Human factors influencing the implementation of cobots in high volume distribution centres
Order picking is a logistics component of warehouse operations where substantial productivity gains are possible. In this study, we investigate implementation processes of collaborative order picking robots (cobots) and focus on the influence of human factors on their implementation in high volume d...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Lambrechts, Wim [verfasserIn] Klaver, Jessica S. [verfasserIn] Koudijzer, Lennart [verfasserIn] Semeijn, Janjaap [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2021 |
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| Rechteinformationen: |
Open Access Namensnennung 4.0 International ; CC BY 4.0 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Logistics - Basel : MDPI AG, 2017, 5(2021), 2 vom: Juni, Artikel-ID 32, Seite 1-24 |
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| Übergeordnetes Werk: |
volume:5 ; year:2021 ; number:2 ; month:06 ; elocationid:32 ; pages:1-24 |
| Links: |
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| DOI / URN: |
10.3390/logistics5020032 |
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1759281824 |
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| 520 | |a Order picking is a logistics component of warehouse operations where substantial productivity gains are possible. In this study, we investigate implementation processes of collaborative order picking robots (cobots) and focus on the influence of human factors on their implementation in high volume distribution centres. These human factors are: resistance to change; organisational culture; communication on change; and leadership. Four case companies were selected that have experience with testing and introducing several types of cobot and have successfully implemented (at least) one type of cobot over an extended period. In-depth interviews with operational decision-makers led to the identification of 66 critical incidents related to human factors. The results demonstrate the importance of planning the implementation process in phases. Employees are hesitant or resistant to the change due to a lack of information, experience, and communication. The decisive role of the team leader is crucial to implement cobots successfully, and here the individual character traits (e.g., the variance in commitment, character, and motivation) influence the process as well. Although the introduction of cobots is not yet widespread, and the negative impact on the workforce (i.e., concerning job loss) is currently low, one should be aware of the possible future implications when robotisation becomes structurally embedded. Therefore, this article calls for a stronger link between human factors and the future of work, with a specific focus on reskilling and upskilling of logistics professionals in light of robotisation, rather than binary approaches in which robots are primarily seen as a threat to the current workforce. | ||
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10.3390/logistics5020032 doi (DE-627)1759281824 (DE-599)KXP1759281824 DE-627 ger DE-627 rda eng Lambrechts, Wim verfasserin aut Human factors influencing the implementation of cobots in high volume distribution centres Wim Lambrechts, Jessica S. Klaver, Lennart Koudijzer and Janjaap Semeijn 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Order picking is a logistics component of warehouse operations where substantial productivity gains are possible. In this study, we investigate implementation processes of collaborative order picking robots (cobots) and focus on the influence of human factors on their implementation in high volume distribution centres. These human factors are: resistance to change; organisational culture; communication on change; and leadership. Four case companies were selected that have experience with testing and introducing several types of cobot and have successfully implemented (at least) one type of cobot over an extended period. In-depth interviews with operational decision-makers led to the identification of 66 critical incidents related to human factors. The results demonstrate the importance of planning the implementation process in phases. Employees are hesitant or resistant to the change due to a lack of information, experience, and communication. The decisive role of the team leader is crucial to implement cobots successfully, and here the individual character traits (e.g., the variance in commitment, character, and motivation) influence the process as well. Although the introduction of cobots is not yet widespread, and the negative impact on the workforce (i.e., concerning job loss) is currently low, one should be aware of the possible future implications when robotisation becomes structurally embedded. Therefore, this article calls for a stronger link between human factors and the future of work, with a specific focus on reskilling and upskilling of logistics professionals in light of robotisation, rather than binary approaches in which robots are primarily seen as a threat to the current workforce. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ cobot (dpeaa)DE-206 collaborative robot (dpeaa)DE-206 distribution centres (dpeaa)DE-206 human factors (dpeaa)DE-206 warehousing (dpeaa)DE-206 Klaver, Jessica S. verfasserin aut Koudijzer, Lennart verfasserin aut Semeijn, Janjaap verfasserin (DE-588)171771737 (DE-627)06201384X (DE-576)132540150 aut Enthalten in Logistics Basel : MDPI AG, 2017 5(2021), 2 vom: Juni, Artikel-ID 32, Seite 1-24 Online-Ressource (DE-627)1000929906 (DE-600)2908937-2 (DE-576)494570555 2305-6290 nnns volume:5 year:2021 number:2 month:06 elocationid:32 pages:1-24 https://www.mdpi.com/2305-6290/5/2/32/pdf Verlag kostenfrei https://doi.org/10.3390/logistics5020032 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 5 2021 2 6 32 1-24 26 01 0206 3933512565 x1z 01-06-21 2403 01 DE-LFER 3936514135 00 --%%-- --%%-- n --%%-- l01 10-06-21 2403 01 DE-LFER https://doi.org/10.3390/logistics5020032 2403 01 DE-LFER https://www.mdpi.com/2305-6290/5/2/32/pdf |
