Table of contents.

Chapter Name of the Chapter Page No

List of Figures 1
Abstract 2
1. Introduction 3
1.1 Coupling of Technology and Industrialization 3
1.1.1 The First Industrial Revolution 3
1.1.2 The Second and Third Industrial Revolution 4
1.2 Introduction to Industry 4.0 4
2. Industry 4.0 6
2.1 Major Concepts influencing the future of the Manufacturing 6
Industry
2.1.1 Intelligent Manufacturing 6
2.1.2 IoT-enabled manufacturing 8
2.1.3 Cloud manufacturing 10
2.1.4 Cyber-Physical System (CPS) 10
2.1.5 Cloud Computing 11
2.2 Investment of Developed Nations on Industry 4.0. 11
2.2.1 The European Union 12
2.2.2 The United States of America 12
2.2.3 China 12
2.2.4 Japan 13
2.3 Framework of the Industry 4.0 IMS 14
2.3.1 Smart Design 14
2.3.2 Smart Machines 14
2.3.3 Smart Monitoring 15
2.3.4 Smart Control 15
2.4.5 Smart Scheduling 15
2.4 Human Activities in Cyber-Physical Systems 15
2.5 Evolution of HCPSs for intelligent manufacturing 16
2.5.1 Human–physical systems for traditional manufacturing 16
2.5.2 HCPS 1.0 for digital manufacturing 17
2.5.3 HCPS1.5 for digital-networked manufacturing 18
2.5.4 HCPS 2.0 for NGIM 20
2.6 Barriers to Implementation of Industry 4.0 21
3. Conclusion 24
4. References 25
Human–Cyber–Physical Systems (HCPSS) in the context of New-Generation Intelligent Manufacturing (Industry 4.0)
and the Barriers to implement Industry 4.0 in Future Manufacturing Industries

List of Figures.

Ser Fig No Description Page No

1. 1 Industrial Manufacturing Development Stages 5
2. 2 Schematic of an HPS 17
3. 3 HCPS 1.0 for Digital Manufacturing 18

4. 4 Schematic of HCPS 1.0 HCS: human–cyber 18

system; CPS: cyber–physical system
5. 5 HCPS1.5 for Digital-Networked Manufacturing 19
6. 6 HCPS 2.0 for NGIM 21
7. 7 Schematic of HCPS 2.0 21

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 Human–Cyber–Physical Systems (HCPSS) in the context of New-Generation Intelligent Manufacturing (Industry 4.0)
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ABSTRACT

An Intelligent Manufacturing System is a composite intelligent system comprising humans,

cyber systems and physical systems with the aim of achieving specific manufacturing goals at
an optimized level. The fourth industrial revolution and the underlying digital transformation,
known as Industry 4.0, and it is progressing exponentially. The digital revolution is reshaping
the way individuals live and work fundamentally, and the public remains optimistic regarding
the opportunities that Industry 4.0 may offer for sustainability and profitability. In the
meantime, the concepts of Industry 4.0 and Intelligent Manufacturing can be perplexing to
Traditional Manufacturing Enterprises. Some companies may wonder where to start, and
whether such an investment will really pay off. Such skepticism is natural. In the meantime,
other companies have moved ahead and have been eager to adopt intelligence in
manufacturing. It can be concluded that the essence of Intelligent Manufacturing is to design,
construct, and apply HCPSs in various cases and at different levels. With advances in
information technology, intelligent manufacturing has passed through the stages of digital
manufacturing and digital-networked manufacturing, and is evolving toward New-Generation
Intelligent Manufacturing (NGIM). NGIM is characterized by the in-depth integration of New-
Generation Artificial Intelligence (AI) technology (i.e., enabling technology) with advanced
manufacturing technology (i.e., root technology); it is the core driving force of the new
industrial revolution. This article also highlights the difficulties in the diffusion of
technological innovation resulting from a lack of coordinated national policies on Industry 4.0
in developing countries, which may prevent firms from fully experiencing the Industry 4.0
revolution. The results of this study may help decision makers and practitioners to address the
barriers highlighted, paving the way for successful implementation of Industry 4.0 across the
manufacturing sector.

Keywords
Industry 4.0, New-Generation Intelligent Manufacturing, Smart Manufacturing, Cyber–
Physical Systems.

