Available

Available online
online at
at www.sciencedirect.com
www.sciencedirect.com

ScienceDirect
Available online at www.sciencedirect.com
Procedia
Procedia Computer
Computer Science
Science 00
00 (2023)
(2023) 000–000
000–000
www.elsevier.com/locate/procedia
ScienceDirect www.elsevier.com/locate/procedia

Procedia Computer Science 232 (2024) 626–634

5th
5th International
International Conference
Conference on
on Industry
Industry 4.0
4.0 and
and Smart
Smart Manufacturing
Manufacturing
Implementing Industry 4.0 Technologies for Enhanced Material
Flow and Handling Management: A Case Study in Logistics
Laura
Laura Monferdini
Monferdinia,, Benedetta
a
Benedetta Pini
Pinia,, Barbara
a
Barbara Bigliardi
Bigliardia,, Eleonora
a
Eleonora Bottani
Bottania*
a
*
aDepartment
Department of
of Engineering
Engineering and
and Architecture,
Architecture, University
University of
of Parma,
Parma, viale
viale delle
delle Scienze
Scienze 181/A,
181/A, 43124
43124 Parma
Parma -- Italy
a
Italy

Abstract
Abstract

Industry 4.0
Industry 4.0 (I4.0)
(I4.0) has
has emerged
emerged as as aa highly
highly innovative
innovative response
response to to market
market needs,
needs, particularly
particularly in
in logistics.
logistics. This
This paper
paper presents
presents aa
structured case
structured case study
study on
on the
the implementation
implementation of of I4.0
I4.0 technologies
technologies forfor material
material flow
flow and
and handling
handling management.
management. TheThe study
study explores
explores
the contextual framework, historical development, and key characteristics of I4.0, focuses on the necessary characteristics
the contextual framework, historical development, and key characteristics of I4.0, focuses on the necessary characteristics for for I4.0
I4.0
certification and
certification and outlines
outlines the
the specific
specific features
features exhibited
exhibited by
by the
the company
company under
under study.
study. Objectives
Objectives include
include enhanced
enhanced traceability
traceability of
of
metallic materials
metallic materials and
and optimization
optimization of of crane
crane management.
management. TheThe paper
paper outlines
outlines the
the project
project phases,
phases, highlighting
highlighting the
the positive
positive impact
impact
on lead
on lead time
time reduction
reduction and
and providing
providing insights
insights into
into operational
operational procedures.
procedures. This
This research
research contributes
contributes to
to understanding
understanding I4.0
I4.0 practices
practices
in logistics
in logistics and
and offers
offers valuable
valuable insights
insights for
for future
future implementations,
implementations, driving
driving enhanced
enhanced efficiency
efficiency and
and productivity.
productivity.
© 2023
© 2023 The
The Authors.
Authors. Published
Published by by ELSEVIER
ELSEVIER B.V. B.V. This
This is
is an
an open
open access
access article
article under
under the
the CCCC BY-NC-ND
BY-NC-ND license
license
© 2024 The Authors. Published by Elsevier
(https://creativecommons.org/licenses/by-nc-nd/4.0)B.V.
(https://creativecommons.org/licenses/by-nc-nd/4.0)
This is an open access article under the scientific
CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review
Peer-review under
under responsibility
responsibility of the
the committee of the
the 5th International
International Conference
Conference onon Industry
Industry 4.0
4.0 and
and Smart
Smart
Peer-review under responsibility ofof scientific
the scientific committee
committee of
of the 5th
5th International Conference on Industry 4.0 and Smart Manufacturing
Manufacturing
Manufacturing
Keywords: traceability;
Keywords: traceability; Industry
Industry 4.0;
4.0; material
material flow;
flow; handling
handling management
management

