TY - CHAP A1 - Philipp, Brauner A1 - Brillowski, Florian Sascha A1 - Dammers, Hannah A1 - Königs, Peter A1 - Kordtomeikel, Frauke Carole A1 - Petruck, Henning A1 - Schaar, Anne Kathrin A1 - Schmitz, Seth A1 - Steuer-Dankert, Linda A1 - Mertens, Alexander A1 - Gries, Thomas A1 - Leicht-Scholten, Carmen A1 - Nagel, Saskia K. A1 - Nitsch, Verena A1 - Schuh, Günther A1 - Ziefle, Martina ED - Mrugalska, Beata ED - Trzcielinski, Stefan ED - Karwowski, Waldemar ED - Nicolantonio, Massimo Di ED - Roossi, Emilio T1 - A research framework for human aspects in the internet of production: an intra-company perspective T2 - Advances in Manufacturing, Production Management and Process Control: Proceedings of the AHFE 2020 Virtual Conferences on Human Aspects of Advanced Manufacturing, Advanced Production Management and Process Control, and Additive Manufacturing, Modeling Systems and 3D Prototyping, July 16–20, 2020, USA N2 - Digitalization in the production sector aims at transferring concepts and methods from the Internet of Things (IoT) to the industry and is, as a result, currently reshaping the production area. Besides technological progress, changes in work processes and organization are relevant for a successful implementation of the “Internet of Production” (IoP). Focusing on the labor organization and organizational procedures emphasizes to consider intra-company factors such as (user) acceptance, ethical issues, and ergonomics in the context of IoP approaches. In the scope of this paper, a research approach is presented that considers these aspects from an intra-company perspective by conducting studies on the shop floor, control level and management level of companies in the production area. Focused on four central dimensions—governance, organization, capabilities, and interfaces—this contribution presents a research framework that is focused on a systematic integration and consideration of human aspects in the realization of the IoP. KW - Human factors KW - Digitalization KW - Acceptance KW - Ethics KW - Human-robot collaboration Y1 - 2020 SN - 978-3-030-51980-3 U6 - http://dx.doi.org/10.1007/978-3-030-51981-0_1 SP - 3 EP - 17 PB - Springer CY - Cham ER - TY - GEN A1 - Steuer-Dankert, Linda A1 - Bernhard, Sebastian A1 - Langolf, Jessica A1 - Leicht-Scholten, Carmen T1 - About the paradox of sustainable production and what we can do about it! T2 - Joint SCORAI-ERSCP-WUR conference on transforming consumption-production systems toward just and sustainable futures (SCP23), July 5-8, 2023, Wageningen, The Netherlands N2 - Sustainability is playing an increasingly important role. Not least due to the definition of the sustainable development goals (SDGs) in the framework of the agenda 2030 by the United Nations (UN) in 2015 (United Nations, n.d.), it has become clear that the cooperation of different actors is needed to achieve the defined 17 goals. Industry, as a global actor, has a special role to play in this. In the course of sustainable production processes and chains, the industry is confronted with the responsibility of reflecting on the consequences of its own trade on an ecological, economic, and also social level and deriving measures that, according to the definition of sustainability (Hauff, 1987), will also enable future generations to satisfy their needs. While the ecological pillar of sustainability is already being addressed by different industrial initiatives (Deloitte, 2021), it is questionable to what extent the economic and, above all, the social pillars of sustainability also play a decisive role. Accordingly, it is questionable to what extent sustainability in its triad of social, ecological, and economic aspects is taken into account holistically at all, and thus to what extent the industry contributes to achieving the 17 goals defined by the UN. This paper presents a qualitative study that explores these questions. Interviewing 31 representatives from the manufacturing industry in Germany, results indicate a Paradox of Sustainable Production expressed by a theoretical reflection of the need for focusing on people in production processes on the one hand and a lack of addressing the social pillar of sustainability in concepts on the other hand. However, while