Methods for coding the transcripts or responses from experts
| Sample transcripts | Code | Construct (mapping to literature) |
|---|---|---|
| We want to make a human-centred system with digital technologies, but this cannot be said that increased automation leads to zero error | Increased automation may lead to some errors, like accidents, without human intervention | Prone to accidents due to increased use of technologies |
| In the facilities, making similar kinds of objects on a large misconception of a single lead will result in the complete loss of a lot of the material | Distorted information leads to wrong signals | |
| I found personally that there is a regular need for checkups and monitoring, even with a high level of automation, systematic cognitive monitoring is still demanded | An increased level of automation leads to errors in some instances | |
| I feel the change in the manufacturing unit is resisted. I still remember we introduced an AI-based monitoring system for improved productivity and employees have to be sensitised about the same, but that same is resisted as they feel that they must go for long hours of training sessions and need to work on a different set of skills | Employee resistance | Resistive culture |
| I still remember the instances of the introduction of the cloud-based system within our manufacturing entity that resisted even within the interdepartmental | Interdepartmental resistance | |
| Resistive culture is everywhere in learning new methods and technology needs time and sincere pursuits. Our different partners are not ready to cope with changes | Resistance to learning a new skill set | |
| It is imperative to inform organisations on the same platform that the adoption of new technology will be a win-win situation for the entire SC | Resistance to adopting new technologies | |
| I feel that, especially in the context of India, funds are one of the concerns in adopting new digital paradigms | Lack of funds | Financial constraints |
| Industrial organisations in the context of India were commonly not supported by financial setups in the past decades, but the new wave of Make in India, startups and new policies of MSMEs make credit transfer easier for financial institutions and offer a relaxed rate of interest for MSMEs and other manufacturing units | Appropriate funding | |
| Better economic policies, tax rebates and discounts on the adoption and purchase of new technologies are still major factors for developing nations to adopt new technologies | Economies of scale | |
| It has been found that physical systems enabled with AI, VR and sensors lead to better control and monitoring | Couple physical systems with AI and virtual technologies | Digitisation and automation of the process |
| The manufacturing system must encompass software packages, monitoring and cognitive-enabled inspection to have a productive and accident-free unit with higher work satisfaction | Manufacturing systems embrace cognitive skills with digital technologies |
| Sample transcripts | Code | Construct (mapping to literature) |
|---|---|---|
| We want to make a human-centred system with digital technologies, but this cannot be said that increased automation leads to zero error | Increased automation may lead to some errors, like accidents, without human intervention | Prone to accidents due to increased use of technologies |
| In the facilities, making similar kinds of objects on a large misconception of a single lead will result in the complete loss of a lot of the material | Distorted information leads to wrong signals | |
| I found personally that there is a regular need for checkups and monitoring, even with a high level of automation, systematic cognitive monitoring is still demanded | An increased level of automation leads to errors in some instances | |
| I feel the change in the manufacturing unit is resisted. I still remember we introduced an AI-based monitoring system for improved productivity and employees have to be sensitised about the same, but that same is resisted as they feel that they must go for long hours of training sessions and need to work on a different set of skills | Employee resistance | Resistive culture |
| I still remember the instances of the introduction of the cloud-based system within our manufacturing entity that resisted even within the interdepartmental | Interdepartmental resistance | |
| Resistive culture is everywhere in learning new methods and technology needs time and sincere pursuits. Our different partners are not ready to cope with changes | Resistance to learning a new skill set | |
| It is imperative to inform organisations on the same platform that the adoption of new technology will be a win-win situation for the entire SC | Resistance to adopting new technologies | |
| I feel that, especially in the context of India, funds are one of the concerns in adopting new digital paradigms | Lack of funds | Financial constraints |
| Industrial organisations in the context of India were commonly not supported by financial setups in the past decades, but the new wave of Make in India, startups and new policies of MSMEs make credit transfer easier for financial institutions and offer a relaxed rate of interest for MSMEs and other manufacturing units | Appropriate funding | |
| Better economic policies, tax rebates and discounts on the adoption and purchase of new technologies are still major factors for developing nations to adopt new technologies | Economies of scale | |
| It has been found that physical systems enabled with AI, VR and sensors lead to better control and monitoring | Couple physical systems with AI and virtual technologies | Digitisation and automation of the process |
| The manufacturing system must encompass software packages, monitoring and cognitive-enabled inspection to have a productive and accident-free unit with higher work satisfaction | Manufacturing systems embrace cognitive skills with digital technologies |
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