1.
1. Introduction
Introduction

Industry
Industry 4.0
4.0 (I4.0)
(I4.0) represents
represents aa set
set of
of changes
changes closely
closely tied
tied to
to computer
computer science
science and
and new
new technologies
technologies that
that are
are poised
poised
to
to revolutionize industrial activity worldwide. Supported by many countries and major industry players, I4.0 aims
revolutionize industrial activity worldwide. Supported by many countries and major industry players, I4.0 aims to
to
become
become aa crucial
crucial competitive
competitive leverage
leverage in
in an
an increasingly
increasingly competitive
competitive market
market [1].
[1]. It
It is
is significantly
significantly impacting
impacting notnot only
only
on
on manufacturing,
manufacturing, but but it
it is
is also
also interacting
interacting with
with other
other economic
economic sectors,
sectors, including
including raw raw material
material utilization,
utilization, energy
energy
supplies,
supplies, logistics, engineering, computer science, consulting, marketing, technical and professional services.
logistics, engineering, computer science, consulting, marketing, technical and professional services. Like
Like
previous
previous industrial
industrial revolutions
revolutions throughout
throughout history,
history, the
the main
main driving
driving factors
factors behind
behind the
the manifestation
manifestation and
and development
development
of
of I4.0
I4.0 are
are primarily
primarily associated
associated with
with economic
economic gains
gains resulting
resulting from
from the
the effectiveness
effectiveness andand efficiency
efficiency brought
brought about
about by
by
the
the introduced innovations [2]. Through I4.0, companies can enhance their market competitiveness by offering
introduced innovations [2]. Through I4.0, companies can enhance their market competitiveness by offering

*Corresponding
*Corresponding author.
author. Tel.:
Tel.: +39
+39 0521
0521 905872;
905872; fax:
fax: +39
+39 0521
0521 905705
905705
E-mail address: eleonora.bottani@unipr.it
E-mail address: eleonora.bottani@unipr.it

1877-0509
1877-0509 ©© 2023
2023 The
The Authors.
Authors. Published
Published byby ELSEVIER
ELSEVIER B.V.
B.V. This
This is
is an
an open
open access
access article
article under
under the
the CC
CC BY-NC-ND
BY-NC-ND license
license
(https://creativecommons.org/licenses/by-nc-nd/4.0)
(https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under
Peer-review under responsibility
responsibility of
of the
the scientific
scientific committee
committee of
of the
the 5th
5th International
International Conference
Conference on
on Industry
Industry 4.0
4.0 and
and Smart
Smart Manufacturing
Manufacturing
1877-0509 © 2024 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)
Peer-review under responsibility of the scientific committee of the 5th International Conference on Industry 4.0 and
Smart Manufacturing
10.1016/j.procs.2024.01.062
 Laura Monferdini et al. / Procedia Computer Science 232 (2024) 626–634 627
2 Author name / Procedia Computer Science 00 (2023) 000–000