it is a troublesome finding given the striking need for sustainable development (The-Sustainable-Development-Goals-Report-2022; Kropp 2019; von Hauff 2021; Roy and Singh 2017), the paradox directly lays out a path of resolving it. This is because, given its nature, we can see that we could resolve it via the implementation of strong educational efforts trying to help the respective people of the manufacturing industry to understand the holistic and interdependent character of sustainable development (The-Sustainable-Development-Goals-Report-2022). Y1 - 2023 N1 - Volltext auf dem Opus-Server verfügbar ER - TY - CHAP A1 - Pütz, Sebastian A1 - Baier, Ralph A1 - Brauner, Philipp A1 - Brillowski, Florian A1 - Dammers, Hannah A1 - Liehner, Luca A1 - Mertens, Alexander A1 - Rodemann, Niklas A1 - Schneider, Sebastian A1 - Schollemann, Alexander A1 - Steuer-Dankert, Linda A1 - Vervier, Luisa A1 - Gries, Thomas A1 - Leicht-Scholten, Carmen A1 - Nagel, Saskia K. A1 - Piller, Frank T. A1 - Schuh, Günther A1 - Ziefle, Martina A1 - Nitsch, Verena T1 - An interdisciplinary view on humane interfaces for digital shadows in the internet of production T2 - 2022 15th International Conference on Human System Interaction (HSI) N2 - Digital shadows play a central role for the next generation industrial internet, also known as Internet of Production (IoP). However, prior research has not considered systematically how human actors interact with digital shadows, shaping their potential for success. To address this research gap, we assembled an interdisciplinary team of authors from diverse areas of human-centered research to propose and discuss design and research recommendations for the implementation of industrial user interfaces for digital shadows, as they are currently conceptualized for the IoP. Based on the four use cases of decision support systems, knowledge sharing in global production networks, human-robot collaboration, and monitoring employee workload, we derive recommendations for interface design and enhancing workers’ capabilities. This analysis is extended by introducing requirements from the higher-level perspectives of governance and organization. KW - digital twin KW - digital shadow KW - cyber-physical production system KW - human-machine interface Y1 - 2022 SN - 978-1-6654-6823-7 (Print) SN - 978-1-6654-6822-0 (Online) U6 - http://dx.doi.org/10.1109/HSI55341.2022.9869467 SN - 2158-2246 (Print) SN - 2158-2254 (Online) N1 - 15th International Conference on Human System Interaction (HSI), 28-31 July 2022, Melbourne, Australia. PB - IEEE ER - TY - CHAP A1 - Stangel-Meseke, Martina A1 - Hahn, Pia A1 - Steuer-Dankert, Linda T1 - Ausblick: Der individualitätsbezogene Diversity Management-Ansatz als Antwort auf Individualisierung T2 - Diversity Management und Individualisierung N2 - Der Megatrend Individualisierung fordert von Unternehmen, ihre Strategien und Prozessabläufe bei zunehmender Globalisierung grundlegend zu überdenken. Während Strategien und Prozessabläufe im Unternehmen Standards unterliegen, entwickelt sich unsere Gesellschaft immer stärker zu einem individuumszentrierten System, in dem es gilt, Werte und Lebensstile der Individuen zu berücksichtigen und derart wertzuschätzen, dass Mitarbeitende motiviert und mit hoher Bindung an das Unternehmen die anstehenden Leistungen für das Unternehmen erbringen. Im Konzept DiM sind Standardisierung und Individualisierung keine gegensätzlichen Aspekte, da bei DiM neben der Betrachtung des betriebswirtschaftlichen Nutzens dieses Konzepts für Unternehmen die Wertschätzung des Individuums als genuines Merkmal betont wird. Y1 - 2015 SN - 978-3-658-07485-2 SP - 23 EP - 24 PB - Springer Gabler CY - Wiesbaden ER - TY - CHAP A1 - Stangel-Meseke, Martina A1 - Hahn, Pia A1 - Steuer-Dankert, Linda T1 - Balance durch Diversity Management : Lösungsansätze für unternehmerische Herausforderungen aus Megatrends T2 - Balance Management N2 - Unsere unternehmerische Umwelt befindet sich in einem zunehmend dynamischen Wandel. Dies führt dazu, dass Herausforderungen, denen sich Unternehmen stellen müssen, immer komplexer werden. Hier gilt es zunehmend, eine Balance zwischen verschiedenen Spannungsfeldern zu erreichen. Sogenannte Megatrends