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Procedia Manufacturing 41 (2019) 415–422

8th Manufacturing Engineering Society International Conference 2019, MESIC 2019, 19-21 June
8th Manufacturing Engineering Society International
2019, Conference 2019, MESIC 2019, 19-21 June
Madrid, Spain
2019, Madrid, Spain
Industry 4.0 implications in production and maintenance
Industry 4.0 implications
management:in production
An overviewand maintenance
management: An overview
S. Gallego Garcíaa , M. García Garcíab,*
S. Gallego Garcíaa , M. García Garcíab,*
a
National Distance Education University (UNED), 28015 Madrid, Spain
ab
National Distance
National Distance Education
Education University
University (UNED),
(UNED), 28015
28015 Madrid,
Madrid, Spain
Spain
b
National Distance Education University (UNED), 28015 Madrid, Spain

Abstract
Abstract
Industry 4.0, also known as the “Fourth Industrial Revolution”, is currently transforming our society. As a consequence
agriculture,
Industry 4.0,industrial and service
also known as thesectors areIndustrial
“Fourth changing. Revolution”,
In this contextismanufacturing companies our
currently transforming havesociety.
identified
As“Industry 4.0” as
a consequence
an opportunity
agriculture, to develop
industrial their competitiveness
and service in theirInoperations
sectors are changing. this contextand organizationalcompanies
manufacturing efficiency.
haveGoal of this paper
identified is to4.0”
“Industry giveasa
conceptual
an overview
opportunity of the
to develop impact
their of new capabilities
competitiveness from the fourth
in their operations Industrial Revolution
and organizational efficiency.onGoal
production and maintenance
of this paper is to give a
management tasks in of
conceptual overview order
thetoimpact
provide of an impulse
new to current
capabilities frommanufacturing companies
the fourth Industrial by providing
Revolution recommendations
on production on areas
and maintenance
and tasks withtasks
management higher
in potentials.
order to provide an impulse to current manufacturing companies by providing recommendations on areas
and tasks with higher potentials.
© 2020 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license
(https://creativecommons.org/licenses/by-nc-nd/4.0/)
© 2019
2020TheTheAuthors. Published
Authors. Publishedby Elsevier B.V. B.V. This is an open access article under the CC BY-NC-ND license
by Elsevier
Peer-review
This is an openunder responsibility
access article under ofthethe
CC scientific
BY-NC-ND
(https://creativecommons.org/licenses/by-nc-nd/4.0/) committee of the 8 th Manufacturing Engineering Society International
license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Conference
Peer-review underresponsibility
Peer-review under responsibility ofscientific
of the the scientific committee
committee of the 8thofManufacturing
the 8 th Manufacturing Engineering
Engineering Society SocietyConference
International International
Conference
Keywords: Industry 4.0; Production Management; Maintenance Management; Scenario building
Keywords: Industry 4.0; Production Management; Maintenance Management; Scenario building

1. Introduction
1. Introduction
The first industrial revolution is usually described by the mechanisation [1]. The second industrial revolution is
The to
linked firsttheindustrial
increasingrevolution is usually
rationalization anddescribed
division byof the mechanisation
labor [1]. The second
in the manufacturing industrial
companies. revolution
Later, is
the third
linked to revolution
industrial the increasing
broughtrationalization andthedivision
electricity and increaseofoflabor in the manufacturing
productivity through advanced companies. Later,
electronics the third
that increased
industrial revolution
calculation brought
and storage electricity
capacities andthethedecades
[2]. In increaseafter
of productivity through advanced
the 1970s, industrial electronics
technological that increased
advancements were
calculation and storage
only incremental capacities In
or evolutionary. [2].2011,
In theandecades
initiativeafter the “Industry
called 1970s, industrial
4.0” wastechnological
introduced by advancements
representativeswere
of
only incremental
business, or evolutionary.
politics and In 2011,[3]anthat
academics gathered initiative
promoted called “Industry
the idea 4.0” was together
of digitization introduced
withbyautonomy
representatives of
and self-
business,
behaviourpolitics and academics
of machines gathered [3]
as an approach that promoted the idea
to strengthening of digitization
competitive powertogether
of the with autonomy
German and self-
manufacturing
behaviour
industry [4]. ofThis
machines
fourth aswavean of
approach to strengthening
technological advancementthe competitive
is powered power
by nine of the German
foundational manufacturing
technology advances
industry [4]. This fourth wave of technological advancement is powered by nine foundational technology advances
*
Corresponding author. Tel.: +34-682-880-591
E-mail
* address: mggarcia@ind.uned.es
Corresponding author. Tel.: +34-682-880-591
E-mail address: mggarcia@ind.uned.es
2351-9789 © 2020 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license
(https://creativecommons.org/licenses/by-nc-nd/4.0/)
2351-9789 ©under2020responsibility
The Authors. of
Published by Elsevier B.V.of
This
Peer-review the scientific
(https://creativecommons.org/licenses/by-nc-nd/4.0/)committee theis8 thanManufacturing
open access article under the
Engineering CC BY-NC-ND
Society license
International Conference
Peer-review under responsibility of the scientific committee of the 8 Manufacturing Engineering Society International Conference
th

