![]() ![]() The design process of both production systems for sustainability and high-value systems for sustainable development goals may need to be supported differently than today. This keynote analyses literature and practice in the last decade, aiming to propose the main characteristics of IPS² of the future and design processes adequate for IPS². The promising digital technologies that have become easily implementable in practice will in the next years facilitate design and implementation of IPS² smartly to satisfy users and contribute to sustainability. One reason for this delay is assumed to be that the initial efforts were mainly on business and service when design was an afterthought. Nevertheless, such solutions are not as significantly implemented as expected by the CIRP keynote in 2010: it is not a dominant business of manufacturing companies today despite their economic and environmental advantages. Industrial Product-Service Systems (IPS²) have been increasingly researched and practiced in a variety of fields and sectors. On top of these, proposing that quick and correct service is critical for machine tool users (D4), Mori and Fujishima emphasised the major design challenge as the ability to consider the followings in an integrated manner: remote maintenance and monitoring system, worldwide spare parts supply system, integration of service parts, education system for service engineers, and long-term environmental load reduction. In the machine tool sector, challenges that need to be tackled are: (1) choosing the right business model based on the three dimensions of sustainability targets (D2), (2) lack of approaches for designing engineering solutions that add value to the customer and deliver profits to the solution provider (D1), (3) ability to measure the environmental impact of IPS 2 solutions (D5, D3), (4) developing sensor technologies for real-time monitoring, whereby there challenges with deciding the type of sensor, number of sensors, and type of data being monitored and tracked by these sensors (D3), (5) a lack of data architectures to manage the advanced sensor based technologies, which can incur data security and IPR related challenges, too (D3, V2), (6) a need to develop algorithms to accurately predict the failures in the asset and planning for the maintenance (D3), and (7) a lack of methods available to manage the level of risk and uncertainty around the integrated product and service solution (D1). These reports provide the accurate market share, trend identification, growth predictions, functional capabilities and pricing information DMG’s global clients rely on to make critical business decisions. It publishes annual in-depth reports on contact center and back-office industry sectors, including cloud-based contact center infrastructure (contact center as a service, CCaaS), digital customer service, intelligent virtual agents, interaction analytics, robotic process automation (RPA), workforce management (WFM), workforce optimization (WFO) and more. DMG is the primary source for market activity and revenue data and analysis for contact center IT segments. A leader in vendor-agnostic research and consulting, DMG is the only firm whose expertise spans operations and technology. DMG Consulting LLC advises enterprises, vendors and the financial community on all aspects of building, acquiring, operating, optimizing and investing in contact centers, to enhance their enabling technologies and the customer experience (CX). ![]()
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