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1. INTRODUCTION.

1.1. Coupling of Technology and Industrialization

1.1.1. The First Industrial Revolution

A perspective on intelligent manufacturing can be gained by examining the

development stages of modern industrial manufacturing. The use of steam
engines as prime movers around 1784 marked an essential step of the First
Industrial Revolution (Fig 1), although an early crude form of the steam engine
was invented 50 years earlier by Thomas Newcomen. James Watt invented a
separate condenser as a cooling cycle to increase the efficiency of steam
engines. Watt also applied a governor (i.e., a mechanical speed regulator) to
permit the automatic control of speeds. These technology breakthroughs led to
the reliable use of the steam engine. Furthermore, Watt obtained support from a
financial investor, Matt Boulton, to produce the new engines in quantity.
Technology and industrialization were essential ingredients for the eventual
success of the first industrial era. Thus, it might be inferred that a successful
development stage is marked by the coupling of technology and
industrialization. In the same way, intelligent manufacturing is supported by the
integral efforts of information technology and industrialization. In fact, China
defined its China Manufacturing 2025 initiative as encompassing information
technology and industrialization, in the same spirit as the First Industrial
Revolution. [2-5]

1.1.2. The Second and Third Industrial Revolution

In the Second Industrial Revolution, mass production led to higher productivity.

The basic technology in this revolution was the use of paced conveyor lines that
supplemented industrial engineering methods. A manufacturing process could
thus be broken into multiple stages, each of which contained a limited number
of operations for the worker to perform. Conveyors provided a means to move

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semi-finished products from one stage to another. As a whole, the overall

productivity of the process could be increased.[12] For example, Ford applied
this technology along with industrialization to produce millions of vehicles at a
lower cost. The Third Industrial Revolution was represented by the invention of
programmable logic controllers (PLCs) in 1969. Although there were several
candidate technologies to represent the integration of computers with machines,
the PLC was an easy-to-use and reliable controller to program computational
logic. Dick Morley, involved with the production of Modicon, came out with
the first working controller based on specifications from General Motors’
Hydra-Matic. Modicon was also the first to present ladder logic, which was
favoured by many automation engineers.[21] Odo Struger and his team at Allen-
Bradley, together with the 3i company, developed the PLC and registered the
PLC name. (3i was acquired by Allen-Bradley, which later became Rockwell
Automation.) Allen-Bradley then wisely invested in automotive applications in
order to support the PLC fully as a solid, reliable, and easy-to-use control for
automation. PLCs became a billion-dollar industry within 10 years of their 1969
debut.

1.2. Introduction to Industry 4.0

Industry 4.0, a German strategic initiative, is aimed at creating intelligent factories

where manufacturing technologies are upgraded and transformed by cyber-physical
systems (CPSs), the Internet of Things (IoT), and cloud computing. In the Industry 4.0
era, manufacturing systems are able to monitor physical processes, create a so-called
“digital twin” (or “cyber twin”) of the physical world, and make smart decisions
through real-time communication and cooperation with humans, machines, sensors, and
so forth. Industry 4.0 combines embedded production system technologies with
intelligent production processes to pave the way for a new technological age that will
fundamentally transform industry value chains, production value chains, and business
models. [6] In the context of Industry 4.0, manufacturing systems are updated to an
intelligent level. Intelligent manufacturing takes advantage of advanced information
and manufacturing technologies to achieve flexible, smart, and reconfigurable

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manufacturing processes in order to address a dynamic and global market It enables all
physical processes and information flows to be available when and where they are
needed across holistic manufacturing supply chains, multiple industries, small and
medium-sized enterprises (SMEs), and large companies. Intelligent manufacturing
requires certain underpinning technologies in order to enable devices or machines to
vary their behaviours in response to different situations and requirements based on past
experiences and learning capacities. These technologies enable direct communication
with manufacturing systems, thereby allowing problems to be solved and adaptive
decisions to be made in a timely fashion. Some technologies also have artificial
intelligence (AI), which allows manufacturing systems to learn from experiences in
order to ultimately realize a connected, intelligent, and ubiquitous industrial practice.[7]

Fig 1 : Industrial Manufacturing Development Stages [25]