© 2019 The Authors. Published by Elsevier B.V.

This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Peer-review under responsibility of the scientific committee of the 8th Manufacturing Engineering Society International Conference.

416 S. Gallego García et al. / Procedia Manufacturing 41 (2019) 415–422
2 / Procedia Manufacturing 00 (2020) 000–000

[5]. Most of these technologies are not recent innovations. However, it is the combination of technologies, business
processes, and data processing that makes Industry 4.0 a novelty [6].
Industry 4.0 pursues a rapid product development and a flexible and intelligent production system able to deal
with greater complexity in product, process and environment trying to respond to the growing demand of
customized products with decreasing product lifecycles [7]. Industry 4.0 has a huge potential for meeting customer
requirements, improve flexibility, optimised decision-making, for better resource productivity and efficiency as well
as for creating new services and responding to social questions such as demographic change, work-life balance and
for maintaining a high-wage economy competitive. For reaching all these goals, three features of Industry 4.0 should
be implemented: a horizontal integration through the value network, an end-to-end digital integration across the
entire value chain and a vertical integration in the production system [8].
Industrial production needs to change to meet increasing individualisation of products but with the price of mass
production. To reach this it is needed a revolution in our production processes, Industry 4.0. The main hypothesis of
the paper is that revolution of production systems will be a consequence of a set of evolutionary steps and not as a
consequence of a single innovation. Main technologies for these steps will be data analytics using data from a “one
single source of truth” providing transparency and supporting decision-making for production master programs or
maintenance requirements planning. In this context artificial intelligence will be able to perform planning and
scheduling activities completely autonomous. Other key factor will be the integration of people, machines and
systems for activities such as materials preparation, feedback regarding machine condition. Moreover additive
manufacturing can provide an answer for individualisation and also flexibility to react to maintenance needs.
Simulation will be the basis for foreseen future results of investments, change in planning methods or maintenance
strategies. Moreover automation will become cheaper and therefore more and more operative production and
maintenance activities will be performed by robots. Finally other key technologies will be augmented reality and
virtual reality. The first will help to perform production and maintenance activities and the second will serve to train
new employees in their workplace as well as to visualize layout changes.

2. Methodology

The method used is the review of the literature based on reference books and articles of Industry 4.0 as well as of
production and maintenance management. The research is part of a PhD Thesis with a conceptual model for
production and maintenance management tasks in 3 horizons. First an overview of current status of production and
maintenance management is presented. Then the term and current status of “industry 4.0” is described by specifying
its capabilities in order to derive implications expected in the production system of the future. Implications on the
management tasks are classified with a score attending to the impact level on them. As a result, evolutionary and
revolutionary developments or paradigm shifts are possible. Based on them exemplary scenarios could be built. As a
result this paper pursues to study the potential changes from current to future production systems regarding
production and maintenance management functions. For this purposes the next four phases were performed:

● Literature review on Production and Maintenance Management

● New technologies and related capabilities thanks to Industry 4.0
● Implications of new capabilities on production and maintenance management tasks using a scoring model from 1
to 3 based on a qualitative expert assessment based on the impact of the capabilities already developed or in
developing process to each specific management task
● Conclusions and future work

3. Literature review on Production and Maintenance Management: current status

In context of a doctoral thesis a conceptual model was developed for production and maintenance management.
For production management, the Aachener Production Planning and Control (PPC) model, which is a reference
model for its analysis, evaluation and design [2] was used as initial basis and was adapted into the conceptual model.
Moreover, for maintenance management, tasks were selected and classified based on temporal sequences of their
 S. Gallego García et al. / Procedia Manufacturing 41 (2019) 415–422 417
/ Procedia Manufacturing 00 (2020) 000–000 3

realization according to the literature review performed. For both, tasks are distinguished according to their
strategic, tactical or operational nature.