innovative products derived from new technologies. It is estimated that the adoption of I4.0 technologies will lead to
significant improvements in the overall productivity against various parameters, including flexibility, lead time
reduction, specialization, workplace conditions, and production efficiency. The new systems are capable of
autonomously and dynamically responding to changes in the value chain within very short periods [3].
Reducing response times to potential changes is essential for minimizing processing times [4]. I4.0 enables
companies to respond to dynamic demand by adapting quickly to market requirements and, above all, based on
customer needs. Key enabling technologies (KETs) play a central role in I4.0 [5], serving as the technological
backbone of production facilities. KETs are technological solutions and improvements that encompass substantial
research and development activities and have the potential to revitalize the production system [6]. Conventional
enabling technologies associated with I4.0 include advanced robotics, additive manufacturing, augmented reality
(AR), simulation, horizontal/vertical integration, industrial internet, cloud computing, cyber security, and big data
analytics. Through the interconnection of all assets involved in the logistics and production chain, the primary
advantage of the I4.0 paradigm is undoubtedly the availability of real-time and relevant information [7]. The
connection between people, things, and systems creates significant added value in terms of cost reduction, real-time
information availability, and resource interaction. The smart factory embodies a progressive leap within the framework
of I4.0, shifting from conventional automation to a highly interconnected and adaptable system, endowed with learning
capabilities and the ability to accommodate emerging needs. This specific system is underpinned by automation and
collaborative synergy among diverse stakeholders [8], enabling the manufacturing industry to effectively respond to
unforeseen contingencies, market dynamics, and supplier networks. The "Digital Compass," an innovative tool
developed by McKinsey, offers valuable insights into navigating the complexities of I4.0 [9]. By exploring unforeseen
events within the I4.0 landscape, this study identifies eight distinct "value drivers" wherein the introduction of enabling
technologies can create substantial value [10]. Optimizing process parameters, including material consumption, speed,
and yield, contributes to value creation by boosting productivity levels [11]. This translates into cost reductions through
streamlined material usage or revenue gains via enhanced production output. Leveraging predictive maintenance and
other strategies for optimizing production assets results in a remarkable 30-50% reduction in total machine downtime
[12]. In many industries, labour costs constitute a significant expense. Introducing automation and other technological
advancements can lead to productivity enhancements of 45-55% in technical professions [13]. Managing inventory
effectively becomes crucial for mitigating excessive capital costs. The application of I4.0 levers addresses inventory-
related challenges, such as inaccuracies in stock numbers, unreliable demand planning, safety stock requirements, and
overproduction. Quality improvements contribute to cost reductions of 10-20% [14], while service enhancements can
generate cost savings of 10-40% [13], [15]. By focusing on quality, organizations can augment value and minimize
production inefficiencies. Service innovations, including remote assistance and diagnostic solutions, offer future-
oriented value propositions by meeting customer needs comprehensively. Additionally, a deep understanding of
customer demand is crucial for avoiding waste and optimizing the alignment between supply and actual demand.
Lastly, "time to market," which refers to securing a competitive advantage by being the first to enter the market, is
identified as a pivotal value driver by McKinsey. Accelerating engineering development processes and prototyping
activities can enable organizations to capitalize on this advantage.
I4.0 has partially transformed the perspective of Industry 3.0 [16], which placed the product at the core of
manufacturing activities, with various areas spanning from basic services to individual machinery systems located
above it. In I4.0, the product remains the starting point but is interconnected with other activities, integrating it into
the network. Specifically, the connections between different areas undergo changes: in I4.0, the product interfaces
with all other areas, including production services, production control systems, enterprise systems, and the external
world. This transformation is encapsulated in the Reference Architectural Model for Industry 4.0 (RAMI 4.0), which
serves as a foundational structure for classifying and advancing I4.0 technologies [17]. RAMI 4.0 merges the critical
elements of I4.0 into a three-dimensional model, enabling the classification and further advancement of technologies
(Figure 1).
628 Laura Monferdini et al. / Procedia Computer Science 232 (2024) 626–634
Author name / Procedia Computer Science 00 (2023) 000–000 3

Figure 1. Reference Architectural Model Industry 4.0 (RAMI 4.0).

In this context, our article endeavors to delve into and elucidate innovative solutions that harness I4.0 technologies
to tackle real-world challenges prevalent in industrial settings. To achieve this objective, we present a methodically
structured case study centered on the application of I4.0 technologies in managing material flow and handling. The
subsequent section delves into the primary undertakings executed within the company chosen as our case study, with
particular emphasis on operations conducted within the storage yard. Following that, we delve into the implementation
of I4.0 technologies and subsequently elucidate the results achieved through this implementation. Ultimately, we will
conclude by presenting our findings and drawing relevant conclusions.

