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Emerging Risk Management in Industry 4.0: An Approach to Improve Organizational and Human Performance in the Complex Systems

Author

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  • F. Brocal
  • C. González
  • D. Komljenovic
  • P. F. Katina
  • Miguel A. Sebastián

Abstract

Industry 4.0 in the contemporary operating context carries important sources of complexity. This context generates both traditional risks and emerging risks that must be managed. The management of these risks includes both industrial risks and occupational risks, since they are heavily interlinked. The human factor can be considered the main link between both types of risks. Thus, understanding risks originating from human errors and organizational weaknesses as causes of accidents and other disruptions in complex systems requires elaborating sophisticated modeling approaches. Therefore, the objective of this paper is to propose an organizational and human performance approach to improve the emerging risk management linked to the complex systems, like as Human-Machine Interactions (HMI) and Human-Robot Interaction (HRI). To fulfill this objective, we first introduce the concept of emerging risk linked to human factor. Then, we introduce the concept of emerging risk management in the Industry 4.0 context. Under this complex context, we expose the concept considering the current models of risk management. Finally, we discuss how enhancing human and organizational performance can be achieved through risk management in complex systems linked to Industry 4.0. Therefore, we conclude that while Industry 4.0 brings numerous advantages, it must contend with emerging risks and challenges associated with organizational and human factors. These emerging risks include industrial risks as well as occupational risks. Moreover, the human factor aspect of Industry 4.0 is directly linked to industrial emerging and occupational emerging via context of operations. To cope with these new challenges, it is necessary to develop new approaches. One of such approaches is Complex System Governance. This approach is discussed along with the need for adequate organizational and human performance models dealing with, for example, experience from other domains such as nuclear, space, aviation, and petrochemical.

Suggested Citation

  • F. Brocal & C. González & D. Komljenovic & P. F. Katina & Miguel A. Sebastián, 2019. "Emerging Risk Management in Industry 4.0: An Approach to Improve Organizational and Human Performance in the Complex Systems," Complexity, Hindawi, vol. 2019, pages 1-13, June.
    • Handle: RePEc:hin:complx:2089763
    DOI: 10.1155/2019/2089763
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    References listed on IDEAS

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    Cited by:

    1. Eva M. Urbano & Victor Martinez-Viol & Konstantinos Kampouropoulos & Luis Romeral, 2021. "Energy-Investment Decision-Making for Industry: Quantitative and Qualitative Risks Integrated Analysis," Sustainability, MDPI, vol. 13(12), pages 1-30, June.
    2. Kumar, Anil & Agrawal, Rohit & Wankhede, Vishal A & Sharma, Manu & Mulat-weldemeskel, Eyob, 2022. "A framework for assessing social acceptability of industry 4.0 technologies for the development of digital manufacturing," Technological Forecasting and Social Change, Elsevier, vol. 174(C).
    3. Panagiotis K. Marhavilas & Fani Pliaki & Dimitrios Koulouriotis, 2022. "International Management System Standards Related to Occupational Safety and Health: An Updated Literature Survey," Sustainability, MDPI, vol. 14(20), pages 1-29, October.
    4. Xiaoli Wang & Ying Gu & Mahmood Ahmad & Chaokai Xue, 2022. "The Impact of Digital Capability on Manufacturing Company Performance," Sustainability, MDPI, vol. 14(10), pages 1-24, May.
    5. Kessler, Melanie & Arlinghaus, Julia C. & Rosca, Eugenia & Zimmermann, Manuel, 2022. "Curse or Blessing? Exploring risk factors of digital technologies in industrial operations," International Journal of Production Economics, Elsevier, vol. 243(C).

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