Probability Distributions.- Linear Models for Regression.- Linear Models for Classification.- Neural Networks.- Kernel Methods.- Sparse Kernel Machines.- Graphical Models.- Mixture Models and EM.- Approximate Inference.- Sampling Methods.- Continuous Latent Variables.- Sequential Data.- Combining Models.

Pattern Recognition and Machine Learning

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

Climate change 2014 - Synthesis Report

/pdf/a-break-in-the-clouds-towards-a-cloud-definition-svovsw1r5a.pdf

A Break in the Clouds: Towards a Cloud Definition

* Starting from Need* Evolution of the Toyota Production System* Further Development* Genealogy of the Toyota Production System* The True Intention of the Ford System* Surviving the Low-Growth Period

Toyota production system : beyond large-scale production

https://www.researchgate.net/profile/Erwin_Rauch/publication/271019858_Trends_towards_Distributed_Manufacturing_Systems_and_Modern_Forms_for_their_Design/links/55625b4108ae6f4dcc952dd8.pdf

Trends towards Distributed Manufacturing Systems and modern forms for their design

https://isiarticles.com/bundles/Article/pre/pdf/12408.pdf

Implementation of Lean Production in Small Sized Enterprises

Sustainable production in emerging markets through Distributed Manufacturing Systems (DMS)

Far from being exclusively related to economic considerations, the advantages of Industry 4.0 applications also include environmental and social concerns. An increasing amount of scientific publications relate the implementation of the fourth industrial revolution paradigm to sustainability. Several studies reported opportunities of Industry 4.0 implementation particularly to the environmental dimension of sustainability, e.g., through improved logistics streams and lowered waste from production. The present research aims at providing evidence on whether manufacturing companies consider Industry 4.0 implementation as an advantage contributing to environmental and social sustainability in terms of lower environmental impact of production, as well as higher physical relief for workers and flexibility of work organisation. The results were an attempt to study such relations with company sizes, industry sectors, turnover and self-assessed levels of digitalization varying. The sample encompasses 65 companies located in the Marche region (Italy). The results show that overall the perception of economic opportunities prevail, while the association of a beneficial impact of Industry 4.0 on environmental sustainability is rather low across companies, regardless of their size, turnover and digital level. As for the statistically significant variables, the results suggest a strong association of the size and the digital level to specific Industry 4.0 related advantages, referring to the social and economic dimension of sustainability, respectively.

https://www.mdpi.com/2071-1050/12/9/3647/pdf

The Advantages of Industry 4.0 Applications for Sustainability: Results from a Sample of Manufacturing Companies

This paper proposes adequate strategies that companies, public administrators and organisations in the education industry can undertake to successfully face the challenges of digital transformation in a regional innovation system. This research considers stakeholders that operate in the Tyrol–Veneto macroregion (the Tyrol, South Tyrol and Veneto areas), a significant case of moderately innovative European macroregion.,This study undertakes explorative research based on a qualitative method. It adopts a place-based multi-stakeholder approach to emphasise the role of three categories of stakeholders (companies, educational system and regional governments) in facing digital changes. More precisely, interviews with 60 stakeholders from the Tyrol–Veneto macroregion were conducted and examined via both text mining analysis and content analysis. First, correspondence factor analysis was performed using IRaMuTeQ software to identify homogeneous subsets of concepts (pillars–i.e., macroareas of strategic actions). Second, two coding phases were implemented using NVivo software to detect strategic fields of action and specific strategic actions undertaken to address the challenges of digital transformation.,The results highlight that digital transformation is a pervasive challenge of regional innovative system that requires a multifaceted set of strategic actions falling into three main pillars. The first pillar, named “culture and skills”, includes three strategic fields of action as follows: digital education, talents and digital culture. The second pillar, named “infrastructures and technologies”, points out the need of information, interaction and artificial intelligence as key strategic fields of action. The third pillar, named “ecosystems”, highlights the importance of investing in medium- to long-term visions, partnerships and life quality. In brief, this study shows that standalone interventions are insufficient to tackle digital transformation from a systemic perspective. Moreover, this study outlines the potential contribution of each category of stakeholder to foster the digitalisation of the Tyrol–Veneto macroregion.,This study highlights the importance of developing digital culture and skills before investing in digital infrastructure and technology in a moderately innovative macroregion. Companies should alter their vision before reconfiguring their business models, invest in smart working and establish contacts with start-ups. In addition, this study recommends that public administration should mainly invest in digital education and partnerships, while, in terms of education and training organisations, it suggests providing digital skills to several cohorts of both students and workers. Policy implications call for the creation of new occasions of cooperation among stakeholders by fostering “table talks” as strategic and policy actions and by making more financial resources available to encourage the digital transformation processes.,The results of this study may be adapted to the characteristics of other regional innovative systems and used as a reference point in terms of the improvement of business, market and local development.

/pdf/digital-transformation-challenges-strategies-emerging-from-a-4iu83991oz.pdf

Dominik T. Matt

Papers

Trends towards Distributed Manufacturing Systems and modern forms for their design

Implementation of Lean Production in Small Sized Enterprises

Sustainable production in emerging markets through Distributed Manufacturing Systems (DMS)

The Advantages of Industry 4.0 Applications for Sustainability: Results from a Sample of Manufacturing Companies

Digital transformation challenges: strategies emerging from a multi-stakeholder approach