3.1. Production Management

Production is the foundation of human activity [9]. Production management contains the tasks of design,
planning, monitoring and control of the productive system and business resources such as people, machines,
material and information [10].
Production systems are considered important in relation to aspects of quality, time and costs [11]. The multi-
dilemma of production planning originates discussions repeatedly in the context of divergent objectives. Customers
desire short delivery times and high delivery reliability while companies pursues for high utilization rates due to the
high fixed costs. This must be achieved simultaneously with a minimum inventory to keep the cost of working
capital under control. Therefore, business objectives are in conflict with market objectives, which increase the
complexity of the management of the manufacturing companies [12]. The original tasks of production planning
include the planning of the products to be manufactured, as well as the factors and production processes required
[2]. The developed conceptual model based on literature review is classified according to time horizons:

Fig. 1. Production management and planning tasks classified based on temporal sequences of their realization [13]

3.2. Maintenance Management

Industrial maintenance is defined according to DIN (German Institute for Standardization) 31051 as the
“combination of all technical, administrative and management measures during the life cycle of an observation unit
in order to maintain the functional status or restoring it so that it can fulfill the required function” [14]. The
management of maintenance processes must ensure the change from a functional orientation to an orientation
towards processes [14]. For this purpose, tasks of maintenance management are: planning, control, analysis and
measures execution [15].
According to a literature review the classification according to planning horizons is as follows:
418 S. Gallego García et al. / Procedia Manufacturing 41 (2019) 415–422
4 / Procedia Manufacturing 00 (2020) 000–000

Fig. 2. Maintenance management and planning tasks according to time horizons [13]

4. New technologies and related capabilities thanks to Industry 4.0

For successful implementation of Industry 4.0 transformation, three core and nine fundamental technologies are
required to be the part of the entire system [4]. These twelve technologies are described below making special
attention at the new capabilities that those will provide to current systems:

● Adaptive robotics: thanks to microprocessors and artificial intelligence, products, machines and services can have
the capability of computing, communication, control, autonomy and sociality [4]. Cobots and Human-Robot
Interaction (HRI) enables work with humans. In addition, embedded intelligence in robots can allow them to
learn from human activities, improving their autonomy and flexibility [16].
● Embedded systems (Cyber-Physical Systems, CPS): to realize it, five levels should be performed: data
acquisition (condition monitoring), converting data to information (self-aware), extracting additional information
for specific issues from a central information hub architecture (self-compare), having a cognition level in which
with graphical information, tasks can be prioritize and decisions can be taken and the last level refers to a level in
which machines can autonomously adapt its configuration [17].
● Additive Manufacturing (AM): it enables the direct production of 3D digital models. Nowadays is used for small
batches with high degree of customization, a quicker time-to-market, higher production flexibility and a lower
number of required tools [18].
● Cloud technologies: Cloud computing allows access from different devices. Cloud can be seen as a service and
support collaborative design, distributed manufacturing, collecting innovation, data mining, semantic web-
technology and virtualization [19]. Cloud Manufacturing enables on-demand access to a shared collection of
diversified and distributed manufacturing resources to reconfigure the production line for improving the
efficiency, reduce product lifecycle costs, and allow optimal resource allocation [20].
● Virtualization technologies (Virtual Reality (VR) and Augmented Reality (AR)): VR provides a simulation tool
for the recreation of real life environment. The user feels and sees the simulated reality as they are experiencing
in real life. On the other hand, AR is progressed in applications to combine digital elements with real world
actions. The overall integration of VR and AR empowers real life cases and actions [4].
● Simulation: according to the "VDI-Richtlinie" simulation is "the reproduction of a system with its dynamic
processes in an experimental model capable of acquiring knowledge that can be transferred to reality, in
particular, processes develop over time" [20]. Simulation is the only practical way to test models, because our
mental models are dynamically deficient, omitting evaluations, delays, accumulations and non-linearities [22].
● Data analytics and artificial intelligence: analytics based on large data sets has emerged in manufacturing to
optimize production quality, save energy and improve equipment service [5].
 S. Gallego García et al. / Procedia Manufacturing 41 (2019) 415–422 419
/ Procedia Manufacturing 00 (2020) 000–000 5