stellen die Treiber dieses Wandels dar. Als Megatrend werden nach dem Zukunftsinstitut (2010a) richtungsweisende Veränderungstendenzen aufgefasst, die alle Bereiche des Lebens sowohl individuell als auch gesellschaftlich beeinflussen und langfristige Auswirkungen haben. Y1 - 2013 SN - 978-3-658-02191-7 U6 - http://dx.doi.org/10.1007/978-3-658-02192-4_6 SP - 145 EP - 166 PB - Springer Gabler CY - Wiesbaden ER - TY - CHAP A1 - Steuer-Dankert, Linda A1 - Berg, Tobias A1 - Leicht-Scholten, Carmen T1 - Breaking the habit – new approaches in engineering education T2 - Proceedings of the 43rd Annual Conference of the European Society for Engineering Education N2 - Within the framework of the project a genderand diversity-oriented teaching evaluation and modern, media-supported blended learning approaches were used in order to achieve the intended goals. First research results of the literature and status quo analysis were already implemented and tested in newly designed teaching approaches, for example in a multidisciplinary introductory lecture of civil engineering at RWTH Aachen University. KW - teaching KW - engineering education KW - gender and diversity KW - best practice Y1 - 2015 SN - 978-2-87352-012-0 N1 - Annual Conference of the European Society for Engineering Education , Orléans , France , SEFI , 2015-06-29 - 2015-07-02 ER - TY - CHAP A1 - Hinke, Christian A1 - Vervier, Luisa A1 - Brauner, Philipp A1 - Schneider, Sebastian A1 - Steuer-Dankert, Linda A1 - Ziefle, Martina A1 - Leicht-Scholten, Carmen T1 - Capability configuration in next generation manufacturing T2 - Forecasting next generation manufacturing : digital shadows, human-machine collaboration, and data-driven business models N2 - Industrial production systems are facing radical change in multiple dimensions. This change is caused by technological developments and the digital transformation of production, as well as the call for political and social change to facilitate a transformation toward sustainability. These changes affect both the capabilities of production systems and companies and the design of higher education and educational programs. Given the high uncertainty in the likelihood of occurrence and the technical, economic, and societal impacts of these concepts, we conducted a technology foresight study, in the form of a real-time Delphi analysis, to derive reliable future scenarios featuring the next generation of manufacturing systems. This chapter presents the capabilities dimension and describes each projection in detail, offering current case study examples and discussing related research, as well as implications for policy makers and firms. Specifically, we discuss the benefits of capturing expert knowledge and making it accessible to newcomers, especially in highly specialized industries. The experts argue that in order to cope with the challenges and circumstances of today’s world, students must already during their education at university learn how to work with AI and other technologies. This means that study programs must change and that universities must adapt their structural aspects to meet the needs of the students. Y1 - 2022 SN - 978-3-031-07733-3 U6 - http://dx.doi.org/10.1007/978-3-031-07734-0_6 SP - 95 EP - 106 PB - Springer CY - Cham ER - TY - CHAP A1 - Stangel-Meseke, Martina A1 - Hahn, Pia A1 - Steuer-Dankert, Linda T1 - Der Individualisierungs-Trend prägt die Unternehmenszukunft T2 - Diversity Management und Individualisierung N2 - Laut Zukunftsinstitut (2010) stellt die Individualisierung eine langfristige und nachhaltige Veränderung dar, die die gesamte Gesellschaft (den einzelnen Menschen, Unternehmen, den Staat) betrifft und Auswirkungen auf nahezu alle Lebensbereiche (z. B. Arbeit, Wohnen, Partnerschaft) hat. Die Individualisierung beschreibt dabei die Entwicklung hin zur Fokussierung persönlicher Interessen und Lebensentscheidungen der einzelnen Person (Kunze, Individualisierung, 2011). Der Grund für diese Entwicklung sind laut Kunze (Individualisierung, 2011) Treiber wie steigendes Vermögen, Bildung und Mobilität, was die einzelne Person unabhängiger von größeren Gemeinschaften macht und mehr Freiheit zur Selbstverwirklichung bietet. Als eine Konsequenz daraus werden