2. Context

This section describes the main activities carried out in the company taken as case study in this paper, with a
particular focus on activities taking place in the storage yard. The section provides an overview of the areas and
processes involved, in terms of machinery, equipment, and personnel. The underlying motivations for change are
explained, along with the innovations implemented and the requirements that allowed the company to obtain
certification as part of the group of companies equipped with I4.0 technologies.
The company is a leader in the exceptional transport of steel products, boasting a fleet of over 120 exceptional
transport vehicles, 15 cranes, and 3 tractors for railway carriage transport. It also possesses 20 tilting container trucks,
a railway terminal with 3 locomotives, and approximately 600 specialized containers for the steel sector. Furthermore,
the company enjoys privileged access to major rivers and maritime ports in Northern Italy. The analyzed phases of the
company's operations impacted by the implementation of I4.0 are the activities carried out in the yard and warehouse
of the facility. The intermodal terminal under examination consists of a large goods unloading yard, crossed by four
railway tracks, where the handling equipment includes cranes for coil and container sorting. The facility also features
a storage warehouse traversed by a railway track, where goods are handled and stored using gantry cranes. Upon
arrival at the yard, the goods are unloaded and sorted based on their destination. Some goods are directly loaded onto
trucks for transportation to customers, while others are stored in the warehouse, and others are placed in the yard for
immediate shipment. The warehouse storage system had some significant gaps, with frequent errors and delays, as the
decision on how to store the goods was based on coil size and the experience of the crane operators. To address this
problem, new technologies were introduced to enable real-time traceability of goods.
The objective is to achieve real-time traceability of goods throughout the facility. Furthermore, the goal is to
enhance safety and working conditions for operators while reducing errors and waiting times.
Some of the features that companies adopt in order to implement the Industry 4.0 approach include:
 Control through a Computer Numerical Control (CNC) and/or Programmable Logic Controller (PLC)
 Interconnection with factory systems, enabling remote loading of instructions and/or part programs
 Automated integration with the factory's logistics system or supply network, and/or other machines in the
production cycle
 Laura Monferdini et al. / Procedia Computer Science 232 (2024) 626–634 629
4 Author name / Procedia Computer Science 00 (2023) 000–000

 User-friendly and intuitive interface between humans and machines (with hardware devices available to
operators)
 Compliance with the latest safety, hygiene, and occupational health parameters

In addition to meeting these requirements, the machines have:

 Remote tele-maintenance and/or tele-diagnostics and/or remote-control systems
 Continuous monitoring of working conditions and process parameters using suitable sensor sets, with
adaptability to process drifts.
 Integration features between physical machines and/or systems with modeling and/or simulation of their
behavior during the process
These characteristics make the machines comparable to or suitable for integration with Cyber-Physical Systems.

3. Implementation

3.1 Devices installation

After a thorough analysis of the activities and the area involved, it was decided to integrate the tracking system
with the handling equipment. To achieve this, GPS antennas were installed on the crane arms to provide real-time
spatial positioning information to the system (Figure 2).

Figure 2. Gps antenna attached to the mechanical arm of the crane.

A second antenna was mounted on the roof of the warehouse adjacent to the storage yard, and the connection
between the two antennas ensured a cleaner and more precise signal, reducing the spatial error to approximately a
sphere with a diameter of 25 centimeters. Additionally, the cranes were equipped with a touchscreen terminal within
the crane cabin, enabling the operator to interact with the remote management system and exchange information.
The procedure consists of two phases. In the first phase, the crane operator retrieves the generic coil "xyz" from the
train/truck and assigns it a serial number using the tablet. Subsequently, the crane operator positions the coil in the
designated final location, which is assigned specific GPS (latitude and longitude) coordinates (e.g., "Lat ab, Lon cd").
The system associates the GPS coordinates with the movement of the coil "xyz." In the second phase, if the coil
undergoes a new movement, the previous coordinate is replaced with a new coordinate "Lat ef, Lon gh" corresponding
to the new position. This update occurs when the crane arm picks up and lifts the coil, allowing the system to recognize
a new movement. This phase is repeated for each subsequent movement. Two cameras, positioned at the front and rear
of the cranes (Figure 3), provide a remote view of the crane's operations, allowing for remote monitoring of the
handling process, detection of potential damage to the goods, and improved visibility during maneuvers, including
reverse operations.
 Author name / Procedia Computer Science 00 (2023) 000–000 5
630 Laura Monferdini et al. / Procedia Computer Science 232 (2024) 626–634

Figure 3. Graphic representation of the installation of the second rear view camera.