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10.3390/logistics5020032 doi (DE-627)1759281824 (DE-599)KXP1759281824 DE-627 ger DE-627 rda eng Lambrechts, Wim verfasserin aut Human factors influencing the implementation of cobots in high volume distribution centres Wim Lambrechts, Jessica S. Klaver, Lennart Koudijzer and Janjaap Semeijn 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Order picking is a logistics component of warehouse operations where substantial productivity gains are possible. In this study, we investigate implementation processes of collaborative order picking robots (cobots) and focus on the influence of human factors on their implementation in high volume distribution centres. These human factors are: resistance to change; organisational culture; communication on change; and leadership. Four case companies were selected that have experience with testing and introducing several types of cobot and have successfully implemented (at least) one type of cobot over an extended period. In-depth interviews with operational decision-makers led to the identification of 66 critical incidents related to human factors. The results demonstrate the importance of planning the implementation process in phases. Employees are hesitant or resistant to the change due to a lack of information, experience, and communication. The decisive role of the team leader is crucial to implement cobots successfully, and here the individual character traits (e.g., the variance in commitment, character, and motivation) influence the process as well. Although the introduction of cobots is not yet widespread, and the negative impact on the workforce (i.e., concerning job loss) is currently low, one should be aware of the possible future implications when robotisation becomes structurally embedded. Therefore, this article calls for a stronger link between human factors and the future of work, with a specific focus on reskilling and upskilling of logistics professionals in light of robotisation, rather than binary approaches in which robots are primarily seen as a threat to the current workforce. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ cobot (dpeaa)DE-206 collaborative robot (dpeaa)DE-206 distribution centres (dpeaa)DE-206 human factors (dpeaa)DE-206 warehousing (dpeaa)DE-206 Klaver, Jessica S. verfasserin aut Koudijzer, Lennart verfasserin aut Semeijn, Janjaap verfasserin (DE-588)171771737 (DE-627)06201384X (DE-576)132540150 aut Enthalten in Logistics Basel : MDPI AG, 2017 5(2021), 2 vom: Juni, Artikel-ID 32, Seite 1-24 Online-Ressource (DE-627)1000929906 (DE-600)2908937-2 (DE-576)494570555 2305-6290 nnns volume:5 year:2021 number:2 month:06 elocationid:32 pages:1-24 https://www.mdpi.com/2305-6290/5/2/32/pdf Verlag kostenfrei https://doi.org/10.3390/logistics5020032 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 5 2021 2 6 32 1-24 26 01 0206 3933512565 x1z 01-06-21 2403 01 DE-LFER 3936514135 00 --%%-- --%%-- n --%%-- l01 10-06-21 2403 01 DE-LFER https://doi.org/10.3390/logistics5020032 2403 01 DE-LFER https://www.mdpi.com/2305-6290/5/2/32/pdf |
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10.3390/logistics5020032 doi (DE-627)1759281824 (DE-599)KXP1759281824 DE-627 ger DE-627 rda eng Lambrechts, Wim verfasserin aut Human factors influencing the implementation of cobots in high volume distribution centres Wim Lambrechts, Jessica S. Klaver, Lennart Koudijzer and Janjaap Semeijn 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Order picking is a logistics component of warehouse operations where substantial productivity gains are possible. In this study, we investigate implementation processes of collaborative order picking robots (cobots) and focus on the influence of human factors on their implementation in high volume distribution centres. These human factors are: resistance to change; organisational culture; communication on change; and leadership. Four case companies were selected that have experience with testing and introducing several types of cobot and have successfully implemented (at least) one type of cobot over an extended period. In-depth interviews with operational decision-makers led to the identification of 66 critical incidents related to human factors. The results demonstrate the importance of planning the implementation process in phases. Employees are hesitant or resistant to the change due to a lack of information, experience, and communication. The decisive role of the team leader is crucial to implement cobots successfully, and here the individual character traits (e.g., the variance in commitment, character, and motivation) influence the process as well. Although the introduction of cobots is not yet widespread, and the negative impact on the workforce (i.e., concerning job loss) is currently low, one should be aware of the possible future implications when robotisation becomes structurally embedded. Therefore, this article calls for a stronger link between human factors and the future of work, with a specific focus on reskilling and upskilling of logistics professionals in light of robotisation, rather than binary approaches in which robots are primarily seen as a threat to the current workforce. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ cobot (dpeaa)DE-206 collaborative robot (dpeaa)DE-206 distribution centres (dpeaa)DE-206 human factors (dpeaa)DE-206 warehousing (dpeaa)DE-206 Klaver, Jessica S. verfasserin aut Koudijzer, Lennart verfasserin aut Semeijn, Janjaap verfasserin (DE-588)171771737 (DE-627)06201384X (DE-576)132540150 aut Enthalten in Logistics Basel : MDPI AG, 2017 5(2021), 2 vom: Juni, Artikel-ID 32, Seite 1-24 Online-Ressource (DE-627)1000929906 (DE-600)2908937-2 (DE-576)494570555 2305-6290 nnns volume:5 year:2021 number:2 month:06 elocationid:32 pages:1-24 https://www.mdpi.com/2305-6290/5/2/32/pdf Verlag kostenfrei https://doi.org/10.3390/logistics5020032 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 5 2021 2 6 32 1-24 26 01 0206 3933512565 x1z 01-06-21 2403 01 DE-LFER 3936514135 00 --%%-- --%%-- n --%%-- l01 10-06-21 2403 01 DE-LFER https://doi.org/10.3390/logistics5020032 2403 01 DE-LFER https://www.mdpi.com/2305-6290/5/2/32/pdf |
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10.3390/logistics5020032 doi (DE-627)1759281824 (DE-599)KXP1759281824 DE-627 ger DE-627 rda eng Lambrechts, Wim verfasserin aut Human factors influencing the implementation of cobots in high volume distribution centres Wim Lambrechts, Jessica S. Klaver, Lennart Koudijzer and Janjaap Semeijn 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Order picking is a logistics component of warehouse operations where substantial productivity gains are possible. In this study, we investigate implementation processes of collaborative order picking robots (cobots) and focus on the influence of human factors on their implementation in high volume distribution centres. These human factors are: resistance to change; organisational culture; communication on change; and leadership. Four case companies were selected that have experience with testing and introducing several types of cobot and have successfully implemented (at least) one type of cobot over an extended period. In-depth interviews with operational decision-makers led to the identification of 66 critical incidents related to human factors. The results demonstrate the importance of planning the implementation process in phases. Employees are hesitant or resistant to the change due to a lack of information, experience, and communication. The decisive role of the team leader is crucial to implement cobots successfully, and here the individual character traits (e.g., the variance in commitment, character, and motivation) influence the process as well. Although the introduction of cobots is not yet widespread, and the negative impact on the workforce (i.e., concerning job loss) is currently low, one should be aware of the possible future implications when robotisation becomes structurally embedded. Therefore, this article calls for a stronger link between human factors and the future of work, with a specific focus on reskilling and upskilling of logistics professionals in light of robotisation, rather than binary approaches in which robots are primarily seen as a threat to the current workforce. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ cobot (dpeaa)DE-206 collaborative robot (dpeaa)DE-206 distribution centres (dpeaa)DE-206 human factors (dpeaa)DE-206 warehousing (dpeaa)DE-206 Klaver, Jessica S. verfasserin aut Koudijzer, Lennart verfasserin aut Semeijn, Janjaap verfasserin (DE-588)171771737 (DE-627)06201384X (DE-576)132540150 aut Enthalten in Logistics Basel : MDPI AG, 2017 5(2021), 2 vom: Juni, Artikel-ID 32, Seite 1-24 Online-Ressource (DE-627)1000929906 (DE-600)2908937-2 (DE-576)494570555 2305-6290 nnns volume:5 year:2021 number:2 month:06 elocationid:32 pages:1-24 https://www.mdpi.com/2305-6290/5/2/32/pdf Verlag kostenfrei https://doi.org/10.3390/logistics5020032 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 5 2021 2 6 32 1-24 26 01 0206 3933512565 x1z 01-06-21 2403 01 DE-LFER 3936514135 00 --%%-- --%%-- n --%%-- l01 10-06-21 2403 01 DE-LFER https://doi.org/10.3390/logistics5020032 2403 01 DE-LFER https://www.mdpi.com/2305-6290/5/2/32/pdf |
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Human factors influencing the implementation of cobots in high volume distribution centres Wim Lambrechts, Jessica S. Klaver, Lennart Koudijzer and Janjaap Semeijn |
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human factors influencing the implementation of cobots in high volume distribution centres |
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Human factors influencing the implementation of cobots in high volume distribution centres |
