@misc{13019,
  abstract     = {{The digital transformation of manufacturing companies is a huge driver of complexity in organizational structures and processes. Challenges such as an increasing number of variants, rapid changes in technology, and a multitude of interfaces between IT systems within companies require changed qualifications in the workforce. Employees lack a profound understanding of the added value that digitalization can bring to the company and themselves. To address these challenges, simulation games are a suitable approach. Simulation games are active learning methods that simulate real systems in an artificial environment. The goal is to give employees the opportunity to gain experience and make decisions without creating a pressure situation or endangering the real production system. This enables them to better understand, evaluate and design real systems. In order to make optimal use of simulation games in manufacturing companies, they should be customized to the company and its employees due to individual processes and structures. This paper presents a procedure model for designing a concept of individualized simulation games for manufacturing companies in the context of digitalization. It starts with the identification of requirements. Subsequently, the requirements of the individual elements are combined into a holistic simulation game. The piloting of the framework is presented using an example from industrial practice.}},
  author       = {{Machon, Fabian and Gabriel, Stefan and Latos, Benedikt and Holtkötter, Christoph and Lütkehoff, Ben and Asmar, Laban and Kühn, Dr. Arno and Dumitrescu, Prof. Dr. Roman}},
  booktitle    = {{Procedia CIRP}},
  issn         = {{2212-8271}},
  keywords     = {{industry 4.0, digitalization, digital transformation, simulation games, game-based learning, education, employee education, qualification}},
  pages        = {{1017--1022}},
  publisher    = {{Elsevier BV}},
  title        = {{{Design of individual simulation games in manufacturing companies for game-based learning}}},
  doi          = {{10.1016/j.procir.2023.03.145}},
  volume       = {{119}},
  year         = {{2023}},
}

@inproceedings{1911,
  abstract     = {{Reading about small and medium-sized manufacturing companies in newspapers and magazines, one might get the impression that integrating and exploiting new digital technologies is one of the most urgent challenges for managers today. Although many different industry 4.0 and Internet of Things (IoT) tests have been published, a framework to structure the content and the process of digital transformation is missing. Therefore, comprehensive research of available literature has been implemented; the results show that the framework from Appelfeller and Feldmann is the most suitable for application in companies. Due to the fact that the authors present no acquired experience in the application of the framework in practice, an evaluation study was set up in companies. The results of a case study are presented and an overview is given how to implement this specific check in a company.}},
  author       = {{Tackenberg, Sven and Jungkind, Wilfried and Feldmann, C. and Appelfeller, W.}},
  booktitle    = {{Production Engineering and Management}},
  editor       = {{Padoano, Elio and Villmer, Franz-Josef}},
  keywords     = {{Digital transformation, Maturity model, Check}},
  location     = {{Trieste, Italy}},
  pages        = {{281--290}},
  title        = {{{Digital Transformation of Companies: Experience gained in the Implementation of an IOT Check}}},
  year         = {{2019}},
}

@inproceedings{238,
  abstract     = {{In future, advancing digitalization will entail extensive change for businesses. To date, there are only sporadically implemented examples of Smart Factories and these are rather technically (specifically information technology) oriented. Phoenix Contact therefore decided to use a tailor-made approach to implement the digital transition towards becoming a Smart Factory. With the participation of the senior management affected, other internal support areas and the works council, an image of the future for the  Smart Factory was developed. Based on the main future processes the appropriate organizational structure was selected and all participants could now be trained in the performance of new tasks. In addition, this allows for technological concepts to be chosen and judiciously incorporated in further stages. In this paper, the “SmartOrg@Combicon” project will be illustrated as the initial phase in the course of Smart Factory implementation.
}},
  author       = {{Dobrzanski, P. and Jungkind, Wilfried}},
  booktitle    = {{Production engineering and management}},
  editor       = {{Villmer, Franz-Josef and Padoano, Elio}},
  isbn         = {{978-3-946856-03-0}},
  keywords     = {{Industry  4.0, Smart  Factory, Digital  transformation, Staff  and  organizational development}},
  location     = {{Lemgo}},
  number       = {{1}},
  pages        = {{147--158}},
  title        = {{{Human Resources and Organizational Development in the Context of Industry 4.0}}},
  year         = {{2018}},
}