization** 

Environmental impact has been used to justify the hierarchy of end-of-life strategies [76]. The sustainability needs hierarchies in **Figure 1** reflect the current sustainability discursive paradigm with respect to impact on the manufacturer.

plan energy intensive activities when surplus energy is available.

**72**

shown in **Table 1**.

**and DDM**

*Sustainability needs hierarchies for manufacturers [75].*


#### **Table 1.**

*Examples of targets and their related impacts.*


#### **Table 2.**

*Hierarchy levels for mass production, mass customization and DDM.*


#### **Table 3.**

*Matching industry 4.0 innovations to methods of production.*

review of mass production, mass customization and DDM, **Table 2** indicates the corresponding level of most impact for each of these production systems in the hierarchies.

### **6.2 Integrating manufacturer needs with industry 4.0 innovations**

Using **Table 2** of the needs with the most impact on the method of production, it is now possible to use the descriptions of the Industry 4.0 innovations and match them to these needs to indicate where the greatest sustainability benefit may be achieved. The result is shown in **Table 3**.