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Order picking is a logistics component of warehouse operations where substantial productivity gains are possible. In this study, we investigate implementation processes of collaborative order picking robots (cobots) and focus on the influence of human factors on their implementation in high volume distribution centres. These human factors are: resistance to change; organisational culture; communication on change; and leadership. Four case companies were selected that have experience with testing and introducing several types of cobot and have successfully implemented (at least) one type of cobot over an extended period. In-depth interviews with operational decision-makers led to the identification of 66 critical incidents related to human factors. The results demonstrate the importance of planning the implementation process in phases. Employees are hesitant or resistant to the change due to a lack of information, experience, and communication. The decisive role of the team leader is crucial to implement cobots successfully, and here the individual character traits (e.g., the variance in commitment, character, and motivation) influence the process as well. Although the introduction of cobots is not yet widespread, and the negative impact on the workforce (i.e., concerning job loss) is currently low, one should be aware of the possible future implications when robotisation becomes structurally embedded. Therefore, this article calls for a stronger link between human factors and the future of work, with a specific focus on reskilling and upskilling of logistics professionals in light of robotisation, rather than binary approaches in which robots are primarily seen as a threat to the current workforce. |
| abstractGer |
Order picking is a logistics component of warehouse operations where substantial productivity gains are possible. In this study, we investigate implementation processes of collaborative order picking robots (cobots) and focus on the influence of human factors on their implementation in high volume distribution centres. These human factors are: resistance to change; organisational culture; communication on change; and leadership. Four case companies were selected that have experience with testing and introducing several types of cobot and have successfully implemented (at least) one type of cobot over an extended period. In-depth interviews with operational decision-makers led to the identification of 66 critical incidents related to human factors. The results demonstrate the importance of planning the implementation process in phases. Employees are hesitant or resistant to the change due to a lack of information, experience, and communication. The decisive role of the team leader is crucial to implement cobots successfully, and here the individual character traits (e.g., the variance in commitment, character, and motivation) influence the process as well. Although the introduction of cobots is not yet widespread, and the negative impact on the workforce (i.e., concerning job loss) is currently low, one should be aware of the possible future implications when robotisation becomes structurally embedded. Therefore, this article calls for a stronger link between human factors and the future of work, with a specific focus on reskilling and upskilling of logistics professionals in light of robotisation, rather than binary approaches in which robots are primarily seen as a threat to the current workforce. |
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Order picking is a logistics component of warehouse operations where substantial productivity gains are possible. In this study, we investigate implementation processes of collaborative order picking robots (cobots) and focus on the influence of human factors on their implementation in high volume distribution centres. These human factors are: resistance to change; organisational culture; communication on change; and leadership. Four case companies were selected that have experience with testing and introducing several types of cobot and have successfully implemented (at least) one type of cobot over an extended period. In-depth interviews with operational decision-makers led to the identification of 66 critical incidents related to human factors. The results demonstrate the importance of planning the implementation process in phases. Employees are hesitant or resistant to the change due to a lack of information, experience, and communication. The decisive role of the team leader is crucial to implement cobots successfully, and here the individual character traits (e.g., the variance in commitment, character, and motivation) influence the process as well. Although the introduction of cobots is not yet widespread, and the negative impact on the workforce (i.e., concerning job loss) is currently low, one should be aware of the possible future implications when robotisation becomes structurally embedded. Therefore, this article calls for a stronger link between human factors and the future of work, with a specific focus on reskilling and upskilling of logistics professionals in light of robotisation, rather than binary approaches in which robots are primarily seen as a threat to the current workforce. |
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