Further additions and improvements have been made to the cranes as regards the automatic setting of the arm at the
pick-up height. Once the operator enters the coil’s serial number into the terminal and approaches it for pick-up, the
mechanical arm of the crane automatically adjusts to the appropriate height for the operation. The device has pre-set
two different heights: one for engaging the hook with coils placed on the ground and another for picking up coils
located on a potential second upper row. Once the tracking system has added a specific coil to the system, it also
assigns and stores the height at which it will be positioned. In subsequent movements, the crane arm automatically
positions itself at the ideal pick-up height. This improvement serves two purposes: firstly, it reduces processing lead
times as the crane operator no longer needs to waste time adjusting the crane arm to the appropriate height for pick-
up. Secondly, and more importantly, it reduces the risk of damage to both the coils and the crane itself by avoiding the
possibility of positioning the arm at the wrong height, which could damage a coil or even the hook of the crane.
The Tracking System, as anticipated, makes it possible to know in real time the position of each coil present at the
yard regardless of its type, origin, and location.

3.2 Pre-test preparation

Following the installation of all necessary devices, the testing phase commenced. Initially, it was ensured that all
cranes were properly networked with the management system and that the transmitted GPS signal was accurate. By
employing an independent GPS receiver, the position in proximity to the crane antenna was detected, thereby verifying
the exact correspondence of the coordinates as recorded by the crane. With the GPS tracking of the antennas validated,
the terminals underwent a validation phase. Subsequently, the devices were examined for potential disturbances or
interferences that could lead to errors. To perform this operation, one of the cranes was set in motion, and the rear-
view functionality was confirmed during the reverse manoeuvre. The functionality of the front camera was also
evaluated. Simultaneously, the automatic arm positioning mechanism, which enables the crane to align itself at the
correct height when approaching the coil for retrieval, was tested. Finally, a sample set comprising approximately
twenty different coils was selected to assess the self-balancing capability. In this control, the crane operator
 Laura Monferdini et al. / Procedia Computer Science 232 (2024) 626–634 631
6 Author name / Procedia Computer Science 00 (2023) 000–000

deliberately subjected the coils to abrupt movements. The safety system promptly counterbalanced the load each time,
preventing any oscillation or detachment of the crane arm, thus mitigating potential damage or hazards.

3.3 Testing phase

During this phase, the interactions between the devices were examined. The initial test was conducted at the
clearance area of the storage yard, with a limited number of coils for safety reasons. As soon as the crane operator
lifted the coil, the dedicated serial screen appeared on the left terminal, while the image captured by the front camera
was displayed on the right terminal. The operator selected the correct serial from the left terminal and began
transporting the material to the designated position. The coil was placed on the ground and added to the system. The
GPS detection device allowed for the calculation of the coil's coordinates and verification of the correspondence
between the telemetry data collected in the field and those sent by the crane. This procedure was repeated for another
9 samples, consisting of varying numbers of coils, over a two-week period. The only sporadic defects encountered
were due to signal loss or general reception issues. These problems should be solved in the future by further upgrading
the connection and network used in the company.

3.4 Data collection

After successfully completion of the test, we move on to the post-implementation data collection phase. In the
initial stage of the procedure, empirical data collection is performed by directly observing and timing all relevant
processing stages. This process allows for the creation of a valuable database of information for the analysis of the
final results. The management system is capable of autonomously acquiring, collecting, and storing the data.
Additionally, real-time manual data collection was conducted immediately following the installation and
implementation of the devices to assess the accuracy of the architecture. The next section will examine in detail the
phases of loading, unloading, and storage, comparing the collected data pre- and post-deployment.

4. Results

4.1 Unloading phase

The unloading phase is typically carried out by a single operator, who retrieves all the coils from the train and
temporarily places them in front of the train to quickly clear the yard space. Once the train is emptied, the coils are
then arranged accordingly. This phase essentially consists of three distinct times: the handling time, the positioning
time, and the picking time. During this phase, there were no significant differences or notable delays. In fact, the only
novelty for the operator was having the load document directly on their terminal, eliminating the need to wait for the
arrival of a paper-based consignment note.