● Communication and Networking (Industrial Internet): allows field devices to communicate and interact both with
one another and with more centralized controllers, as necessary. It also decentralizes analytics and decision
making, enabling real-time responses [5].
● Real time location systems (RTLS) and radio-frequency identification (RFID) technologies enable identification,
location and sensing [4].
● Cyber security: as a result of the increased connectivity and use of standard communications protocols, secure,
reliable communications as well as sophisticated identity and access management of machines and users are to be
expected [5].
● Sensors and actuators: basic technology for embedded systems in which sensors are used to directly capture
physical data and actuators to influence physical processes [23].
● Mobile technologies: enable receiving and processing large amounts of information and are provided with high
quality cameras and microphones allowing them to record and transmit information [4].

The following table provides an overview on the main capabilities provided by the three core and the nine
supportive technologies of Industry 4.0:
Table 1. Capabilities of the technologies of Industry 4.0
Main capabilities of the technologies of industry 4.0
Technology
Capability 1 Capability 2 Capability 3

T1 Sensors & Actuators Real-time tracking Continuous documentation and System availability
data collection
T2 RFID & RTLS Identification Location Sensing
T3 Mobile Technologies Receiving large amounts of information Processing and recording large Transmit large amounts of
amounts of information information
T4 Cyber physical systems Real-time data processing and Computational capability Decision-making capability
information feedback
T5 Additive Manufacturing New geometries possible Shorter time-to-market & Only the required material
production flexibility
T6 Virtualization Real environment recreation of virtual Combination of real world 3D Digital twin
technologies (VR & AR) processes actions and digital elements
T7 Simulation Decision making support Evaluation and development of Digital twin model
autonomous planning rules
T8 Data analytics & AI Large amount of data able to be Retaining data knowledge Able of learning from data
analysed in a short period
T9 Adaptive Robotics Computing Communication Control and autonomy
Communication & Connectivity and interaction
T10 Networking Connectivity between agents Interaction between agents from anywhere at any time
of anything
T11 Cloud Location and sourcing independence Ubiquitous access Integrated business
environment and operations
T12 Cybersecurity Data exportation security Privacy regulations and Personal authorization level
communication protocols for information sharing

5. Implications of new capabilities on production and maintenance management tasks

In this chapter the implications of the new capabilities from the core and supportive technologies of Industry 4.0
are analysed. For this purpose, a scoring model from 1 to 3 was used, with one meaning low impact on the related
task due to the technology and with three as a high impact level.

5.1. Production Management

In the following table are presented the production management tasks of the conceptual model in the rows and
the technologies as columns.
420 S. Gallego García et al. / Procedia Manufacturing 41 (2019) 415–422
6 / Procedia Manufacturing 00 (2020) 000–000

