Industry 5.0 (I5.0) has gained increasing attention in both academic and industrial domains, emphasizing a human-centric, sustainable, and resilient approach to manufacturing. This study investigates the practical implementation of I5.0 principles across different manufacturing segments, specifically electronics, aerospace, pharmaceuticals, oil & gas, and fashion, ranging from highly automated industries to more craftsmanship-oriented ones. A multiple-case study approach was adopted, involving five companies from diverse manufacturer. The research explores the adoption of I5.0 through its three key pillars: human-centricity, sustainability, and resilience. Each pillar was analysed according to established classifications in the literature: (i) Human-centricity: Operator wellbeing, Worker involvement and human leadership, and Human-centric work environment technologies; (ii) Sustainability: Sustainable development and skills, Efficiency and sustainability, and Sustainable and environmental technologies; (iii) Resilience: Adaptability and timely response, Resilience planning and management, and Resilient technologies. For each dimension, we examined perceived relevance and actual adoption, as well as reported benefits and barriers. Furthermore, a comparative analysis was conducted among the five companies based on firm segment. Findings reveal that while I5.0 is broadly acknowledged as strategically important, its implementation is uneven and often fragmented. Adoption levels vary depending on company culture, sectoral characteristics, and technological readiness. The study identified challenges including the fear of job loss, low cross-functional integration, skills gaps, and high implementation costs. At the same time, benefits are reported such as increased operational efficiency, improved worker well-being, and greater resilience to disruptions. The study highlights some mismatches between the perceived importance of certain practices and their actual implementation, suggesting a need for stronger strategic alignment. The study provides practical insights into how firms are navigating the shift towards more human-centric, sustainable, and resilient manufacturing, contributing to a growing body of real-world evidence on the practical implementation of I5.0.
Exploring Industry 5.0: a multiple-case study on Human-Centricity, Sustainability, and Resilience in manufacturing
Fani V.;
2025-01-01
Abstract
Industry 5.0 (I5.0) has gained increasing attention in both academic and industrial domains, emphasizing a human-centric, sustainable, and resilient approach to manufacturing. This study investigates the practical implementation of I5.0 principles across different manufacturing segments, specifically electronics, aerospace, pharmaceuticals, oil & gas, and fashion, ranging from highly automated industries to more craftsmanship-oriented ones. A multiple-case study approach was adopted, involving five companies from diverse manufacturer. The research explores the adoption of I5.0 through its three key pillars: human-centricity, sustainability, and resilience. Each pillar was analysed according to established classifications in the literature: (i) Human-centricity: Operator wellbeing, Worker involvement and human leadership, and Human-centric work environment technologies; (ii) Sustainability: Sustainable development and skills, Efficiency and sustainability, and Sustainable and environmental technologies; (iii) Resilience: Adaptability and timely response, Resilience planning and management, and Resilient technologies. For each dimension, we examined perceived relevance and actual adoption, as well as reported benefits and barriers. Furthermore, a comparative analysis was conducted among the five companies based on firm segment. Findings reveal that while I5.0 is broadly acknowledged as strategically important, its implementation is uneven and often fragmented. Adoption levels vary depending on company culture, sectoral characteristics, and technological readiness. The study identified challenges including the fear of job loss, low cross-functional integration, skills gaps, and high implementation costs. At the same time, benefits are reported such as increased operational efficiency, improved worker well-being, and greater resilience to disruptions. The study highlights some mismatches between the perceived importance of certain practices and their actual implementation, suggesting a need for stronger strategic alignment. The study provides practical insights into how firms are navigating the shift towards more human-centric, sustainable, and resilient manufacturing, contributing to a growing body of real-world evidence on the practical implementation of I5.0.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