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2. INDUSTRY 4.0

2.1. Major Concepts influencing the future of the Manufacturing Industry

2.1.1. Intelligent Manufacturing

Intelligent Manufacturing (also known as Smart Manufacturing) is a broad

concept of manufacturing with the purpose of optimizing production and
product transactions by making full use of advanced information and
manufacturing technologies. It is regarded as a new manufacturing model based
on intelligent science and technology that greatly upgrades the design,
production, management, and integration of the whole life cycle of a typical
product. The entire product life cycle can be facilitated using various smart
sensors, adaptive decision-making models, advanced materials, intelligent
devices, and data analytics. Production efficiency, product quality, and service
level will be improved. The competitiveness of a manufacturing firm can be
enhanced with its ability to face the dynamics and fluctuations of the global
market. One form of realization of this concept is the Intelligent Manufacturing
System (IMS), which is considered to be the next-generation manufacturing
system that is obtained by adopting new models, new forms, and new
methodologies to transform the traditional manufacturing system into a smart
system. In the Industry 4.0 era, an IMS uses Service-Oriented Architecture
(SOA) via the Internet to provide collaborative, customizable, flexible, and
reconfigurable services to end-users, thus enabling a highly integrated human-
machine manufacturing system. This high integration of human-machine
cooperation aims to establish an ecosystem of the various manufacturing
elements involved in IMS so that organizational, managerial, and technical
levels can be seamlessly combined. An example of IMS is the Festo Didactic
Cyber-Physical Factory, which offers technical training and qualification to
large vendors, universities, and schools as part of the German government’s
Platform Industry 4.0 strategic initiative. [14] AI plays an essential role in an
IMS by providing typical features such as learning, reasoning, and acting. With

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the use of AI technology, human involvement in an IMS can be minimized. For

example, materials and production compositions can be arranged automatically,
and production processes and manufacturing operations can be monitored and
controlled in real-time. As Industry 4.0 continues to gain recognition,
autonomous sensing, intelligent interconnecting, intelligent learning analysis,
and intelligent decision- making will ultimately be realized. For example, an
intelligent scheduling system can enable jobs to be scheduled based on AI
techniques and problem solvers, and can be offered to other users as services in
an Internet-enabled platform.

2.1.2. IoT-enabled manufacturing

IoT-enabled manufacturing refers to an advanced principle in which typical

production resources are converted into Smart Manufacturing Objects (SMOs)
that are able to sense, interconnect, and interact with each other to automatically
and adaptively carry out manufacturing logics. Within IoT-enabled
manufacturing environments, human-to-human, human-to-machine, and
machine-to-machine connections are realized for intelligent perception.
Therefore, on-demand use and efficient sharing of resources can be enabled by
the application of IoT technologies in manufacturing. The IoT is considered to
be a modern manufacturing concept under Industry 4.0 and has adopted recent
advances, such as cutting-edge information technology (IT) infrastructure for
data acquisition and sharing, which greatly influence the performance of a
manufacturing system. IoT-enabled manufacturing features real-time data
collection and sharing among various manufacturing resources such as
machines, workers, materials, and jobs. The real-time data collection and
sharing are based on key technologies such as radio frequency identification
(RFID) and wireless communication standards. By using RFID technology,
physical manufacturing flows such as the movements of materials and
associated information flows such as the visibility and traceability of various
manufacturing operations can be seamlessly integrated. RFID tags and readers
are deployed to typical manufacturing sites such as shop floors, assembly lines,

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and warehouses, where smart objects are created by equipping manufacturing

objects with RFID devices. This allows shop-floor disturbances to be detected
and fed back to the manufacturing system on a real-time basis, thereby
improving the effectiveness and efficiency of manufacturing and production
decision-making. Several real-life cases of IoT-enabled manufacturing have
been reported. To improve manufacturing flexibility, an RFID-enabled real-
time production management system for a motorcycle assembly line was
introduced. This manufacturing system is used in Loncin Motor Co., Ltd. to
collect real-time production data from raw materials, work-in-progress (WIP)
items, and staff so that items of interest are enhanced in terms of visibility,
traceability, and trackability. A case study from an automotive part
manufacturer, Huaiji Dengyun Auto-Parts (Holding) Co., Ltd., provides another
example. This SME engine valve manufacturer uses an RFID-enabled shop-
floor manufacturing solution across whole operations.[8] Based on RFID-
enabled real-time data, an extension was made to integrate the manufacturing
execution system and the enterprise resource-planning system. A case of
implementing RFID-based real-time shop-floor material management for
Guangdong Chigo Air Conditioning Co., Ltd. was reported in Ref. In this case,
RFID technology provided automatic and accurate object data to enable real-
time object visibility and traceability. More cases are available from the mould
and die industry, automotive part and accessory manufacturing alliances,
product life-cycle management, and aerospace maintenance operations.