4.2 Loading phase

After the unloading process, the coils scattered on the premises are meticulously arranged. Initially, those coils
slated for immediate dispatch are swiftly repositioned and loaded directly onto the awaiting trucks in accordance with
their respective consignment notes. This proactive approach significantly diminishes the truckers' wait times,
consequently reducing vehicle downtime and expediting customer deliveries. A comprehensive dataset was gathered,
encompassing a sample of thirty trucks, allowing for the computation of pre- and post-implementation metrics,
including average coil loading time, mean duration of truck drivers' ingress and egress, average delay, and overall time
expended in loading a truck for transportation purposes (Table 1).
632 Laura Monferdini et al. / Procedia Computer Science 232 (2024) 626–634
Author name / Procedia Computer Science 00 (2023) 000–000 7

Table 1. Comparison of loading times before and after implementation.

Time Interval Pre-implementation Post-implementation
Coil loading time 00:11:54 00:11:53
Transit time 00:02:25 00:02:24
Delays 00:01:34 00:00:22
Total time for loading 00:15:54 00:14:38

For evaluating the data and checking the results, a comparison was made between the medians of the total operation
times, as this measure provides a clear indication of the real difference between the data collected before and after
implementation (Table 2). The analysis of the median values reveals a time savings of 8.4% and a quantifiable
reduction in time of 00:01:20.

Table 2. Median Total Loading Times Before and After Implementation.

Pre-implementation Median Post-implementation Median
00:15:54 00:14:35

4.3 Storage phase

The coils that are not loaded into trucks for immediate shipment need to be stored. These coils are labelled as
"white" or "black," where white coils are more delicate and need protection to prevent deterioration when exposed to
the elements. The storage process for white coils is similar to the loading phase described above, with the difference
that instead of leaving the facility for delivery, the trucks proceed to the warehouse, where other operators handle the
storage using overhead cranes. The "black" coils, on the other hand, consist of metal material resistant to water and
sunlight, allowing them to be placed directly on the yard and remain there until transportation. The storage of these
coils involves two phases: in the first phase, the crane operator retrieves the coil and places it in the designated location,
while in the second phase, the operator deposits the coil and returns close to the train to retrieve the next one. Data
was collected on a sample of ten trains, each containing an average of 40-45 coils; the mean total time for relocating
a load of black coils and the mean time per load were calculated, both before and after implementation (Table 3).

Table 3. Comparison of Storage Times Before and After Implementation.

Metric Pre-implementation Post-implementation
Average Total Relocation Time 03:02:55 02:14:36
Average Delay Time 01:01:29 00:14:45

For checking the effectiveness of the implementation, a comparison was made between the medians of the total
operation times, as this value most clearly expresses the real difference between the data collected before and after the
implementation (Table 4). From the ratio of the median values, a 24.8% savings in operation execution times is evident,
with a reduction in time amounting to 00:45:09.

Table 4. Comparison of Median Total Operation Times Before and After Implementation.
Pre-implementation Median Post-implementation Median
03:01:45 02:16:35

The most common causes of delay prior to the implementation are ascribed to human errors or communication
defects between the operator and the administration. It is in these areas that the implementation has positively and
significantly impacted.
Considering that an average of 100 freight trains arrive at the yard per month, with each train carrying approximately
42 "black" coils and an equal number of "white" coils, the "white" coils designated for relocation are distributed among
 Laura Monferdini et al. / Procedia Computer Science 232 (2024) 626–634 633
8 Author name / Procedia Computer Science 00 (2023) 000–000

several trucks, each capable of transporting 3 coils at a time (totalling 14 trucks). The corresponding time savings for
a full load are 31:06:40 for the "white" coils and 75:15:00 for the "black" coils in a month.
Therefore, an estimated average monthly savings of approximately 106 hours per machine can be reached.