Wertevorstellungen nicht mehr einfach hingenommen, sondern für die eigene Person überprüft und individualisiert (Kunze, Individualisierung, 2011). So wies Beck bereits 1996 darauf hin, dass Individualisierung meint „erstens die Auflösung und zweitens die Ablösung industriegesellschaftlicher Lebensformen durch andere, in denen die Einzelnen ihre Biographie selbst herstellen, inszenieren, zusammenflickschustern müssen“ (Beck, Die Erfindung des Politischen, 1996, S. 150). Y1 - 2015 SN - 978-3-658-07484-5 U6 - http://dx.doi.org/10.1007/978-3-658-07485-2_1 SP - 1 EP - 3 PB - Springer Gabler CY - Wiesbaden ER - TY - CHAP A1 - Steuer-Dankert, Linda A1 - Bouffier, Anna A1 - Gaedicke, Sonja A1 - Leicht-Scholten, Carmen T1 - Diversifying engineering education: a transdisciplinary approach from RWTH Aachen University T2 - Strategies for increasing diversity in engineering majors and careers N2 - Engineers and therefore engineering education are challenged by the increasing complexity of questions to be answered globally. The education of future engineers therefore has to answer with curriculums that build up relevant skills. This chapter will give an example how to bring engineering and social responsibility successful together to build engineers of tomorrow. Through the integration of gender and diversity perspectives, engineering research and teaching is expanded with new perspectives and contents providing an important potential for innovation. Aiming on the enhancement of engineering education with distinctive competencies beyond technical expertise, the teaching approach introduced in the chapter represents key factors to ensure that coming generations of engineers will be able to meet the requirements and challenges a changing globalized world holds for them. The chapter will describe how this approach successfully has been implemented in the curriculum in engineering of a leading technical university in Germany. Y1 - 2017 SN - 9781522522126 U6 - http://dx.doi.org/10.4018/978-1-5225-2212-6.ch010 SP - 201 EP - 235 PB - IGI Global CY - Hershey, USA ER - TY - JOUR A1 - Steuer-Dankert, Linda A1 - Sharma, Mamta Rameshwarlal A1 - Bleck, Wolfgang A1 - Leicht-Scholten, Carmen T1 - Diversity and innovation management in large research groups JF - International Journal of Innovation Management N2 - Contemporary research appreciates a diverse workforce as a potential source of innovation. Researchers explore the fine details of why diversity management is central for generating innovations in heterogeneous research groups and how it could be effectively implemented into organizations. Complex research associations that discuss topics with a high impact on society increasingly address the necessity of establishing a diverse workforce to confront the challenges of tomorrow. Characterized by complex management structures as well as hierarchies, research associations have not been a subject of investigation until now. For this reason, the presented research project aims to develop a diversity and innovation management strategy with the ultimate goal of inducing change in the corporate culture. The proposed approach consisted of six phases; the first two phases investigated the status quo of diversity in the existing organizational structures of member institutes and the variety of particular working cultures within the research association. The third and the fourth phases utilized qualitative and quantitative studies. The third phase focused on the connection of management level to diversity and innovation, and the need for diversity and innovation management, and tailor-made methods of implementing them. The first three phases have been accomplished successfully; preliminary results are already available. The fourth phase will mainly focus on exploring the mind-set of the employees. The fifth phase will consolidate the findings in the first four phases into an implementable strategy. The final phase will address the implementation of this strategy into the organization. Phases 4 to 6 have not yet been undertaken KW - diversity management KW - innovation management KW - research association KW - change management KW - engineering Y1 - 2017 SN - 1757-5877 VL - 5 IS - 2 SP - 49 EP - 72 ER -