2.1.3. Cloud manufacturing

Cloud manufacturing refers to an advanced manufacturing model under the

support of cloud computing, the IoT, virtualization, and service-oriented
technologies, which transforms manufacturing resources into services that can
be comprehensively shared and circulated.[23-25] It covers the extended whole
life cycle of a product, from its design, simulation, manufacturing, testing, and
maintenance, and is therefore usually regarded as a parallel, networked, and
intelligent manufacturing system (the “manufacturing cloud”) where production

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resources and capacities can be intelligently managed. Thus, on-demand use of

manufacturing services can be provided from the manufacturing cloud for all
types of end-users. In cloud manufacturing, various production resources and
capacities can be intelligently sensed and connected into the cloud. IoT
technologies such as RFID and barcodes can be used to automatically manage
and control these resources so that they can be digitalized for sharing. Service-
oriented technologies and cloud computing are the underpinning supports for
this concept.[23] As a result, manufacturing resources and capacities can be
virtualized, encapsulated, and circulated into various services that can be
accessed, invoked, and implemented. Such services can be categorized and
aggregated, given predefined specific rules. There are many different kinds of
manufacturing clouds that handle various manufacturing services. Different
users are able to search, access, and invoke the qualified services through a
virtual manufacturing environment or platform. Cloud deployment modes,
manufacturing resources modelling, and requirements and services matching are
key concerns in cloud manufacturing. Since a virtual manufacturing
environment or solution should be established for services sharing, cloud
deployment approaches such as public, private, community, and hybrid clouds
are needed so that a uniform and ubiquitous access can be provided to end-users.
For example, the hybrid cloud is a mixture of several clouds that offers multiple
deployment modes along with advantages such as flexible deployment and easy
access to cross-business applications. Various manufacturing resources such as
machines and assembly lines should also be modelled into services that can be
distributed and shared. German associations such as the German Electrical and
Electronic Manufacturers’ Association (ZVEI) have already developed an
advanced approach; they have not only created a reference architecture on
Industry 4.0 products and services (the Reference Architectural Model Industry
(RAMI) model), but also described a management or administration shell for
several devices to allow consistent usage of data and resources. However, such
a development is challenging, since a vast number of physical manufacturing
objects of various types and heterogeneous formats may introduce unexpected
modelling complexity. Manufacturing requirements and services matching

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within cloud manufacturing are important. This matching not only includes an
optimal solution for service providers and customers, but also consists of service
planning, scheduling, and execution.

2.1.4. Cyber-Physical System (CPS)

CPS is a mechanism through which physical objects and software are closely
intertwined, enabling different components to interact with each other in a
myriad of ways to exchange information. A CPS involves a large number of
trans-disciplinary methodologies such as cybernetics theory, mechanical
engineering and mechatronics, design and process science, manufacturing
systems, and computer science.[9] One of the key technical methods is
embedded systems, which enable a highly coordinated and combined
relationship between physical objects and their computational elements or
services. A CPS-enabled system, unlike a traditional embedded system, contains
networked interactions that are designed and developed with physical input and
output, along with their cyber-twined services such as control algorithms and
computational capacities. Thus, a large number of sensors play important roles
in a CPS. For example, multiple sensory devices are widely used in CPS to
achieve different purposes, such as touch screens, light sensors, and force
sensors. Nevertheless, integrating several different subsystems is time-
consuming and costly, and the whole system must be kept operational and
functional. The heterogeneity and complexity of CPS applications result in
several challenges in developing and designing high-confidence, secure, and
certifiable systems and control methodologies. [6, 13]