5. Conclusion

I4.0 and the digital revolution, in general, represent more than just a challenge of tools, whether they are software
or hardware; they constitute a cultural, intellectual, resource, and competency revolution for companies [18]. By
analysing a set of data collected in a case study, the time saving resulting from the implementation of I4.0 technologies
has been estimated. The results have shown an average monthly savings of 106 hours per machine, and the use of these
innovative technologies has also allowed for the exchange of information on the status of unused assets. This facilitates
inventory management, as production precisely knows the status of warehouses and stock. Delays or shortages
decrease, leading to increased customer satisfaction. In addition to the quantitative aspects, the qualitative impact
should not be underestimated, such as the repercussions on the company's image, improvement in internal
communication, increased workplace safety, and reduced work-related stress. An especially important department
during the implementation and maintenance of I4.0 technologies is the IT department, which needs to be informed in
real-time about any architectural issues. The peculiar characteristics of modern enterprises, such as the magnitude of
invested capital, complexity of production processes and organizational structures, market challenges, and the presence
of advanced and continuously evolving technology, have definitely marked the end of any form of improvisation and
empiricism [19]. This study has demonstrated how I4.0 technologies improve business performance from various
perspectives. Regarding the instrumental assets used in the company under study, particular attention has been focused
on cranes and overhead cranes. The following characteristics have enabled the attainment of Industry 4.0 certification:

 Movement management: The ability to real-time monitor both operator activity and the functional
status of the machinery, as well as verify manoeuvring data such as movement history, container type, weight,
etc. through networking information sent from the crane terminal to the management system. This operation
can be performed by interconnecting the relevant information.
 Hibernation: Remote real-time monitoring of the machinery allows the receiving system to keep
track of its operational mode and promptly identify inappropriate usage patterns by the operator or any
operational anomalies. The receiving system can issue instructions to "hibernate" specific machine functions.
In particular, the receiving system can enable the "limp-home" state of the machine [20], which is a reduced-
functionality and emergency operation mode involving motor speed reduction and inhibition of container
attachment functions. Activation of the "limp-home" mode can be initiated at the discretion of the system
manager either manually or automatically when critical operating parameters are breached. It can also be
employed to limit the machine's travel speed in specific areas of the logistics park or to trigger a return to the
base for inspections or repairs when tire pressure or temperature exceeds predefined thresholds.
 Preselection of lifting/storage height: This semi-automatic function, controlled by the receiving
system, allows for preselecting the lifting height, resulting in significant time savings during movement
operations. Of course, the operator can manually override this function, when necessary, hence its semi-
automatic nature.
 Load imbalance control: The moment limitation system enables the identification of load imbalances
within the container and transmits this information to the receiving system, which, in turn, can halt the
movement operation.
 Process optimization: Planning activities facilitate the reduction of unproductive movements, which
incur costs in terms of machine usage and completion times for movement operations.
 Data collection and analysis: This encompasses dynamic post-event reconstruction of operational
and functional conditions through a video surveillance system, statistical analysis, remote identification of
technical issues and their root causes, detailed analysis of the most frequent machine downtime causes,
optimization of operational efficiency, reduction of machine downtime and restoration times, evaluation of
machine efficiency and productivity, and analysis of the energy efficiency in machine utilization and
634 Laura Monferdini et al. / Procedia Computer Science 232 (2024) 626–634
Author name / Procedia Computer Science 00 (2023) 000–000 9

structural exploitation intensity. Future studies can focus on the economic implications in terms of increased
productivity, labour cost savings, fuel, and/or maintenance reduction.

Obviously, the natural future research direction will be the full-scale implementation of the I4.0 solution, for an
exhaustive evaluation of the benefits achievable by the company.