Table 2. Implications of new capabilities on production management tasks

Technologies of Industry 4.0 and their impact on production management tasks
Production Management & planning task
(Legend for impact level: High=3, Medium=2, Low=1)
T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12 Score
1.1 Principles, guidelines 1 1 1 1 1 1 1 1 1 1 1 3 14
1.2 Product Program 1 1 1 1 1 3 2 2 1 1 1 1 16
1.3 Organizational Structure 1 1 2 1 1 2 1 2 1 2 3 2 19
1.4 Investment Program 1 1 1 2 1 2 3 3 1 1 2 2 20
1.5 Production strategy 3 3 2 2 3 2 2 2 2 3 2 1 27
1.6 Continuous obs. & evaluation of production
environment 1 1 1 1 1 2 3 3 1 3 2 1 20
1.7 Target system 3 2 2 2 2 2 3 3 2 2 2 3 28
1.8 Production system design 1 1 1 2 1 1 3 3 1 1 1 1 17
1.9 Production master program 2 2 2 3 2 1 3 3 1 2 2 1 24
1.10 “Make-or-buy” decision-making 1 1 1 2 2 2 3 3 1 1 1 2 20
2.1 Gross & net secondary production
requirements 3 3 2 3 1 1 3 3 1 3 2 1 26
2.2 Procurement program 2 2 2 3 1 1 3 3 1 1 2 1 22
2.3 Process scheduling 2 2 2 3 2 2 3 3 2 2 2 1 26
2.4 Calculation of capacity needs 3 3 2 3 1 1 3 3 1 3 2 1 26
2.5 Comparison & adjustment of capacities 2 2 2 3 2 1 3 3 1 2 2 1 24
2.6 Supplier selection 1 1 1 1 1 1 2 2 1 1 2 2 16
2.7 Production structure and layout planning 2 2 2 3 3 2 3 3 2 2 2 1 27
2.8 IT systems selection 2 2 2 2 1 1 1 1 1 2 3 3 21
2.9 Technology planning for manufacturing
processes 2 2 2 2 3 3 2 3 2 2 2 2 27
2.10 Continuous obs. & eval. of int.
performance 3 3 3 2 1 1 2 2 2 2 2 2 25
2.11 Offer and order processing 2 3 2 3 2 1 3 3 2 2 2 1 26
3.1 Calculation of batch size 2 2 2 3 2 1 3 3 1 2 1 1 23
3.2 Detail scheduling 3 3 3 3 2 1 3 3 2 3 2 1 29
3.3 Detail planning of resources 3 3 3 3 2 1 3 3 2 3 2 1 29
3.4 Sequencing of orders 3 3 3 3 2 1 3 3 2 3 2 1 29
3.5 Availability check 3 3 3 2 1 1 1 1 2 3 2 1 23
3.6 Release of production orders 3 3 3 3 2 1 3 3 2 3 2 1 29
3.7 Order calculation 1 1 2 2 1 1 3 3 2 2 2 2 22
3.8 Offers collection & evaluation 1 1 2 2 1 1 3 3 2 2 2 2 22
3.9 Contracting of suppliers 1 1 2 2 1 1 3 3 2 2 2 3 23
3.10 Release of supplier orders 1 2 2 2 1 1 3 3 2 2 2 3 24
3.11 Orders coordination 2 2 2 2 1 1 3 3 1 2 2 3 24
3.12 Measure & calculation of KPIs 3 3 3 2 1 1 1 3 1 3 2 2 25

From the table it can be observed how the operative management level has higher scores in average (Ø 25.2) than
tactical (Ø 24.2) and strategic management tasks (Ø 20.2). This can be explained due to the nature of the
technologies supporting manufacturing processes such as AM or enabling data collection, processing or condition
monitoring as examples. The lower score level can be found for the strategic management task of principles and
guidelines (1.1) because the definition of them is almost no influenced by new technologies. However, the
production target system of quality, cost and time is highly impact by the new capabilities and a great potential is
foreseen if all technologies can be deployed.

5.2. Maintenance Management

The following table presents maintenance management tasks in the rows and the technologies as columns.
 S. Gallego García et al. / Procedia Manufacturing 41 (2019) 415–422 421
/ Procedia Manufacturing 00 (2020) 000–000 7

Table 3. Implications of new capabilities on maintenance management tasks

Technologies of Industry 4.0 and their impact on maintenance management tasks
Maintenance Management & planning task
(Legend for impact level: High=3, Medium=2, Low=1)
T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12 Score