2.1.5. Cloud Computing

Cloud computing is a general term that refers to delivering computational

services through visualized and scalable resources over the Internet. The
scalability of resources makes cloud computing interesting for business owners,
as it allows organizations to start small and invest in more resources only if there

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are rises in further service demand. Based on recommendations from the

National Institute of Standards and Technology (NIST), an ideal cloud should
have five characteristics:-
(a) On-demand Self-service
(b) Broad network access
(c) Resource Pooling
(d) Rapid Elasticity
(e) Measured Service

This cloud model is composed of four deployment models—public, private,

community, and hybrid—and three delivery models— “software as a service,”
“platform as a service,” and “infrastructure as a service”. Organizations of all types and
sizes are adopting cloud computing to increase their capacity with a minimum budget
and without investing in licensing new software, incorporating new infrastructure, or
training new personnel.

Despite the significant benefits of cloud computing, critical challenges affect the
reliability of this ongoing concept, to name a few,
(a) Privacy subjects and security
(b) Data Management and Resource Allocation
(c) Load Balancing
(d) Scalability and Availability
(e) Migration to clouds and compatibility
(f) Interoperability and communication between clouds

2.2. Investment of Developed Nations on Industry 4.0

2.2.1. The European Union

In 2013, Germany launched its Industry 4.0 plan, the name of which refers to
the Fourth Industrial Revolution in which manufacturing industries occupied by
intelligent machines and products create intelligent systems and networks that

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are able to communicate with each other autonomously. Germany is focusing

on research into the underlying technologies for manufacturers, such as
intelligent sensing, wireless sensor networks, and CPSs. For example, Siemens’
digital cloud service platform, Sinalytics, can provide secure communication
and the integration and analysis of large amounts of machine-generated data,
thereby improving monitoring and optimization capabilities for various
facilities (e.g., gas turbines and medical systems) through data analysis and
feedback.

2.2.2. The United States

In 2012, GE introduced the concept of the Industrial Internet of Things (IIoT),

suggesting that intelligent machines, advanced analytics, and connected people
are the key elements of future manufacturing in order to enable smarter decision-
making by humans and machines. The three major components of the Industrial
Internet are intelligent equipment, intelligent systems, and intelligent decision-
making. The most prominent organization identified with the IIoT is the
Industrial Internet Consortium (IIC), which was formed in 2014 with the support
of GE, AT&T, Cisco, Intel, and IBM. The IIC aims to provide resources, ideas,
pilot projects, and activities about IIoT technologies—and about the security of
these technologies. [22]

2.2.3. China

In 2015, China’s State Council unveiled a 10-year plan to upgrade the nation’s
manufacturing capacity to allow it to catch up with production powerhouses
such as Germany and the United States. The Ministry of Industry and
Information Technology (MIIT) in China led the creation of the Made in China
2025 initiative [16,18-20]. This initiative aims to :-

(i) Increase innovative capability in national manufacturing,

(ii) Promote a deep fusion of information and industrialization,

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(iii) Strengthen the basic industrial capacity,

(iv) Boost Chinese quality brand-building,
(v) Promote environmentally friendly manufacturing,
(vi) Enable breakthroughs in key sectors,
(vii) Press further restructuring of the manufacturing industry,
(viii) Advance service-oriented manufacturing and manufacturing-
related service industries,
(ix) Increase international involvement in manufacturing.

To support the manufacturing transformation, the Chinese government has also

proposed the following strategic plans: Guidance of the State Council on
Promoting Internet+ Action, Guidance of the State Council on Deepening the
Integration of Manufacturing and the Internet, and the 13th Five-Year Plan on
the National Program for Science and Technology Innovation [16]

2.2.4. Japan

In 2015, Japan commenced its Industrial Value Chain Initiative (IVI), which
corresponds to Germany’s Industry 4.0 initiative, in order to connect businesses
via the Internet. Thirty Japanese companies, including Mitsubishi Electric,
Fujitsu, Nissan Motor, and Panasonic, form part of the initiative. The IVI is a
forum to design a new society by combining manufacturing and information
technologies and to create a space in which enterprises can collaborate. In order
to bring linked factories and connected manufacturing into reality,
representatives of IVI member companies bring current situations in real
industrial scenes into discussion in order to identify issues and determine ideal
situations to be pursued. The forum actively discusses how human-centric
manufacturing will change with the IoT. The IVI puts aside the competitive
advantages of individual firms and aims at building a mutually connected
system architecture based on scenarios in which companies naturally
collaborate. It is based on two principles: connected manufacturing and the
loosely defined standard. The former aims to purge overburden, waste, and

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unevenness through digitally connected companies and factories, and to create

smart value chains that are based on both automation and human ability. The
latter promotes an adaptable model rather than a rigid one. It adopts a pragmatic
reality-based approach, and starts from the state of the art today to develop the
next level of manufacturing, thus increasing the value of each enterprise by
means of cyber-physical production systems.