References

[1] Yang, F., and Gu, S. (2021). Industry 4.0, a revolution that requires technology and national strategies. Complex & Intelligent Systems, 7,
1311-1325.
[2] Morrar, R., Arman, H., and Mousa, S. (2017). The fourth industrial revolution (Industry 4.0): A social innovation perspective. Technology
Innovation Management Review, 7(11), 12-20.
[3] Thoben, K.D. & Wiesner, S. and Wuest, T. (2017). Industrie 4.0 and Smart Manufacturing – A Review of Research Issues and Application
Examples. International Journal of Automation Technology, 11, 4-19. DOI: 10.20965/ijat.2017.p0004.
[4] V. A. Memos, K. E. Psannis and Z. Lv, A Secure Network Model Against Bot Attacks in Edge-Enabled Industrial Internet of Things, in IEEE
Transactions on Industrial Informatics, 18(11), pp. 7998-8006, Nov. 2022, DOI: 10.1109/TII.2022.3162837.
[5] Ciffolilli, A. and Muscio, A. (2018). Industry 4.0: national and regional comparative advantages in key enabling technologies. European
Planning Studies, 26,1-21. 10.1080/09654313.2018.1529145.
[6] Russo, M., Caloffi, A., Colovic, A., Pavone, P., Romeo, S., and Rossi, F. (2022). Mapping regional strengths in a key enabling technology:
The distribution of Internet of Things competences across European regions. Papers in Regional Science, 101(4), 875-900.
[7] Behnam E., Armand B. and M. Ebrahimi. Dynamic Predictive Maintenance in industry 4.0 based on real time information: Case study in
automotive industries. In 9th IFAC Conference on Manufacturing Modelling, Management and Control MIM 2019, Aug 2019, Berlin,
Germany. pp.1069-1074. DOI: 10.1016/j.ifacol.2019.11.337
[8] Radziwon, A., Bilberg, A., Bogers, M., and Madsen, E. S. (2014). The smart factory: exploring adaptive and flexible manufacturing solutions.
Procedia Engineering, 69, 1184-1190.
[9] Cloppenburg, F., Münkel, A., Gloy, Y., & Gries, T. (2017, October). Industry 4.0–How will the nonwoven production of tomorrow look like?.
In IOP Conference Series: Materials Science and Engineering, 254(13), 132001. IOP Publishing.
[10] Wee, D., Kelly, R., Cattel, J., and Breunig, M. (2015). Industry 4.0-how to navigate digitization of the manufacturing sector. McKinsey &
Company, 58, 7-11.
[11] Javaid, M., Haleem, A., Singh, R. and Suman, R. (2022). Enabling flexible manufacturing system (FMS) through the applications of industry
4.0 technologies. Internet of Things and Cyber-Physical Systems, 2, DOI: 10.1016/j.iotcps.2022.05.005.
[12] McKenzie, N. L., Belbin, L., Margules, C. R., and Keighery, G. J. (1989). Selecting representative reserve systems in remote areas: a case
study in the Nullarbor region, Australia. Biological Conservation, 50(1-4), 239-261.
[13] Manyika, J., Chui, M., Bughin, J., Dobbs, R., Bisson, P., and Marrs, A. (2013). McKinsey Global Institute. Disruptive technologies: Advances
that will transform life, business, and the global economy.
[14] Bauernhansl, T., Ten Hompel, M., and Vogel-Heuser, B. (Eds.). (2014). Industrie 4.0 in Produktion, Automatisierung und Logistik:
Anwendung· Technologien· Migration, 1-648. Wiesbaden: Springer Vieweg.
[15] Manyika, J., Chui, M., Brown, B., Bughin, J., Dobbs, R., Roxburgh, C., and Byers, A. H. (2014). McKinsey Global Institute. Big data: the
next frontier for innovation, competition, and productivity. May 2011.
[16] Oztemel, E., and Gursev, S. (2020). Literature review of Industry 4.0 and related technologies. Journal of Intelligent Manufacturing, 31, 127-
182.
[17] Qin, W., Chen, S., and Peng, M. (2020). Recent advances in Industrial Internet: insights and challenges. Digital Communications and
Networks, 6(1), 1-13.
[18] Sima V, Gheorghe IG, Subić J and Nancu D. (2020). Influences of the Industry 4.0 Revolution on the Human Capital Development and
Consumer Behavior: A Systematic Review. Sustainability, 12(10), 4035. DOI: 10.3390/su12104035
[19] Dalenogare, L. S., Benitez, G. B., Ayala, N. F., and Frank, A. G. (2018). The expected contribution of Industry 4.0 technologies for industrial
performance. International Journal of Production Economics, 204, 383-394.
[20] E. Dehghan-Azad, S. Gadoue, D. Atkinson, H. Slater, P. Barrass and F. Blaabjerg (2018). Sensorless Control of IM Based on Stator-Voltage
MRAS for Limp-Home EV Applications. IEEE Transactions on Power Electronics, 33(3), 1911-1921. DOI: 10.1109/TPEL.2017.2695259.