1.1 Principles, guidelines 1 1 1 1 1 1 1 1 1 1 1 3 14

1.2 Organizational Structure 1 1 2 1 1 2 1 2 1 2 3 2 19
1.3 Investment Program 1 1 1 2 1 2 3 3 1 1 2 2 20
1.4 Maintenance strategy 3 2 2 2 2 2 2 2 2 3 2 1 25
1.5 Target system 3 2 2 2 2 2 3 3 2 2 2 3 28
1.6 Maintenance resources definition 2 1 1 3 1 1 3 3 1 1 2 2 21
1.7 Maintenance activities definition 1 1 1 1 1 3 3 1 2 1 1 1 17
1.8 “Make-or-buy” decision-making 1 1 1 2 2 2 3 3 1 1 1 2 20
1.9 Continuous obs. & eval. of environment 1 1 1 1 1 2 3 3 1 3 2 1 20
2.1 Maintenance requirements planning 2 1 1 3 1 1 3 3 1 1 1 1 19
2.2 Planning and distribution of costs 3 3 3 3 1 1 3 3 1 3 1 1 26
2.3 Rough planning of maintenance resources 3 2 2 2 2 2 3 3 2 2 1 1 25
2.4 Rough planning of maintenance orders 3 2 2 3 2 1 2 3 2 2 2 1 25
2.5 IT Systems selection 2 2 2 2 1 1 1 1 1 2 3 3 21
2.6 Creation of maintenance programs 1 1 1 1 2 3 2 2 2 1 1 1 18
2.7 Suppliers selection 1 1 1 1 1 1 2 2 1 1 2 2 16
2.8 Continuous obs. & eval. of int. performance 3 3 3 2 1 1 2 2 2 2 2 2 25
2.9 Knowledge management 3 3 2 3 2 3 3 3 2 3 2 2 31
3.1 Scheduling of maintenance orders 3 3 3 3 2 1 3 3 1 2 1 1 26
3.2 Materials preparation 3 2 2 3 3 2 2 3 2 2 2 1 27
3.3 Execution control of maintenance orders 3 3 3 3 1 3 1 1 3 2 1 1 25
3.4 Feedback regarding machine condition 3 3 3 2 1 3 1 1 2 3 2 2 26
3.5 Maintenance costs calculation 2 2 2 2 2 2 2 2 1 2 1 1 21
3.6 Coordination of orders and personnel 3 3 3 3 2 2 3 3 2 3 2 1 30
3.7 Measure and calculation of indicators 3 3 3 2 1 1 1 3 1 3 2 2 25
3.8 Coordination of maintenance activities 3 3 3 2 1 1 2 2 1 2 2 2 24
performed by external companies

From the table it can be observed how the operative management level has higher scores in average (Ø 25.5) than
tactical (Ø 22.9) and strategic management tasks (Ø 20.4). This can be explained due to the nature of the
technologies supporting maintenance processes such as AM or enabling data collection, processing or condition
monitoring or augmented reality when coming to maintenance repairs on-site as examples. The lower score level
can be found for the strategic management task of principles and guidelines (1.1) as for production management
because the definition of them is almost no influenced by new technologies. However, the maintenance target
system of availability and cost is highly impact by the new capabilities and a great potential is foreseen if all
technologies can be deployed. Moreover, the main difference with production management tasks is in the tactical
management level because in maintenance management there are less tasks or efforts for planning of requirements,
capacity calculations and adjustments. Due to the fact that those activities can be supported by simulation and data
analytics and AI it can be explained the difference of Ø 22.9 for the maintenance management versus Ø 24.2 of
production management.

6. Conclusions and future work

After completion of the research work, the importance of Industry 4.0 and the related technologies has been
proved due to the potential effect on production and maintenance management and planning tasks. In addition, the
following points can be successfully concluded:
● Identification and classification of production and maintenance management tasks according to time horizons
● Listing of core and supportive technologies of Industry 4.0.
422 S. Gallego García et al. / Procedia Manufacturing 41 (2019) 415–422
8 / Procedia Manufacturing 00 (2020) 000–000

● Describing the main capabilities provided by the development of the technologies enabling the fourth industrial
revolution.
● Overview of the impact classified with high, medium or low impact of the technologies on the different
management tasks of production and maintenance. Also, a ranking was performed using a scoring model in order
to identify the management tasks with higher potentials to be improved by the evolution of new technologies.
● After the analysis and interpretation of results, the main hypotheses can be supported. The fourth industrial
revolution of production systems will be a consequence of a set of evolutionary steps and not as a consequence of
a single innovation due to the fact that an impact on the target system will occur as a result of the combined
output of different technologies. However, a paradigm shift could happen if for instance additive manufacturing
is implemented in large series production.
According to the results of the article, it can be derived in which management tasks a company should focus and
using which technologies. Therefore, this paper can serve as a guideline for manufacturing companies to generate
road-maps and future projects for increasing company performance. Finally, it is important to point out new ways of
research to continue improving the project carried out: improve the conceptual model with an extensive literature
review for production and maintenance management, identify the impact of the potentials identified in the target
system, analyse the gap from current versus potential status for each management task in different manufacturing
industries, generation of scenarios depending on main factors, extend the study searching for specific use cases in
each management tasks and apply the recommendations and scores for developing a list of projects and priorities in
a manufacturing company.

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