2.3. Framework of the Industry 4.0 IMS

The advancements and the applications of the implementation of Industry 4.0 can be
categorized into the following where the possibilities for production growth and
revolutionising the current industry traditions are limitless.

2.3.1. Smart Design

With the rapid development of new technologies such as VR and augmented

reality (AR), traditional design will be upgraded and will enter into a “Smart
Era.” Design software such as Computer-Aided Design (CAD) and Computer-
Aided Manufacturing (CAM) is able to interact with physical smart prototype
systems in real time, enabled by three-dimensional (3D) printing integrated with
CPSs and AR. [10]

2.3.2. Smart Machines

In Industry 4.0, smart machines can be achieved with the help of smart robots
and various other types of smart objects that are capable of real-time sensing
and of interacting with each other. For example, CPS-enabled smart machine
tools are able to capture real-time data and send them to a cloud-based central
system so that machine tools and their twinned services can be synchronized to
provide smart manufacturing solutions.

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2.3.3. Smart Monitoring

Monitoring is an important aspect for the operations, maintenance, and optimal

scheduling of Industry 4.0 manufacturing systems. The widespread deployment
of various types of sensors makes it possible to achieve smart monitoring. For
example, data and information on various manufacturing factors such as
temperature, electricity consumption, and vibrations and speed can be obtained
in real time.

2.3.4. Smart Control

In Industry 4.0, high-resolution, adaptive production control (i.e., smart control)
can be achieved by developing cyber-physical production-control systems.
Smart control is mainly executed in order to physically manage various smart
machines or tools through a cloud-enabled platform. End-users are able to
switch off a machine or robot via their smart phones.

2.3.5. Smart Scheduling

The smart scheduling layer mainly includes advanced models and algorithms to
draw on the data captured by sensors. Data-driven techniques and advanced
decision architecture can be used for smart scheduling. For example, in order to
achieve real-time, reliable scheduling and execution, distributed smart models
using a hierarchical interactive architecture can be used.

2.4. Human Activities in Cyber-Physical Systems

Humans are in fact a unique enabler for flexibility in an advanced automated CPS, and
is one of the pillars of Industry 4.0. It is important to highlight that some decades after
the disillusion from the idea of the unmanned factory, there is large consensus among
the stakeholders, that the fourth industrial revolution leads to social-cyber-physical
systems, in which the role of human is core. Humans are required to steer the

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transformation, to intervene for updating production plans and reconfiguring the

system. However, to fully exploit the potential of humans in manufacturing
environments characterized by CPS, specific human-centric design approaches are
required, together with methodologies and technologies for the symbiotic integration of
the human activities in CPS.

In production systems, we can refer to two main reference models for human
activities: Human-in-the-Loop (HitL) and Human-in-the-Mesh (HitM) (Fantini et al.,
2016). The first refers to situations in which the worker is directly participating in the
process of products fabrication or assembling and its loop of control; it is usually
enacted by the role of the Operator. These cond model refers to situations in which
the worker is participating to the process of production planning and its loop of
control, and it is usually enacted by the role of the Manager. The activities of HitM
require relentless focus on the execution of the manufacturing processes and have an
immediate impact on the quality of part processing and assembling; the activities of
HitM allow for intermittent attention, but need sophisticated methods. [6,13]

2.5. Evolution of HCPSs for intelligent manufacturing

2.5.1. Human–physical systems for traditional manufacturing

Humans first learned to make and use tools more than two million years ago.
Progressing from the Stone Age through the Bronze Age to the Iron Age, these
early simple production systems lasted for over a million years, powered by
human and animal labour. With the development of the First Industrial
Revolution, which was marked by the invention of the steam machine, and the
Second Industrial Revolution[21,22], which was marked by the invention of the
electric motor, humans have continually invented, created, and improved
various machines and applied them to manufacture all kinds of goods. These
traditional manufacturing systems, which were comprised of humans and
physical machines, replaced a significant amount of manual labour and
substantially increased manufacturing quality, efficiency, and societal

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productivity. A traditional manufacturing system consists of two major

components—namely, humans and physical systems such as machines—and is
therefore a human–physical system (HPS), as shown in Fig. 1. In an HPS,
physical systems, through which working tasks are completed, act as the
‘‘executing body,” while humans are the ‘‘master.” Humans are both the
creators of physical systems and the managers and users of physical systems. In
an HPS, many of the activities required to complete the working tasks—such as
perception, cognition,

Fig 2 : Schematic of an HPS [1]

learning, analysis, decision-making, control, and operation—must be supplied
by humans.[17] For example, in machining with traditional machine tools,
operators must carefully observe, analyze, manipulate, and control the
machining process. A general schematic of an HPS is shown in Fig 1.

2.5.2. HCPS 1.0 for digital manufacturing

The manufacturing sector entered the era of digital manufacturing in the middle
of the 20th century, driven by the development and wide application of
information technologies including computers, communication, and numerical
control. The information revolution, which was marked by digitalization, led
and promoted the Third Industrial Revolution. Compared with traditional
manufacturing systems, digital manufacturing systems are characterized by the

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emergence of a cyber system between the human and physical system,

transforming the previous binary HPS into the ternary HCPS, as shown in Fig.
3. A cyber system consists of software and hardware; its main function is to
complete various tasks that were previously performed by human operators,
including sensing, analysis, decision-making, and control.

Fig. 3. HCPS 1.0 for Digital Manufacturing [1]

Fig. 4. Schematic of HCPS 1.0. HCS: Human–Cyber System; CPS: Cyber–

Physical System [1]

2.5.3. HCPS1.5 for Digital-Networked Manufacturing

Digital-networked manufacturing is, in essence, ‘‘internet + digital

manufacturing” and can be defined as second-generation intelligent
manufacturing. The digital-networked manufacturing system remains an HCPS;

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however, it is referred to herein as HCPS1.5, since it has fundamental

differences compared with HCPS 1.0 for digital manufacturing, as shown in Fig.
5. The most significant difference lies in the cyber system. In the cyber system
of HCPS 1.5, the Industrial Internet and the cloud platform are critical
components that can connect relevant cyber systems, physical systems, and
humans, thus serving as a tool for system integration. Information exchange and
coordinated and integrated optimization have become important parts of the
cyber system. Meanwhile, the humans in HCPS 1.5 have become a network-
connected community with common value-creation goals, and include the
people from the enterprise hosting the system along with its suppliers, sales
agents, customers, and so on. These changes transform the manufacturing
industry, both from a product-centric model to a customer centric model and
from a production manufacturing pattern to a production–service manufacturing
pattern. The essence of digital-networked manufacturing is the realization of
extensive connections of humans, processes, data, and things through networks,
and the reshaping of the manufacturing value chain through in-enterprise and
inter-enterprise integration, cooperation, sharing, and optimization of various
resources. For example, CNC machine tool manufacturers and their suppliers
can engage in remote-operation maintenance of their own products

Fig. 5. HCPS1.5 for Digital-Networked Manufacturing [1]

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2.5.4. HCPS 2.0 for NGIM

Since the beginning of the 21st century, huge progress has been made in
information technologies such as the internet, cloud computing, and big data.
The integration of these technological advances is leading to the strategic
breakthrough of new-generation AI, which has become the core technology of
a new round of scientific and technological revolution. The in-depth integration
of new-generation AI technology with advanced manufacturing technology is
leading to NGIM. Breakthroughs and broad applications of NGIM will reshape
the technological architecture, production mode, and industrial pattern of the
manufacturing industry. The information revolution, which is marked by AI, is
leading and promoting the Fourth Industrial Revolution. The NGIM system
remains an HCPS; however, it is referred to herein as HCPS2.0, since it has
essential differences in comparison with HCPS 1.5 for digital-networked
manufacturing, as shown in Fig. 6. As in the shift from HCPS 1.0 to HCPS 1.5,
the most distinct changes occur in the cyber system. A new component is
introduced to the cyber system of HCPS 2.0, enabling it to perform self-learning
and cognition by using new-generation AI technology; this leads to greater
power in aspects such as perception, decision-making, control, and—most
importantly—the capability to learn and generate knowledge. The knowledge
base in the HCPS 2.0 cyber system is jointly built by humans and by the self-
learning and cognition module of the cyber system; thus, it contains not only the
knowledge provided by humans but—more importantly—the knowledge
learned by the cyber system itself, and particularly the knowledge that is
difficult for humans to describe and process. Moreover, the knowledge base is
able to constantly upgrade, improve, and optimize itself through self-learning
and cognition during the application process. To use a metaphor, the relationship
between humans and cyber systems has fundamentally changed from one of
‘‘giving fish” to one of ‘‘teaching how to fish”. A schematic of HCPS 2.0 is
shown in Fig. 7. HCPS 2.0 for NGIM can not only bring about revolutionary
changes in the means and efficiency of creating, accumulating, utilizing,

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imparting, and inheriting manufacturing knowledge, but also significantly

increase the ability of manufacturing systems to handle uncertain and
complicated problems, thereby leading to vast improvements in manufacturing
system modelling and decision-making. For example, in machining with
intelligent machine tools, a digital model of the entire machining system can be
built through sensing, learning, and cognition, and can then be used to optimize
and control the machining process in order to obtain high machining quality and
efficiency as well as low energy consumption

Fig. 6. HCPS 2.0 for NGIM [1]

Fig. 7. Schematic of HCPS 2.0 [1]

3.4. Barriers to Implementation of Industry 4.0. The lack of skilled workforce,

and the requirement to retrain staff to fit changed circumstances. In the future, new

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ways of working are needed, which may have positive and negative effects on
employees[10,15]. Changed working conditions may lead to conflicts in business
organizations. Further, shortage of financial resources is also a significant obstacle to
implementation. Also, low degrees of standardization, poor understanding of
integration and concerns about data security could also hinder Industry 4.0 adoption.
The likely changes may put pressure on economic policy and regulators [26], and the
new skills and competences required by new technologies will require changes to
education systems. In the context of Industry 4.0, [27] emphasized that the relocation
of production activities to low-wage countries primarily affects the production of
standardized mass products, but high wage countries need to resolve the contradictions
between economies of scale and scope.

Table 1 : Driving forces and barriers of Industry 4.0 [11]

Driving force Factor Barrier
Increasing labour Human resources Lack of appropriate
shortages competences and
Reducing human skilled
work workforce
Allocating workforce Longer learning time
to other (training
areas (higher added of staff)
value)

Reducing costs e.g. Financial resources and Lack of financial

human profitability resources
resources, inventory Return and
management and profitability
operating costs Shortcomings in
tendering
systems
Long evaluation
period for

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tenders
Market competition Market Management Lack of a leader with
Follow market trends conditions and reality appropriate skills,
Increasing pressure competitors competencies
from and experience
competitors Lack of conscious
Business model planning:
innovation defining goals, steps
Demand for greater Management and needed
control expectations resources
(from top
management)
Continuous
monitoring of
company
performance
Reducing the error Productivity Organizational Lack of a unified
rate and efficiency factors communication
Improving lead times Technological protocol
(compliance with and process Lack of back-end
market integration, systems for
conditions) cooperation integration
Improving efficiency Lack of willingness
Ensuring reliable to cooperate
operation (e.g. (at the supply chain
less downtime) level)
Lack of standards
incl.
technology and
processes
Lack of proper,
common

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thinking
Unsafe data storage
systems
The need for large
amounts of
storage capacity

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3. CONCLUSIONS

The thorough study on the advent of Industry 4.0 conducted point out to the following
conclusions

1. Increasing attention is given to Industry 4.0, intelligent manufacturing is

becoming more and more important in the advancement of modern industry and
economy.

2. Intelligent manufacturing is considered to be a key future perspective in both

research and application, as it provides added value to various products and systems by
applying cutting-edge technologies to traditional products in manufacturing and
services.

3. Many countries, governmental and private sectors are working closely together
to upgrade the manufacturing base and improve market shares.

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